Under Secretary of the Army Patrick Murphy here - What questions do you have for me?

2016-10-28T12:42:40-04:00

*This Q&A has concluded*

Hello RallyPoint!

I'm really excited to be here and answer some of your questions. Whether you served 3 years or 30 years, veterans are leaders of character, for a lifetime of service. Veterans are civic assets and leaders in communities across America. I'm proud to be a Soldier for Life.

Mr. Patrick Murphy has served as the Under Secretary of the Army since January 2016, assuming duties as acting Secretary until May 2016. As an Army veteran, Mr. Murphy deployed twice - Tuzla, Bosnia in 2002 and Baghdad, Iraq in 2003-04. While serving as a JAG officer in Iraq with the 82nd Airborne Division, he led a Brigade Operational Law Team (BOLT) and earned a Bronze Star for his service. After leaving the Army he was the first Iraq War veteran elected to congress representing the Eighth Congressional District of Pennsylvania from 2007-2011.

The Under Secretary is excited to discuss his past experiences and his priorities for the Army:

- Promoting the Soldier for Life Program and helping our soldiers successfully transition
- Incorporating Better Business Practices and making the best use of tax dollars by ensuring the Army is run as a successful company in 2016
- Telling the Army Story and connecting with Americans through social media, public affairs and promoting the accomplishments of our soldiers

Note: The Under Secretary of the Army is unable to comment on politics or the upcoming election during this Q&A. Please be respectful of this requirement and keep all comments and responses on topic.

Response by MSG Private RallyPoint Member made Oct 28 at 2016 1:17 PM

2016-10-28T13:17:47-04:00

Sir....why is it difficult to get the schooling that an NCO needs to complete in order to get promoted? What I mean, is that NCO's....under the S.T.E.P. program need to complete certain NCOES (Distance Learning and Resident Courses) before they can be promoted. Unfortunately, many of these courses are given only a small select number of times and then seats are limited....and that is even if the seats are not given to those that got promoted prior to the policy change (and are given priority for courses). These NCOs try and try to get reservations and are usually denied. Once this occurs, they then face the possibility of being QMP'd or hitting their RCP. While I do believe in the S.T.E.P. program.....only allowing a small number of courses allows for the loss of outstanding NCOs simply because they can't get into the school they need, at no fault of their own (usually). I also fully understand that one has to be competitive to advance, but the system itself appears to automatically set people up for failure from the get go.

Response by SFC Josh Weatherbie made Oct 28 at 2016 2:35 PM

2016-10-28T14:35:07-04:00

Sir, how could the DoD every consider retrieving/asking for Soldiers to repay bonuses and payments, made on their behalf, because of a supposed mistake in the system? I've witnessed first hand how the pay of a Soldier is taken completely, "No Pay Due" is what is written on their LES, for a mistake they've made. Where's the support for those families that no have to tell their kids "Mom/Dad didn't get paid so we are going to have to beg/borrow to get groceries until next paycheck." Hopefully another "No Pay Due" doesn't rear its ugly head. Refinance a home to repay a debt they believed to be earned when they voluntarily entered service, just to pay back monies issues in error.....This happens all the time!

Our Soldiers serve at a time with tremendous pressure to be ready at all times....sure, there are units available for an emergency situation, but for the troops arriving to a new duty station and again forced to deploy, what voice do they or their loved ones have who move to a new place and have no friends/family around? I read about the new pilot program "AIMS" designed to put people in the right place at the right time. I am thrilled to see some proactive measures in place. The military will be reactive in some sense I know, but isn't a "wish list" provided and completed by the Soldier so their needs can be met as well? Why ask if the wish list isn't going to be followed? How long does it actually take to implement a program to help Soldiers? months? years? This should be a top priority for DoD.

Lastly, I know your job is difficult and serve at the luxury of all the folks who done the uniform. As a Veteran I can say I left the service because of the dramatic changes being forced upon the ever breaking backs of the strongest volunteers Our Nation has seen. I humbly ask you not to forget where you came from and not to forget the folks you serve.

Respectfully!

JW

Response by 1SG Al Brown made Oct 28 at 2016 2:38 PM

2016-10-28T14:38:55-04:00

These are general Army retiree (2009) observations and comments that may help you accomplish your initiatives and priorities:
1. "Promoting the Soldier for Life Program and helping our soldiers successfully transition"

The moment you sign out on terminal leave, you are no longer in the Army, or part of the Army support system. I would suggest that you hire a liaison to physically trail and anonymously observe multiple personnel transitions between the Army and the VA, and the Army and the job market. Have that person track about 50 ETSs and retirements, then brief you on how the process really works.

2. "Telling the Army Story and connecting with Americans through social media, public affairs and promoting the accomplishments of our soldiers".

I live in Southwest Missouri, an hour from Fort Leonard Wood. I watch local, national network and cable news, I read the local papers. Besides the occasional service member returning from a deployment and surprising the kids at school, the Army and the military in general are non-existent to the public. I haven't even seen a recruiting commercial for the U.S.Army in a long time.

On a positive note, I stumbled (Facebook link) into this blog site a few months ago, and it is an amazing platform for current and ex-military. It's an opinion forum that provides a give and take on all subjects. No PR and no one trying to blow smoke about how important they are.

Do what you can, with the time you have left,

V/R,
Al Brown

Response by PV2 Private RallyPoint Member made Oct 28 at 2016 3:31 PM

2016-10-28T15:31:28-04:00

What roles do you foresee GS Civilians fulfilling in support of major DoD and DA operations in the coming year? Is there opportunity for advancement or recruitment of veterans in other areas of the government to the Department of the Army?

Response by Lt Col Tom Freeman made Oct 28 at 2016 8:00 PM

2016-10-28T20:00:27-04:00

Honorable Patrick Murphy, Sir,
What ISIS challenges do you see in the US? What resources may be employed, i.e., Federal, Civil and/or other? Thank you for your service and time Sir.
Godspeed!
VR
Lt Col Tom "Screamin" Freeman, USAF

Response by SGT Paul Mackay made Oct 28 at 2016 8:23 PM

2016-10-28T20:23:17-04:00

why can a company commander stop your pay and give it to charity with out your permition and also keep you confined for six month when your sentence was only 2 months.

Response by SFC George Smith made Oct 28 at 2016 8:41 PM

2016-10-28T20:41:15-04:00

interesting... a week before the Election...

Response by SPC Elijah J. Henry, MBA made Oct 29 at 2016 1:20 PM

2016-10-29T13:20:23-04:00

Sir, why do our fitness tests measure wellness instead of combat effectiveness?

Response by SSG Trevor S. made Oct 29 at 2016 1:27 PM

2016-10-29T13:27:09-04:00

Sir, I applaud that you are making Soldier for Life one of your major priorities. When I transitioned, it seemed like there was a large percentage of SFL staff that were life long civilians that had no relation to the military other than their current job, or retiree's who's first post military job was the transition program. Neither group seemed equipped to fully translate a transitioning Service Member's experience to a workable civilian world plan. Is there any plan to improve the SFL program by making it into a "Civilian Head Start" program, by either hiring a cadre more focused in successful military to civilian transition or focusing on a stable group of guest speakers and recruiters who fill this focus?

Response by SPC Erich Guenther made Oct 30 at 2016 6:28 AM

2016-10-30T06:28:33-04:00

So I see a lot of complaints about ACAP and Transition programs here and as a former interviewer myself might suggest a review mechanism.......... if your at DoD you only need to get a employer ID at one of the large Internet Job Sites.............say Monster dot com and download some resumes of recently discharged Soldiers and review some resumes yourself. Is anyone doing that at DoD as a means of a check and balance on the effectiveness of your transition programs? Also, maybe conduct an "exit interview" like a private employer does after a resignation or termination to get feedback more immediately on these programs? Maybe check in after some time has passed using the reported Home of Record (HOR) on the discharge date? Just throwing ideas out there.

Response by CPL Robert Frazier made Oct 30 at 2016 3:46 PM

2016-10-30T15:46:12-04:00

I have been trying to get some information about an accident I had while I was stationed in Hanau Germany B Btry 2/43 Bn Patriot ADA. The accident occurred the day I outprocessed,and was shipping back to the states...The date was on or about Jan 16-19, 1987...The accident occurred right in front of the gate going into the base....it involved a sgt. who was driving me in a military truck and a German national in his personal veh....How can I get information on this accident? My name is Frazier,Robert L.

Response by SFC Private RallyPoint Member made Oct 31 at 2016 8:22 AM

2016-10-31T08:22:22-04:00

Will Army regulations ever get simplified ? and Will AGR program ever get better ? especially for those on their first tour ?

Response by CPT Aaron Kletzing made Oct 31 at 2016 8:59 AM

2016-10-31T08:59:28-04:00

CPT Patrick Murphy -- thanks for joining us. My question is about wasteful military spending. What do you see as the most important process that you can help establish, to bring focus on accountability and ROI of spending? -- versus units just spending their whole budgets so that they can request an increase the next year?

Response by SPC Margaret Higgins made Oct 31 at 2016 9:00 AM

2016-10-31T09:00:18-04:00

Thanks for joining us, The Honorable Patrick Murphy.
It is quite an honor to have you with us.
THANK YOU FOR YOUR SERVICE AND YOUR SACRIFICE, SIR.
And KUDOS, SIR: AND THANK YOU FOR YOUR SERVICE AS A CONGRESSMAN.
May GOD eternally bless America and may GOD bless you, Sir.
With My Warmest and Sincerest Regards,
Margaret C Higgins US Army (Ret)

Response by Capt Tom Brown made Oct 31 at 2016 9:05 AM

2016-10-31T09:05:57-04:00

Sir - what do you say or how does one respond to those who suggest it is only a matter of time before the Army changes and lowers (ie. revises) the physical standards currently in place throughout the system to result in a wider representation of women in the service? Do you see this as ever becoming a possibility?? Thank you Sir..

Response by CPT Aaron Kletzing made Oct 31 at 2016 9:24 AM

2016-10-31T09:24:16-04:00

CPT Patrick Murphy -- what is the main reason why people wouldn't end up joining Soldier for Life? -- e.g., perhaps awareness can be a challenge here.

Response by SSG Carlos Madden made Oct 31 at 2016 10:54 AM

2016-10-31T10:54:52-04:00

Sir,
Thank you for your time on RallyPoint. What lessons do you have for the next Secretary and what information would you provide them to help inform them in future decisions? What policies and practices would you like to see continued?

Response by James Adair made Oct 31 at 2016 11:11 AM

2016-10-31T11:11:29-04:00

Do you believe the VA is doing enough to help soilders?

Response by MSgt Ken Flood made Oct 31 at 2016 12:25 PM

2016-10-31T12:25:26-04:00

Mr. Secretary recently there has been a rash of TV commercials featuring Retired Generals. Do you feel it is proper for members of the armed forces, retired or otherwise to publicly support a cannonade for President of the United States.

Response by SGT Robert K. made Oct 31 at 2016 1:08 PM

2016-10-31T13:08:34-04:00

Sir; What will be done to improve the promotion policy and standards for enlisted soldiers? Will the Army bring back the SQT (Skill Qualification Test)? I have seen too many individuals get promoted simply because they can pass APFT, qualify with weapon (barely), and have gone to WLC/SLC/ALC and passed the tests that they were given less then 24 hours after being taught the information. We have too many NCO's at all levels who have been promoted too quickly and simply do not know their job.

Response by LTC Private RallyPoint Member made Oct 31 at 2016 2:20 PM

2016-10-31T14:20:20-04:00

Sir,
Recently, GEN Milley has emphasized the One Army concept. What steps are being taken to ensure the Reserve Components are not continuing to be perceived as second rate by the Active Component?
Also, there was a recent story in the news about a Soldier who suffered a heart attack while conducting a PT test whose benefits was not covered by the Army. I know of another example of this where he has been fighting (appealing) for his LOD to be approved for more than 3 years. What is the Army doing to resolve this and take care of these Soldiers?

Response by Sgt Aaron Kennedy, MS made Oct 31 at 2016 3:48 PM

2016-10-31T15:48:07-04:00

Soldier for Life seems like a great Program in that it mirrors the Philosophy of "Once a Marine, Always a Marine."

Are there going to be attempts to better formalize this mindset?

Response by COL Mikel J. Burroughs made Oct 31 at 2016 3:53 PM

2016-10-31T15:53:25-04:00

CPT Patrick Murphy Thanks for taking your time to answer questions here on RallyPoint. We put together the following White Paper on the VA and sent it to a Congressman, but got no traction whatsoever. What are your recommendation(s) on how to fix the VA or the changes that could be made?

12 October 2015

Congressman Chris Gibson
1708 Longworth HOB
Washington, DC 20515

Attn: Stephanie Valle, Chief of Staff

Re: Proposed White Paper Reorganization of Department of Veterans Affairs

Dear Ms. Stephanie Valle:

First, let me introduce myself, my name Colonel (retired) Mikel J. Burroughs. I’ve spent the last 37 years of my life serving in the United States Army on Active Duty, in the National Guard, Deployed, and in the United States Army Reserves. Secondly, a small group of concerned veterans headed up by Sergeant Aaron Kennedy, United States Marine Corps and others who are connected on a website called RallyPoint decided to prepare some idea(s) and proposals on how or what the reorganization of the Department of Military Affairs might look like, particularly in the healthcare portion of the organization.

We have attached a ten (10) page proposed reorganization white paper for the Department of Veteran Affairs that we would like for you and your staff to review in hopes that it will spark some interest and additional questions. We realize that an undertaking of this magnitude in attempting to reorganize the Department of Veterans Affairs is a far more complicated project than just ten (10) pages. We are very interested in your thoughts along the proposed high level approach we are recommending.

Our goal is to peak enough interest that maybe the Congressman will want to dig into this deeper and champion legislation to make the recommendations to congress for reorganization of the Department of Veteran Affairs healthcare and lead the way to fix the continuous problems facing the organization today. We welcome your feedback, negative or positive, and we stand ready to answer any additional questions you may have regarding our outline of proposed changes.

Respectively,

Mikel J. Burroughs
COL (Ret)

White Paper Draft v2.3 (10/7/2015)

Overview

Perhaps the simplest way to look at the Department of Veterans Affairs (DeptVA) is based on the "Eras" of Veteran that it currently serves. In modern times, there are two major eras vying for resources, which can best be described as stressing the system at the seams. Those Eras are the Vietnam Era Veterans, and the Gulf War Era. http://www.benefits.va.gov/pension/wartimeperiod.asp

The Vietnam Era has a significant aging veteran population (estimated at between 54-80~) which places them in the range of major health concerns because of life expectancy, as well as those that are era specific. The more modern veterans, though younger are enrolling at greater rates contributing to an increased enrolled & patient population for the DeptVA.

Over the last decade, although the total number of living veterans has decreased dramatically over the last 13 years (down 17%), the number of VA Enrolled Veterans has increased (up 77%).
http://www.fas.org/sgp/crs/misc/R43579.pdf

This trend should continue for the next 5-10 years as our Vietnam era veterans reach life expectancy (death), and we see the former Draft Model shift to the All-Volunteer Force Model (AVF) at which point there should be a (significant) decrease in total veteran population. However, this does not take into account increase potential recruiting for conflicts in the future.

Of note however is the percentage of enrolled veterans has steadily increased, resulting in more patients even though the total population has been decreasing over the last decade. In essence, we are approaching equilibrium, but on an upturn, not a downturn. The system will continue to be stressed for at least five more years, and in approximate fifteen, we will see a similar stressing which will last twice as long as the one we are experiencing now, because our Gulf War, Contingency, & OIF/OEF Veterans will be reaching the age our Vietnam Era vets are at now.

Assessment

Simply put, the DeptVA was never designed to be this big. It has scaled past the point of efficiency. As we saw in the post WWI era, the WWII DeptVA had to be restructured to meet the needs of the modern vet. As America has gotten bigger, and our Veteran population has grown larger, and the services we are providing them has gotten more comprehensive, we are seeing a “ripping at the seams” of the current model’s capability.

The DeptVA needs a restructuring. However, this restructuring does not need to be nearly as comprehensive as the one from WWI to WWII, as most of the ground work was already done, when it was decentralized. The DeptVA is currently decentralized into several regions throughout the country, with each Region acting semi-autonomously. Within each region there are a variety of Regional Offices (50+), Medical Centers (151), Outpatient Clinics (820), and Storefront “Vet Centers” (300~). These facilities service the existing (and future) veterans, and can best be compared to Naval Vessels, as opposed to Units.

There have what can only be called countless reports of corruption in various facilities throughout the Nation, as the organization has been pushed past capacity. We have asked it to do too much with too little, and like any machine, when stressed, parts will fail. However, corruption may be a misnomer. Each of these major incidents lacks the key element of personal gain which is truly essential for that descriptor. Yes, there is a loss of integrity, and policy violation, but it is a systemic breakdown as opposed to true corruption.

This lends it more to an Oversight and Accountability problem, which is resulting in Administrative symptoms.

This theory seems the most reasonable in that we are seeing random problems throughout locales, and some areas have strengths in what other areas have weaknesses. Were we to apply the scientific method, we would not be able to specifically isolate what is causing any one issue, other than people.

However, the common thread appears to be resource management, and the demand to do more with less. In essence stresses on the system, resulting in bad judgment by people in management, with varying effects (decisions).

Proposal

We started from the theory that the military (et al) has a mostly if not fully functional system in place to support the service members (henceforth referred to as veterans for ease) akin to that of the DeptVA.

"As such, why can't the Department of Veterans Affairs 'mirror' the system currently in place by the services?"

Without conducting a major overhaul of the DeptVA, what would be the simplest means of making the two systems virtually identical? The DeptVA is approximately the size of the Navy (320,000 Personnel vs. 326,000 Active Duty) when it comes to personnel, therefore we can use that as a baseline for personnel matters. Additionally, because of the Region & Facility structure, the parallels become more and more similar as they are explored. Therefore, we imagined the DeptVA as a Nominal Navy where each Group of Regions is a Fleet, and each Facility was a Vessel within the Fleet. Once the DeptVA is looked at through this metaphor, the concept of treating each facility (vessel) as independent commands takes shape.

Note: The United States Navy is currently divided into seven (7) distinct Fleets or Geographic (operational) Regions. By separating the DeptVA Regions into a similar seven (7) Fleets, we can directly mirror the structure of the USN, using a Fleet Admiral (O-10) as head of each region, and officers of lesser grade in billets below.

But for simplicity’s sake, we approached it from a Command Staff aspect. Replace the Director and Command Staff at DeptVA facilities with (Uniformed) Commissioned Officers on a one-for-one (1:1) basis. These officers could be drawn from the US Public Health Service (USPHS), or another branch and substitute the existing SES/GS/GM employees for officers of similar grade. In essence, rather than having Federal Civil Servants, we would have Commissioned Officers who are directly accountable to the SecVA & SecHHS (& the President) as the lead management team of each major facility.

The goal would be to change the Command Philosophy. By having someone who is directly accountable, who can be immediately replaced, and who can hold those below him accountable, we are able to correct issues as they arise rather than let them fester until they become public issues which are reactionary. Additionally, this allows a much smoother Office of the Inspector General (OIG) and Congressional Inquiry process, which provides significant increases in Oversight at all levels.

We mention using the USPHS officers to fill the role for this specifically because of the USHHS' (parent organization) mission of Health in the US. The DeptVA would still retain all Administrative Control (ADCON), however the USPHS (or office thereof) would be Operational Control (OPCON) of the sites reporting to the SecVA.

This should begin at the Regional Level (Graphic attached), and work downward to create a hierarchal structure as opposed to the current “feudal” or “fiefdom” model that exists currently. As Regional Directors/Commanders would be “Flag Officers” (SES converted to USPHS Admirals), and location Directors/Commanders would “Commanding Officers” akin to how our Navy is arranged. The size of the facility, scope of operations/responsibilities, would dictate the rank of the commander, but in general it would be a direct conversion from equivalent SES/GM/GS grade.

We are not advocating an increase/decrease of personnel numbers, nor are we saying that existing “good” employees should be removed. However, the US government (et al) has a variety of programs that can be used to develop these officers in short order including: Transferring medical officers & administrators from other services, direct commission programs, recalling reservists & retirees, and increasing the size of USPHS while reducing civil servant structure.

Furthermore, as there are existing Regions in place, a test-bed program can be set up at Regional or even Facility level which allows limited or widespread adoption.

This corrects the issue with Oversight & Accountability, but does not address the major symptoms of Administration which appears to be the most prominent issue arising currently.

For that, a better method of hand-off needs to occur between the Department of Defense (DoD et al) and the DeptVA. As it stands, both systems currently use independent and separate systems, which are funneled through the National Archives & Records Administrations Branch. This is a major flaw in the system. This is the logjam between the two Departments. To address this, there must be a multi-phase approach to records management.

The first phase is recognizing that we are currently using an inefficient and outdated transfer system to get medical documentation from one system to another, as it stands, when a Service Member leaves the Military their Medical Records (Medical & Dental) is transferred to the National Archives system, and then it must be transferred back to the Veterans Health Administration (VHA) before it can be utilized. This is an unnecessary step in the modern era of medical record keeping.

Therefore, the first step must be in weaning off the current system of using the National Archives for Veterans transferring to the DeptVA. Rather than having all medical records go through a centralized process (National Archives), it should be decentralized based on location of ETS/EAS/Retirement. Upon exodus from military, the service members’ medical & dental records go to the closest medical facility (or Regional Office) to their final duty station. This would not affect the Service Record Book transition to the National Archive System.

Although the long-term goal is having a fully electronic record tracking system, this will reduce general administrative burden at onset of process, saving both time & money. As veterans’ records become “inactive” (Death of Veteran or Predetermined amount of time), the records can be shifted to the National Archives for final storage (as opposed to initial storage). This turns them into historical documents, as opposed to medical records.

Note: As an example, someone EASing from MCB Quantico would have their Medical Files transferred to DC Medical Center until it is needed by another location, at which point normal Medical transfer procedures will occur, just like in the civilian world.

The second phase is identifying that “Military Medicine” and the VHA have different specific goals, which must be reconciled. Military Medicine is designed to retain & maintain Operational Capability, while VHA is after service care. This does not mean the goals cannot be merged. The best way to do this is by slowly expanding VHA into the Base/Location Level (as opposed to Unit Level) Military Medicine programs. In essence, evolving Base Medical Facilities into VHA sites, creating a seamless transition when the Veteran leaves service.

This requires (long-term) replacement of Medical Officers & Medical Staff on a one for one (1:1) basis with USPHS staff at the location level. As these are generally non-deployable or specialized personnel, it will not affect unit readiness. Furthermore, by shifting operational control (OPCON) to USPHS personnel, we remove an additional logjam in the bureaucratic process. We now have “VHA” Doctors involved in the process “birth to grave”

This of course will require technology upgrades which should be done on a Region by Region basis, to “match” the existing Military Medicine infrastructure. By having a common infrastructure with the originating system (DoD) the process becomes more streamlined, reducing further backlogs. This can be done during the normal infrastructure upgrades (lifecycle), with a zero sum effect on cost. Essentially, we are replacing & upgrading systems as normal, but choosing to marry them up so they are better able to communicate with existing infrastructure (which is fully compatible across Region lines).

The third phase is acknowledging that we have a program that works very well for a subset of our Veterans, specifically our Retirees. This is the TriCare (Various Levels). This “(supplemental) insurance” plan can be expanded to cover all Veterans. It presents administrative challenges, but none are insurmountable.

First is the issuance of Identification. As “most” veterans’ exodus after a single term (4 years), and still have obligated service, they fall under the Individual Ready Reserve rules. They can be issued an IRR ID Card (Geneva Convention Card, Reservist). Expanding this program to the remaining Veterans, in lieu of using a VHA benefits card (with appropriate “tag”) would again reduce overall administration, as well as provide a de facto Medical Benefits Card. Furthermore, as the current IRR ID Card is a “Common Access Card” (CAC), it can be used for security credentials when accessing the government system. This adds additional layers of security to one of our largest Privacy Targets (21 Million Potential Targets as current).

Veterans “could” be annotated on a Tricare Copper/Aluminum/Tin (Descriptor/Color pending) program schedule by default, which in turn would allow them to schedule care through the VHA system, and receive Referrals for outside care just like those participating in TriCare (Various Level). This would in effect replace the VA Choice program. Billing for outside care would be handled at the TriCare level, further reducing burden on the VHA system, and mirroring what exists in Military Medicine.

Finally, is working with the ever increasing staffing shortfalls. The most common presented concern is the perception of “doing more with less.” As the population of Veterans that the DeptVA services increases, this concern will continue even through the lull period in the coming years, and will increase exponentially when we encounter the next overlap of eras battling for recognition within the system.

This is the most complex problem, and is the result of the centralized hiring system used by the Federal Civil Service, or the Office of Personnel Management (OPM). This organization is very good at identifying generalized needs and filling them, however it has difficulty filling specialized needs like medical care.
http://www.va.gov/oig/pubs/VAOIG-15-03063-511.pdf

To help alleviate this, we suggest the use of Reserve Medical Officers (USPHS) and augmenting the VHA with Medical Professionals who have remaining Military Service Obligation (MSO). Reservists have been a longstanding means of reinforcing military units in time of need and crisis. By using this methodology on the proposed (mirrored) Military Medicine system, they can expand and contract to support Regions and Facilities as needed.

Additionally, as they are Military Medical Officers (vice Civilian Doctors), there are tuition reimbursement concepts, monetary incentives, retirement benefits, inter-service transfer options, and obligated service ideas that can be applied which are not normally available. Conceptually, these officers would drill one month per year to maintain status.

By adding this additional layer of personnel, who is outside the OPM system, the SecVA has the ability to identify hotspots as they are arising, and correct them before they become major issues.

Conclusion

Despite prophesies of doom, the Department of Veterans Affairs is not truly broken. It does have major concerns which are directly related to scale. These are readily apparent, now, because of the influx of multiple eras of veterans competing for limited resources as well as technological limitations, and the need to revisit the existing structure of the bureaucracy.

Over the next decade, the situation will continue to boil over, and then we will experience a lull, which will give law-makers and administrators approximately one decade to revamp and refine the existing system to meet the needs of the next generation of veterans. It is paramount that we begin planning immediately to take advantage of this lull, lest we repeat this current situation again, but with a much larger influx of veterans, and a much longer stressing period than the one we are experiencing now.

The best way we can do that is mirroring a functional system, a la the Military Medical system, and by providing oversight and accountability similar to that system. By leveraging the positives of this system, and using a phased approach over the next few years, we can gradually build a comprehensive system that meets the reality of existing infrastructure as well as veteran needs.

Eligible Wartime Periods - Pension

Wartime Veteran Pension

Response by SGT Private RallyPoint Member made Oct 31 at 2016 3:57 PM

2016-10-31T15:57:47-04:00

Hello Sir,
My question concerns Stolen Valor. Can the law be modified to include the impersonation of an actual MilitaryMember, and dressing as a Military Member and lying about it. The ones doing this have put a bad mark on actual military members and veterans.

Response by COL Mikel J. Burroughs made Oct 31 at 2016 3:59 PM

2016-10-31T15:59:09-04:00

CPT Patrick Murphy I have a couple more questions for you today. I'm working with a program called Sponsor a Vet Life (SAVL) that is using VR Technology to work with veterans and active duty soldiers that have PTSD/TBI/MST or that are severely disabled. Here is the primary mission:

"Our Mission is to roll out a proven solution for many of the challenges Active Duty Service Members, Disabled Veterans, and their families experience. We’ll be providing full collaborative communities, utilizing virtual reality tools to help stop the 22 Veteran PTSD suicides per day. All the communications occur in a 3D interactive, immersive virtual environment. We've successfully used these tools in the past to save lives and will continue to save more veterans and active duty members."

Question: How do we get programs like this funding through the Government without having to go through mountains of red tape? Is this something we could be offering service members immediately upon transition or redeployment through a connection or link with the Army?

Here is a link on RP to our Group Page for more information, please “follow” our page:

https://www.rallypoint.com/organizations/sponsor-a-vet-life-virtual-world-solutions-d-b-a-sponsor-a-vet-life-wharton-nj

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Discover veteran friendly jobs at Kids4Horses d/b/a Sponsor a Vet Life and connect with military members and veterans working there now.

Response by COL Mikel J. Burroughs made Oct 31 at 2016 4:39 PM

2016-10-31T16:39:31-04:00

RP Members and Connections here is a great opportunity to ask some really good questions directed at the Under Secretary of the Army Mr. Patirck Murphy - please pass this along to your connections here on RallyPoint!

Response by CPT Private RallyPoint Member made Oct 31 at 2016 5:39 PM

2016-10-31T17:39:24-04:00

Is the 20 trillion dollar federal deficit (assuming debt service and principal increases accordingly) a major concern for future military funding? With Sequestration and budget cuts what will be the focus of efficient force? Specifically, force restructure, base consolidation, decreased benefits, smaller fleet of ships or airplanes?

Response by LTC Stephen F. made Oct 31 at 2016 5:58 PM

2016-10-31T17:58:50-04:00

Thanks for taking the time to respond to questions on this forum CPT Patrick Murphy.
I appreciate the fact that you have served the nation as a soldier as as Under Secretary of the Army.
Background: a. The CA ARNG deployment bonus repayment requirement has been in the news for the past few weeks. b. Reductions in force tend to cause ripple effects as some of teh best and brightest leave for greener pastures and some over-strength specialties become under-strength by the next conflict. c. After Desert Storm the military went through a RIF and encouraged many to leave voluntarily. d. In the mid-1990's Congress passed legislation which requires all those who left the service to pay back the severance pay if they went back on active duty
1. What steps is Army making to minimize drawing-down specialties which will be required in the mid-term?
2. What steps is Army and DoD taking with Congress to minimize the chances of another bonus repayment problem in the future.
FYI if you have not asked a question, please consider doing so. COL Mikel J. Burroughs LTC Stephen C. Capt Seid Waddell CW5 Private RallyPoint Member CW5 Charlie Poulton SGM David W. Carr LOM, DMSM MP SGT SFC Joe S. Davis Jr., MSM, DSL SFC William Farrell SSgt Robert Marx SSG James J. Palmer IV aka "JP4" SSgt Private RallyPoint Member TSgt Joe C. SGT Private RallyPoint Member SGT John " Mac " McConnell SP5 Mark Kuzinski SGT Forrest Stewart SGT Robert Hawks SPC Private RallyPoint Member SrA Christopher Wright

Response by SGT Keith Wilson made Oct 31 at 2016 6:09 PM

2016-10-31T18:09:09-04:00

Yes my question is can you help me get back in or retire me right now I was placed in active with 18 plus years. I would pack my bags and go to Mousal without a thought. I am beyond serious whatever it takes till a job is found I would rather be back on Active duty and not forced to wait till I am 61, please help me.

Response by SGT Rick Ash made Oct 31 at 2016 7:29 PM

2016-10-31T19:29:50-04:00

Secretary Murphy,
I was diagnosed with pancreatic cancer due to exposure to the ARMY Improved Hawk Continuous Wave Missile System. It was ionizing and RF exposure in massive does at 4 duty stations. My MOS was 24K20, I worked only on the HIPIR radar. My 1st & 2cd claims were denied one year apart then my appeal was denied with no SOC. I completed the NOD (Notice of Disagreement) on 12-22-2015 but I recieved a denial of that NOD first week of this month (10/16). I have spoken with Bill Harris, Mgr. of Dosimetry at Redstone Arsenal Alabama where I attended the 43 weeks of 24K20 classroom & hands on training. I asked him why my class never had dosimetry badges or strips and he replied that most of those went to the Nike-Hercules classes. I also have his message on my answering machne that I could record on my smartphone and email to you.
My wife and I subsist on my SSDI payment each month. Pretty tough going.
I gave the ARMY six years of my life and I was in Alabama, Germany, Alabama again ( as an Instructor ) S. Korea and Ft. Bliss (Tobin Wells).
I am forbidden from speaking with or emailing my local VA rep or my Regional Admin at the VARO in Louisville, KY. I firmly believe that Matthew LaPierre is the individual denying all my claims, he says my emails are "aggressive"? He is my Regional Admin. This dictum comes from Dennis Shepherd - General Council for the VA in KY. I was amazed, given the overwhelming evidence, that even my first claim for Service Connected Disability Compensation was denied.
Can you advise me on what step to take next? If not, I will complete the Form 9 that came with the denied NOD and subnit said form to the BVA in Maryland.
Thanks Sir,
Rick Ash
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Response by SSG Private RallyPoint Member made Oct 31 at 2016 10:11 PM

2016-10-31T22:11:45-04:00

Sir,
What steps are being taken to update the Promotion Point Worksheet? What I mean is, if a soldier enlists with a degree and his degree(s) albeit a bachelor's and associate's degree, showsthat it is worth 260 points which exceeds the military education section on the PPW at 160 points, what is being done for that soldier to apply that extra 100 points in another section of the PPW?

Response by LTC Private RallyPoint Member made Oct 31 at 2016 10:29 PM

2016-10-31T22:29:36-04:00

Sir, I greatly appreciate the approach you've taken connecting with the force and how you've taken up fights on our behalf. I'm very concerned about our force. With the recent acknowledgement of MG Rossi's suicide, I'm wondering if our leadership is taking another look at how we approach supporting our soldiers struggling with this personal battle. Having been one myself, and being an Air Defender, this particular fight is very personal to me. What other steps are we taking?

Response by SSG Michael LeGrand made Oct 31 at 2016 11:13 PM

2016-10-31T23:13:54-04:00

Sir,
Did you and the family dress up for Halloween?

(sorry, couldn't think of any important questions) ;-)

Response by 1stSgt Eugene Harless made Nov 1 at 2016 4:39 AM

2016-11-01T04:39:56-04:00

As an outsider to the Army I was wondering why they can't simplify the uniform and stick to it, instead of always changing it. All services need to get rid of those stupid PT belts as well.

Response by SSG Ray Petersen made Nov 1 at 2016 5:34 AM

2016-11-01T05:34:35-04:00

Sir,

What is in store for the future of PT for the Army? I have had leadership from different units say that PT is going to be changing, the PT test will be changing, and that we are moving to update the current standard for fitness.

Response by MAJ Private RallyPoint Member made Nov 1 at 2016 6:59 AM

2016-11-01T06:59:06-04:00

Hello sir, my question is on incorporating Better Business Practices in the Army. I've participated in a number of Lean Six Sigma projects to reduce process cycle time, cost and improve quality. It seems every project fails to maximize its full potential due to Army Regulations and DoD Instruction that are near impossible to change or get waivers for. Could you share some success stories, tips or otherwise motivation for working in the Army-Machine that is resistant to change.

Response by CPO James Clopton made Nov 1 at 2016 7:04 AM

2016-11-01T07:04:54-04:00

Sir, you and I both swore the same oath, to defend against all enemies, "foreign and domestic". Given the known crimes that Secretary Hillary Clinton has committed that we know has cost lives, at what point do we fulfill our obligation to our oath?

Response by LTC Andrew Addison made Nov 1 at 2016 7:26 AM

2016-11-01T07:26:00-04:00

My question is...I retired from the Army/Reserves in 2014 and I would like to know what I have to do to get my pay that I am owed for accrued PDRMA leave. I served 2 tours in Afghanistan from 2011-2012 so I have been trying to collect my pay for over 4 years now. My intent is to not disparage anyone however I have a problem with the people that are responsible for processing this since they refuse to do their job. The Office of the Deputy Chief of Staff, G1 and the Compensation and Entitlements Division has acknowledged that I am entitled to this pay however, when I inquired about the money I am owed I have received very rude and condescending communications from both the Chief of this Division as well as the action officer. Can you advise me if this is something you or your office can investigate or is this an issue that I should address with my Congressman?

Response by SPC Robert Worden made Nov 1 at 2016 8:33 AM

2016-11-01T08:33:32-04:00

my family is service oriented with my grandfather in WWI, my father in WWII and I served (if only briefly ) in Vietnam. I am now a Kentucky DAV Service Officer and I wonder when I will stop seeing veterans who have served 4 and 5 combat tours. These men and women are really suffering from various conditions. Each is willing to serve until the point where they have served one too many tours. What are our plans for reducing the number of tours served?

Response by CPT Aaron Kletzing made Nov 1 at 2016 9:02 AM

2016-11-01T09:02:54-04:00

CPT Patrick Murphy you seem like a really good guy. Do you have any aspirations to run for political office (not DoD specific) someday?

Response by LTC Private RallyPoint Member made Nov 1 at 2016 9:18 AM

2016-11-01T09:18:39-04:00

What are the greatest distractors to achieving the Army's mission?

Response by SGT Chris McDonald made Nov 1 at 2016 9:27 AM

2016-11-01T09:27:37-04:00

1. Why does the Army seem to close the door on a soldier when they ETS?

2. Why does MEPS make it so difficult for prior service personnel to come back to the service. I am in the process of trying to come back into the reserves and I am approaching the one year mark.

Response by SFC William Stephens A. Jr., 3 MSM, JSCM made Nov 1 at 2016 9:53 AM

2016-11-01T09:53:26-04:00

Dear Mr. Under Secretary of the Army,
First I'm also from Carlisle, PA. I have 20 years US ARMY 3 tours in IRAQ and other Deployments all the way back to Desert Storm as Field Artilleryman. My question is, When I was in 1SG course and I not if they teach this course material in CSM course or not but I think that resume writing courses should start in the senior level courses we teach in the Army or military because there are a lot of transitioning soldiers and senior NCO and officers who are on RALLY POINT asking for help on how to write resume. I have soldiers who now senior NCOs and they are having trouble teaching their NCOs how to develop resumes for the civilian world. I'm talking resume and basic cover letter writing courses to help not just the senior NCO or Office but they have to got back to the command and face the soldiers who are doing the 4 year tour to the service and need that guidance as well. That guidance was not there for me and my solders. Now as a Security Specialist in the Command I work for. I am spreading the word to my Soldiers on social media and helping them with resume writing and homeless veterans as well as educated veterans who need help as well. A system needs to be in place for our transitioning soldiers. I would like to hear your take on what you feel we should for our transitioning soldiers. I 've been the civilian government work force for almost 8 years and the hardest thing I have seen is the langue that we speak in the civilian sector. It's all about networking and working with the command and the agencies to make sure all the that all the military langue is removed and it is as professional as possible.

Thank you very much for you time,

William Stephens Jr,
Security Specialist

Response by BG Donald Currier made Nov 1 at 2016 9:54 AM

2016-11-01T09:54:31-04:00

The Soldiers of the California National Guard have been in the news lately regarding the fact that many Soldiers who received fraudulent bonuses are being made to pay them back. There is a well founded public outrage about Soldiers who performed on their enlistments are now having to pay back bonuses they received which may not have been authorized. The appeal system has not worked well for our Soldiers. It is complicated, too lengthy and many Soldiers believed it is biased against them. The vast majority of Soldiers who received these incentives did nothing wrong - although a few clearly engaged in misconduct. Has any thought been given to delegating the discretion to the Adjutant General of California to forgive the debts of Soldiers who received unauthorized incentives when he finds no misconduct on the part of the Soldier who received them?

Response by LTC Joe Likar made Nov 1 at 2016 10:10 AM

2016-11-01T10:10:19-04:00

As an employee at a JROTC private Hugh School and fill in instructor for the JROTC department. why is it we cannot get the items needed for training. Everything from uniforms items to air rifles are in short supply not to mention weapons for drill teams and transportation to events. The same with the AC. Budgetary constraints play a major role but during the first gulf war, there was so much waste it could have funded a major component if the waste was eliminated.

Response by Jo Coleman made Nov 1 at 2016 10:24 AM

2016-11-01T10:24:34-04:00

Question: What is being done to review BCD for upgrades. Last count there were 6,000 plus. Since 2014 only 75 had been reviewed.

Response by LTC Chuck Arneson made Nov 1 at 2016 10:36 AM

2016-11-01T10:36:31-04:00

It is widely believed the Army is in a talent crisis. Its most recent study on the issue, in 2010, found only 6 percent of Army officers thought the service did a good job of retaining its best leaders. As the Army continues the drawdown of its total force from 1.3 million to 980,000, experts fear the service will push out the wrong people at an even faster rate. Are we using an irrelevant, industrial, archaic system to manage personnel in the 21st century? If so, what are doing to address this problem and ensure we are retaining and promoting the right leaders for our Army? Thank you very much Sir. Always Army Strong!

Response by COL Mikel J. Burroughs made Nov 1 at 2016 10:36 AM

2016-11-01T10:36:48-04:00

CPT Patrick Murphy Honorable Patrick Murphy how are your chances of becoming the Secretary of the Army look in the upcoming 2017 period? I posted an interesting discussion about Why the next Secretary of the Army couldn't be a veteran that I'd like to share with you and get your thoughts on.

https://www.rallypoint.com/answers/why-can-t-the-next-secretary-of-the-army-be-a-veteran?urlhash=2028397&cid=5166467&email_token=Y21Wa1lqazRXVzV3VW1GSFVYSkJjMHRDU1RoRlJrOUtSRkF3T1dwcmRGZDRWMnBtUVV4MVJVZERZejB0TFhCSFNTdG1aWEl4VVdsaFRYZERla3BCZGxweEwzYzlQUT09LS1kZjg0YTM2NTYzM2E2ZTZjZjZkMDU4YmFkNzEzOTgxN2JmZWJlZWFj&utm_campaign=activity&utm_content=notifications&utm_medium=unpaid&utm_source=email

Why Can’t the Next Secretary of the Army be a Veteran? | RallyPoint

Why Can’t the Next Secretary of the Army be a Veteran? RP Members there have been a few posts about the new Secretary of the Army, but why can't he be a veteran? If it weren’t for the large sample size, you would think that the results of the Military Times survey of troop morale couldn’t possibly have been accurate. Released last December, the numbers were brutal. In response to the statement, “The senior military leadership has my best...

Response by Capt Brandon Charters made Nov 1 at 2016 11:14 AM

2016-11-01T11:14:54-04:00

CPT Patrick Murphy Thanks for your time with us. In the next 5-10 years, how will the US Army seek to effectively retain, challenge, & grow its most talented Soldiers and also give them the best opportunity to succeed in the civilian sector when it's time to transition?

Response by SGT William Howell made Nov 1 at 2016 11:44 AM

2016-11-01T11:44:03-04:00

CPT Patrick Murphy Thank you for joining PR. My question is pretty simple. Are you going to man up and answer the hard questions as well as the easy ones? Every other Tom, Dick and Harry that been on here has tip toed though the real questions. Mitch McConnell would be a perfect example of wasting his and our time with his nonsense. Please don't be a Mitch.

Thank you,

Bill

Response by MSgt Wes Tracy made Nov 1 at 2016 11:54 AM

2016-11-01T11:54:51-04:00

Could you tell us what you are doing to help those California National Guard members that went to war based on bonuses they were offered, only to find out they were improper and are now being required to pay it back even though they have served their part of the deal?

Response by SSG Warren Swan made Nov 1 at 2016 12:15 PM

2016-11-01T12:15:03-04:00

Thabnk you for coming to RP Sir,

BLUF: I'm not a Marine, I am a Soldier first, last, and always. I want my identity to be that of a Soldier, not a Marine.

By now you've heard all about the LGBT. I'm going a different way. The Navy just threw away a time honored tradition with using their rates and rank together. I'm no fan of that, But I see the services finally moving to no Branch individuality. My example would be Ft. Myer. I was station there, and now it's JOINT base Myer-Henderson Hall. There are loads of other posts that have followed this trend. If it's to maximize current troop manning, that's fine. There are other ways to do this without stripping any Branch of what makes them unique. Stop sequestration, and put those troops on their own bases, forts, and Camps. Give them back their individuality. The US Military IS one team, with one mission. We are stellar performers, that should be afforded the ability to be joint but separate.

R
Warren Swan

Response by MSG Private RallyPoint Member made Nov 1 at 2016 12:18 PM

2016-11-01T12:18:41-04:00

Sir, with the cuts in budget, downsizing of personnel and increase in OPTEMPO, what are some innitiatives for A) better schooling/education initiatives for both enlisted and commissioned personnel e.g. STEP and fellowship programs. B) soldier readiness and the elimination of Airborne units or e.g significant removal of paid parachutist positions within Airborne units and yet they remain "Airborne" and C) what is your truthful, honest and NON political assessment of were we are heading has an institution in the next 10 years. Thanks.

Response by 1SG Cameron M. Wesson made Nov 1 at 2016 12:30 PM

2016-11-01T12:30:22-04:00

No question(s) Sir... just a statement.

I can't tell you how much I appreciate a Senior Army Leader that is not afraid of social media... and uses it... and the transparency it provides.

As a senior DA Civilian (GS14) I continually witness folks that are simply scared to "take a freaking step out" to the "wild side" and give it a go.

Keep up the tweets in telling the awesome Army story... and BBP... as we really need some of those.

Best regards

Cam

Response by 1LT Private RallyPoint Member made Nov 1 at 2016 12:31 PM

2016-11-01T12:31:07-04:00

If the Army as an organization wants to retain and support its best people, why is it so difficult for Soldiers to pursue the opportunities that they want - specifically by more easily transitioning between the three components. Currently, if a National Guard officer wants to work for the military full-time, they have to wait for a technician or AGR position to open up. Transitioning to AD for the vast majority of branches is not an option. I realize there is probably an endless amount of red tape and issues for HRC, but why not allow these officers to apply for AD positions? The AD component would only be expanding its reach into a greater pool of talent and experience, as well as increasing retention and ensuring the highest quality of officers in its ranks by increasing competition.

Response by CWO3 Private RallyPoint Member made Nov 1 at 2016 12:45 PM

2016-11-01T12:45:53-04:00

For the Honorable Mr. Patrick Murphy,
Sir, thank you for sharing your time with all of us on RallyPoint. Though I am a retired Marine Corps Officer I still have a few questions for you. Considering my father who retired from the Army after serving in two wars in 1972 and is 86 years old and served in the Army from 1949-1972. My questions is this:
1) How prepared is our Soldiers of today and the future who might be on two different continents fighting our enemies and will they be prepared to take on additional combat roles if required by the President of the United States?
2) The new retirement system that is slated for the fiscal year 2018, how will it impact our Army's Soldiers with their combat readiness in consideration of an all volunteer force strategy?
3) The new DOD policy of have gender base personnel in combat Arms military occupational specialties, how will that affect our Soldiers morale, confidence, and abilities to fight our enemies without loosing people. From someone who had served our Nation for over 21 years and had been in major conflicts and close quarters fighting, how do you expect our Soldiers to work together and not work against each other.
Sir, again it is an honor and pleasure to have had a chance to say what's been on my mind since I retired in 1994 from the Marine Corps.

Semper Fidelis,

CWO3 James K. Kaupe, Jr., USMC, (Ret), Disabled Combat Veteran
1972-1994

Response by CWO3 Private RallyPoint Member made Nov 1 at 2016 1:03 PM

2016-11-01T13:03:53-04:00

Honorable Patrick Murphy,
Sir, no pund intended but I hope you do know about Murphy's Law? For the past 15 years are Soldiers, Sailors, Marines, and Airmen have suffered many disabilities during this conflict, but most of all their families have suffered the worst. How can you in your position make sure that every Soldier and their immediate family be supported by the same individuals that asked them to serve and fight for our Nation and it's National Security? We are all prepared to take the battle to our enemies, but will our politicians who have sent us into Harms's Way do the same for us and fight for what is fair and just to protect our Soldiers and our families the benefits that they are entitled to after what we have asked them to do so much with so little support from our politicians.

Semper Fidelis,
Gunner Kaupe

Response by LTC Wayne Dandridge made Nov 1 at 2016 1:24 PM

2016-11-01T13:24:18-04:00

We Need Government Civilian and Industry Leaders
Under Secretary of the Army Patrick Murphy, sir do you Sign Up to this Philosophy of Leadership

Thanks.

(A Personal View)
Leadership is taking the point position when your flight or unit is expecting contact with the enemy. Leadership is flying a crippled bomber to the ground when one of your wounded crew members cannot bail out. Leadership is keeping your young soldiers, marines, airmen, sailors, and coast guardsmen alive and never leaving your wounded behind. Leadership is duty, honor, and country. Leadership is writing a dead trooper’s family a personal letter immediately after the battle.

Leadership is not glorifying war. Leadership is not doing “anything” just to get promoted. Leadership is not winning the battle at all costs, nor is it losing a war to avoid causalities. Leadership is not found in the security of a well fortified command bunker, nor is it found in a plush officers’ field mess.

No compromise of the integrity of one’s word, deed, or signature is leadership. Setting high standards and seeing that they are met is leadership. Intelligence, dedication, creativity, and selflessness are leadership. Stamina, vigor, and commitment are leadership. Spontaneous, contagious enthusiasm is leadership. Initiative, self-improvement, and professionalism are leadership.

Leadership is rewarding a soldier, sailor, airman, marine, coast guardsman, or civilian with the appropriate recognition immediately after exceptional service. Leadership is commanding and managing. Leadership is establishing and meeting, by priority, specific objectives. Leadership is managing by exception, using job enlargement, and seeking job enrichment. Leadership knows that leading is more than just “follow me”, but also “follow my orders”.

Believing in God, family, and country, in that order is leadership. Being humanistic is leadership. Trusting well trained troops ideas and decisions is leadership. Knowing where the mission is at, when the troops and material are to be there, and how many troops and systems are needed to win is leadership. Blocking out periods of “private time” to accomplish creative work and recharge is leadership. Compromising for the good of the whole with sister services and partner leaders on budgeting, planning, and executing is leadership.

Leadership is treating men and women equally without regard to race, color, creed, religion, age, or custom. Leadership is visiting your wounded and sick frequently. Leadership is knowing and living by the Constitution, the Code of Conduct, the Geneva Convention, and the basic human rights of all mankind.

A leader is assertive, but not aggressive. Leadership is neither ruthless nor mindless discipline, but it is the ability to do the right thing at the right time, by putting the whole before the parts. Leadership is not a good efficiency report, nor is it paper readiness. Leadership is not a court martial for every mistake nor is it leniency for serious violations. A leader is fair, predictable, and consistent.

Giving a superior sound professional advice, even when you know he or she does not want to hear it is leadership. After you have given your best advice, following all legal, moral, and ethical orders, even when you do not agree with them is leadership. Leading when you can; following when you should; and getting the hell out of the way when you have nothing to offer, is leadership. Learning the language, culture, and customs of a host country is leadership. Staying in top physical condition is leadership.

Leadership is a general who knows the friendly and enemy situation, knows the immediate action sequence for the M16 rifle, knows his driver’s first name and family, and can recite the Lord’s Prayer. Leadership is a private who knows that he or she is in the chain of command and may have to take over when senior in rank. Leadership knows that a water truck in the desert is worth more combat power that an extra armored cavalry regiment.

Not forgetting that the past is our heritage, the present is our challenge, and the future is our responsibility is leadership. Not being overweight, not smoking, saying no to drugs, and not drinking alcohol in excess is leadership. Delegating authority, commanding confidence and respect, and accepting full responsibility for your actions is leadership. Ingenuity, sociability, tact, and tenacity are leadership. Cross training is leadership.

Leadership is not being right all the time, and it is certainly not being wrong most of the time. Leadership fixes problems---not blame. Leadership is adaptability, appearance, cooperation, and decisiveness. Leadership displays knowledge, manages resources efficiently, and plans beyond the immediate requirements of assigned duties. Leadership creates an organization of mutual respect. Leadership is building an organization and environment where it is not necessary to tell troops what to do. Leadership knows that combat without conscience is evil.

A leader knows why there are air, land, and sea forces; why there are cavalry, infantry, armor, artillery, aviation, amphibious, special operations, propositioned, recon, and logistical forces; and why combined arms and concentration of combat power are important. A leader knows about air, land, sea, and cyberspace battle and defense in depth, civil affairs, urban operations, counter insurgency techniques, the advantages our forces have at night, and how to use them. A wise leader knows that young soldiers spend most of their time worrying about and planning tactics, while older more experienced soldiers spend the majority of their time worrying about and planning logistics.

Leadership can be good or bad, centralized or decentralized, warm or cold, offensive or defensive, macro or micro, or expensive or free. Leadership can be Catholic or Protestant, Jewish or Moslem, Hindu or Mormon, Atheist or Agnostic. Leadership prevents over mobility of junior leaders and troops, by keeping them in their jobs long enough to really learn their jobs and common and collective tasks and to work as team members. Establishing and promoting worker and troop certification and team certification programs are leadership. Leadership provides their troops with plenty of clean water.

Leadership keeps their troops as comfortable as possible, keeps them feed, keeps them clean, keeps them supplied, keeps them informed, and keeps them from becoming depressed and suicidal.
Leaders hope and pray for the best and plan for the worst. Leaders know about the need to wage “total war” to win and the special advantage the defender has in cities, mountains, and jungles. Leaders know how to “own the night” and take maximum advantage of all of the combat arms team, and is skilled in the use of snipers, attack helicopters, counter artillery, naval gun/missile fire, and close air support. Leaders know not to keep troops weapons locked up and away from them, but rather train troops to live with a clean and serviceable weapon that they are an expert in.

Leadership is embodied in Martin Luther King Jr., Abraham Lincoln, Pope John Paul II, Robert E. Lee, Mohammed, Irwin Rommel, Jesus, Joan of Arc, John Paul Jones, Winston Churchill, Sister Teresa, Margaret Thatcher, Mohammad, and many other well known figures. Also leaders are Dick Orrell, Robert Lightle, J.C. Dandridge, Sam Deloach, Bubba Segrest, Luther Bergen, Gene Booth, Dan Hickman, Wes Komulainen, Brian King, Frank Gordon, and thousands of other unknowns.

Commitment to the team and a participatory form of leadership that draws on every troop’s knowledge and skills, at every level is leadership. Encouraging and rewarding suggestions and complaints is leadership. Having an “open door” and “open mind” policy is leadership. Empowering troops, civil service employees, and support contractors with the tools, responsibility, authority, and “accountability” to get the tough jobs done is leadership. Making troops multi-process, multi weapon, and multifunctional experts is good leadership. Good leaders practice servant leadership.

Leaders know that “the bitterness of low quality remains long after the sweetness of low price”. Leaders allow talented soldiers “long leashes” for experimenting. Leaders find ways to satisfy the essential need of troops and civil servants to be both part of a team and be recognized as individuals. Leaders know how to use “internal and external bench marking”, observations, and inspections to rate their organization’s readiness, products, services, and processes against those front runners in their specialty.

Leadership is guiding. Leadership is legendary. Leadership is foresight. Leadership is absorbent, abstinent, and, unfortunately, at times it is abominable. Leadership is baccalaureate, balance, basic, and too frequently backward and barbaric. Leadership has saved lives, killed, stopped wars, and started wars. Leadership has walked softly and carried a big stick, but it has also been loud and nonviolent.

Saying what you do (in clear concise SOPs, Plans, Processes, and Operations Orders) and doing what you say (following those processes) is leadership. Breaking down communication barriers between staffs, line units, support organizations, and sister units is leadership. Getting at least a green belt in Lean Six Sigma techniques is leadership. Asking deep probing questions (five why), finding root causes, and developing sound counter measures to mistake proof processes is leadership.

Changing problems into opportunities is leadership. Knowing that you can seldom wait until you have all of the answers is leadership. Repeatedly doing simple things that demonstrate sincerity is leadership.

Leadership is honesty, enthusiasm, loyalty, courage, and wisdom. Taking care of your soldiers’, civilians, sailors, airmen, coast guardsmen, and marines and their dependents is leadership. Leadership includes being a good boss, good comrade and friend, father or mother, son or daughter, sister or brother, and husband or wife. Knowing that the profession of arms is much more than just a job is leadership.

Being an unquestionable friend to the environment is leadership. Basing decisions on facts is leadership. Promoting and rewarding continuous improvement and value are leadership. Being a champion of safety and quality is leadership. Staying focused on internal customers, external customers, and the enemy is leadership. Finding and eliminating the eight types of waste (waiting, overproduction, rework, motion, transportation, processing, inventory, and intellect) is leadership.
Performing preventive maintenance, knowing what cellular techniques involve, being skilled in set up reduction, understanding mixed model methods, and understanding rocks-in-the river problem solving and inventory management is leadership. Knowing how to level and balance work load, understanding that distance (to supplies, replacements, ammunition, fuel, etc.) is usually evil, and ensuring things are at least “in-time”, if not “just in time” is leadership.

Leadership is enthusiasm, optimism, helping, training, encouraging, understanding, motivating, disciplining, crying, laughing, standing firm, giving way, counseling, correcting, giving a second chance, and trying again and again. Leaders are tall, short, thin, heavy, male, female, black, brown, white, yellow, old, young, and naturalized and un-naturalized. Leaders are from the city and from farm. Leadership works hard to close the gap between a soldier’s potential and their performance.
Knowing how to use teams, flow charts (value streams and process maps), simple --- yet powerful statistical methods, set up reduction, simplification, continuous improvement, complaint and suggestion programs, and standardization to get the tough jobs done is leadership. Leadership makes quality easy to see, feel, smell, taste, and hear, by finding root causes and permanently fixing the problem. Leadership is clarifying processes, flow charting complex processes, eliminating waste and all non-value added activities, and making every troop an expert at solider common tasks --- everyone should be an Infantryman first!

Leadership is caring, compassion, understanding, concentric, and leading by example. Leaders look you in the eye, kick you in the ass, cover your flank, and take your place on the most dangerous mission. Knowing there is “a place for everything and everything in its place” is leadership. Leadership admits mistakes and learns from them. Eating last is leadership. Going up the hill first and pulling your troops up behind you is leadership. Sharing the pains of heat, dirt, cold, wet, insects, and other harsh environmental conditions is leadership. “Packing your own roll and digging your own hole” is leadership.

Leadership comes from experience, but experience comes from making mistakes. A leader changes the odds and knows the risks. Leaders develop teamwork. The tides, the channels, the seasons, the winds, the hazards, the weather, the enemy, and the best forecast are all known by leaders. Leadership knows that the one most important word is “we” and the least most important word is “I”. Leadership knows there is no end to change, except failure. Leadership knows that if you treat every customer like your last or first, you would never have to worry about repeat business.

Leaders often make good grades in school and have numerous years of formal education and many important degrees. But they also have been known to fail Math, English, and other equally important subjects. Leaders make sure the enemy gives his life for his cause. Leadership ensures his troops always have the tactical advantage, best training, best equipment, and the highest morale, plenty of water, and hot food. Leaders work hard at ensuring the workload is distributed equally among all troops.

Leadership comes from family, friends, teachers, coaches, and pastors. Simple, easy-to-understand orders come from leaders. Complex tasks are changed into short and accurate plans through leadership. Leadership can be learned and taught, but it cannot be forgotten nor brought. Leadership can be seen, tasted, smelled, felt, and heard, and it can come from a blind person with no hands who cannot hear, speak, nor walk.

As Tomas Paine said, “Lead, follow, or get out of the way”. Finally, a leader is so in love with life that he or she is willing to die to ensure that others lives, and our great nation will go on!

Note: The above Leadership article is based on speech W. Larry Dandridge gave at the Armed Forces staff College in 1983 and earlier versions of the article has been published in over 20 magazines, professional journals, and news papers and two books in the US and Germany. In some cases it has been published twice in some US Army magazines. The article is copyrighted © 2013 to W. Larry Dandridge.

Thank you Under Secretary.

Author W. Larry Dandridge’s Biography

Larry Dandridge is a certified “Business Process Reengineering Specialist”, Lean Six Sigma Black Belt, and a past Region Manager, Program Manager, Proposals Manager, Senior Engineer, and Logistician with QinetiQ North America (QNA), Charleston, SC. He is also the Founder, past principal owner, and ex-Chief Operating Manager, and ex-Board Chairman of Community Loving Care Hospice, LLC in St. Louis, MO and a motivational speaker and writer.

LTC (Ret) Dandridge is an Army ex-enlisted infantryman; ex-aviation Warrant Officer; ex-combat Attack, Utility, and Scout Helicopter Pilot, Fixed Wing Pilot, Flight Examiner, Test Pilot, and Instructor Pilot; and a retired Army Master Aviator. He is a past Scientist and Program Manager with Battelle Pacific North West Labs and an honors graduate of three police academies. He served in Vietnam in 1968-1969 with the 121 Assault Helicopter Company and the 235 Armed Helicopter Company.

He is a graduate of Charleston, SC's Murray Vocational High School (electronics shop) and he has a BS degree in Aeronautical Science from Embry Riddle Aeronautical University and a MS degree in Transportation Management from Florida Institute of Technology. He is a graduate of the Army Transportation Officer Advanced Course, Armed Forces Staff College, and over 20 other military specialty schools, including instructor pilot, academic instructor, contracting, special operations, command and staff, and others. He has a California Community College Teaching Credential in Aeronautics, Business, Industrial Operations, and Military Science. An FAA Certified Flight Instructor in Airplanes, Helicopters, Instruments, and Basic Ground, he has worked as a Multi and Single Engine Commercial Pilot. He served in the US Army for 24 years as an Army Flight Instructor/Examiner, Safety Officer, Aviation Company Commander, an Aviation Intermediate Maintenance Company Commander, a Battalion Operations/Intelligence Officer, a Battalion Executive Officer, a US-German Negotiator, Middle East Advisor (Iran), the Army Aviation Center’s Chief of Aircraft Maintenance, COBRA Attack Helicopter Assistant Fielding Team Chief, Aviation POMCUS Science Project Officer, Airport Manager/Commander, Depot Transportation Officer, and Locomotive Operator.

He also has worked as a Police Officer, Federal Law Enforcement Training Center (FLETC) Reengineering Consultant, and College Instructor for the Embry Riddle Aeronautical University, University of Maryland, Chapman University, and Lassen Community College. As the Past President (won best chapter 2009) and current VP for Veteran Affairs of the Charleston, SC Chapter of the Association of the US Army (AUSA), Mr. Dandridge has had professional articles published in over a 23 US, German, Canadian, and British professional journals, magazines, and news papers and a book. He is currently writing a book on Army Helicopter Pilots in Vietnam.

A member of the “West Point Logistics Hall of Fame (inducted in 2002)”, his awards include the 2006, 2007, 2008 AUSA Exceptional Service Awards”, “2009 AUSA 3 Region Brenda M. Dougherty Award”, “2009 Ralph H. Johnson VA Med Center Volunteer and Sponsor of the Year Award”, “2010 MOAA Robert J. Lahm Award”, 2011 AUSA 3 Region Significant Achievement Award”, the “VA Special 2012 Volunteer Award”, and the Runner Up for the “2012 VA Spirit Award”. His military decorations include the Purple Heart, German Silver Cross, two Vietnamese Crosses of Gallantry, the Legion of Merit, 5 Meritorious Services Medals, the Defense Joint Meritorious Service Medal, 15 Combat Air Medals, the Army Commendation Medal, and others.

He is a long time member of the Vietnam Helicopter Pilots Association (VHPA), a 40 plus year member of the Army Aviation Association of America (AAAA), a 30 year plus member of the Association of the US Army (AUSA), 20 plus year member of the Military Officers Association (MOAA), past member of the Military Order of World Wars (MOWW), a member of the Vietnam Helicopter Crew Members Association (VHCMA), a 6 year past member of the Charleston SC Exchange Club, past member of Women in Defense (WID), and past member of Rotary. He is married to Judith Ann (Siegel) Dandridge and the father of five children (two Nurse Practitioners, one dietician, one lawyer, and one computer programmer). He is the proud owner of two Italian Greyhounds (miniature grey hounds). He likes to play tennis and basketball, fish, swim, read, an

Response by SGM Bill Johnson made Nov 1 at 2016 1:27 PM

2016-11-01T13:27:07-04:00

Sir, Many years ago the Army introduced Army Knowledge Online (AKO), which included an email account for each of us; it was mandatory to use. We were told the advantage was that we would have one email account for life. A few years ago the Army adopted Enterprise email and all our AKO email accounts were terminated. But we still had AKO, which I used nearly daily. Our AKO accounts were also for life, or so we thought. I retired August 2014 and continued to use AKO. However, I recently found myself locked out and when I inquired with the AKO Help desk I found out that I wasn't locked out but that my account, and all retiree accounts had been terminated. Seems we are no longer authorized to use AKO, in my case after 36 years of service and having used AKO since it was created. So much for the "Soldier for Life" program. Can you please explain why we have been lied to twice and why Retirees no longer have access to AKO? Thank you very much. SGM (R) Bill Johnson

Response by SFC Mark Merino made Nov 1 at 2016 2:53 PM

2016-11-01T14:53:01-04:00

Like so many others, I put my heart and soul into the Army and some of the greatest appeals were the camaraderie, espirit de corps, selfless service, and the notion that we would leave no one behind, ever. I joined the infantry, I might be the only person to ever get a tattoo of their M2 Bradley Fighting Vehicle, and never asked for a thing except to go back into a combat zone. At 18.5 years active duty I get blown up in Mosul in 2007 and spent almost 3 years in the hospital and the WTB/WTU fighting to stay on active duty; again, having served 18.5 years active duty. Sorry kid, we 'owe it to you' to get you into the VA system ASAP so we can get you started on your disability rating. They told me by regulation, I had to be out within 90 days. I had more time than that in bankrolled accrued leave after so many months deployed. I concede the fact that I am guilty of not having 6 months emergency funds saved up, like 99% of all other enlisted troops, but please let me share on what happened next. The VA is so backlogged with claims that it is commonplace to wait years to get your case resolved. Don't buy into their claims of making progress. To make things worse, I fell under the Phoenix VA system, ground zero for incompetent leadership and service. Naturally, my pay dropped to about 40% of what I was making while on active duty while waiting for my disability rating, but creditors don't care about that. I lost the cars, I lost the house, my credit went into the toilet, the wife took the kids and 20 years of our possessions and disappeared when I was in the hospital. No problem. Take some Motrin and drink water, I'm still hanging tough. But now I'm unable to keep the demons at bay and I started to lose my battle with PTSD. The stress, the isolation, the absence of camaraderie, and the chronic pain wore me down and those images in the back of my mind found their way to the front. I was in crisis. I spent a year waiting for an opening at the PTSD inpatient resident program in Menlo Park, CA. But the real crime was that I had to wait MORE THAN 3 YEARS to get the much needed neurosurgery through the VA. In ALL of Arizona, there was not a single neurosurgeon in the VA system. Not a single one. Arizona tried getting another state's VA system to accept me as a patient and they were denied by California, Montana, Nevada, and New Mexico. They had all cut off Arizona from doing that because they were tired of having their own resources tied up while Phoenix played their old games. This is all documented with my OIF/OEF nurse case manager by the way. She sent so many memorandums around regarding this that several times she was brought to tears in all the frustration. I was now unable to stand for more than a few moments and was essentially bedridden. No civilian neurosurgeon took Tricare, the VA had no neurosurgeon, and I had become an Olympic whiskey drinker. Gargling some buckshot is much easier than having to deal with all this frustration. You are lucky that only 20-22 veterans commit suicide every day (I believe the number is much higher) I never got responses from Senators or Congressmen, it wasn't an election year. Im not looking for sympathy. Im not bashing my country. Im not writing a book. But I am trying to tell you that it isn't necessarily the enemy that does the most damage to our troops, but our own government. Our back alleys, shelters, and graveyards are filling up with veterans just like me. Do us a favor and please circulate this amongst the politicians and your peers at the Pentagon. When it comes to getting a female through Ranger school or the minuscule amount of transgendered service members access to surgeries they opt for the DoD is a well oiled machine that tracks and monitors every step of the way. But you just cant wait to separate the wounded and make them the VAs problem and wash your hands from the responsibility. We are dying. Act accordingly.

Response by CH (COL) Private RallyPoint Member made Nov 1 at 2016 3:03 PM

2016-11-01T15:03:49-04:00

Now that all positions have been opened to women, what is being done to make sure that the physical readiness of the Army does not suffer? I would recommend that the PT Test become a tiered test. The top tier could be used to screen for combat arms duty, a lowered score would qualify for combat support branches and the lowest tier would qualify for combat service support branches. If a soldier does not make the standard by the end of IET, they must be moved to an MOS for which they qualify or be chaptered. If a soldier fails to maintain the standard for their MOS over their career, they must reclassify to an MOS for which they qualify or face QMP or chapter.

Response by GySgt James Marchinke made Nov 1 at 2016 3:24 PM

2016-11-01T15:24:56-04:00

We as Veterans who have departed the active force need to be more informative on what happens in our lives to the ones before they depart. A big disruption in lives takes place and while transferring to the civilian side we are unaware of how to act or how others will act towards us. This should be incorporated in the transitioning stage while still active. Teach how to translate military jargon, link them up with their local DVOPs for any employment needs, focus on benefits to provide spouses to sign up for before getting out, too late after being released, have to wait until a window opens, I have been waiting for 14 years for that window to open for new enrolls or have a way to register for these benefits at any time.

Response by SFC Private RallyPoint Member made Nov 1 at 2016 3:47 PM

2016-11-01T15:47:44-04:00

Sir welcome to Rallypoint and thank you for your service. This post is lengthy, so I hope you can continue to the end. One major issue I believe the Army wastes funding on is training a soldier in a specific MOS and then sending that soldier to a unit that doesn't provide the equipment for that soldier to perform his/her job. Before I re-classed to an All-Source Analyst (35F), I was a COM-SEC repairer (94E). Do you know how much money is spent/wasted on training each Soldier in an individual skill for six months, performing a SSBI and giving them a security clearance, and then have HRC assign them to a unit that cannot truly utilize him/her? Reasons being, the unit doesn't have the equipment for that COM-SEC repairer to do his job, two, assigns him to the GSE section to hang out with the generator mechanics for his three years at the unit. I constantly begged my leadership to drop a 4187 and transfer me to one of our sister BN's at HAAF, GA since they had all the equipment for me to diagnose and repair or replace the equipment I was trained on to maintain. They always made a hype about transferring me to that unit, but of course it never happened. I eventually re-classed as I stated, but the 3 years I spent as a 94E was a waste in my opinion since I basically forgot everything I was trained the six months I spent at Fort Gordon. I even graduated with honors because I found passion in electronic maintenance. There has to be some kind of system implemented that can better transition a soldier from A.I.T. to a unit that has the equipment and true need for that MOS instead of just filling a slot that is required for the unit to have filled. Or re-vamp how many soldiers should be trained for a specific MOS, so that we aren't overspending. This will truly be beneficial, especially after that soldier PCS's to their next assignment with true experience in their MOS. And perhaps save a nice chunk of funding.

Response by CPT Private RallyPoint Member made Nov 1 at 2016 4:05 PM

2016-11-01T16:05:21-04:00

Sir,

Thank you for this opportunity. My question is why do DA Civilians in the CENTCOM theater not receive a tax exclusion benefit? I am in Kuwait with a unit where DA Civilians are part of our books and play a large role in accomplishing our unit's mission. One of the challenges we face is in enticing DA Civilians to come to our unit when there are basically no benefits that they gain from being here besides extended work hours at time and a half pay, something they could get at CONUS. Military are eligible for Combat Zone Tax Exclusion. Contractors get Foreign Earned Income Exclusion while in country, allowing US taxpayers to exclude up to $101,300 of foreign earned income from their US expat taxes for the 2016 tax year. It just does not make sense that the contractors that my unit oversees and military personnel in the unit receive such a financial benefit from being here when the DA Civilians that oversee the same contractors as the military they work beside do not. They experience the same hardships--environment, danger, living conditions, time away from family, etc.--as us military, but get little to no compensation for doing so. We almost put them at a disadvantage for wanting to support the mission here. Extending at least the tax exclusion benefit or some other financial benefit to our DA Civilians will go a long way in getting much needed personnel to support the mission in country and show that we strive to take care of our own.

Jerry Bortner
CPT, LG
US Army

Response by CPT Patrick Murphy made Nov 1 at 2016 4:18 PM

2016-11-01T16:18:18-04:00

Hey Everybody - I'm online (typos and all)

Response by COL Jim Lincoln made Nov 1 at 2016 4:19 PM

2016-11-01T16:19:10-04:00

Mr Secretary-with all due respect to the overwhelming social engineering happening in the Army-I respectfully ask you to address how the following new policies assist readiness,especially combat readiness,rather than detract from the same: integration of gays, integration and commander supported conversion of transgenders(10 have come forward already) and the integration of climate change factors in all mission planning.
Thank You James Lincoln Col USA REtired

Response by SGT Joseph Ryman made Nov 1 at 2016 4:33 PM

2016-11-01T16:33:48-04:00

Question: to be honest sir, what does it take to have your job? Don't mean to be blunt, just curious how or where to apply for your position, what credentials would someone need or degree(s), background?

Response by CW2 Private RallyPoint Member made Nov 1 at 2016 4:44 PM

2016-11-01T16:44:58-04:00

Honorable Mr. Murphy,
I work in acquisition, which is a field where prior service experience pays huge dividends. Small decisions made poorly can easily cost millions over the life cycle of a program. We need people who have field experience in all commodities (ground vehicles, aviation, artillery,etc) who assess into acquisition programs procuring materiel relating to or directly procuring those commodities they have experience in. The problem we have is that we need that experience on the front end early in the life cycle when an engineering solution is developed, and we don't have enough field experience there. Serving as a DoD Civilian after the military is a great way to embody the Soldier for Life concept. Why can't we re-align the GI Bill or similar benefit for anyone who aspires to leave the service, go to school to be an engineer, and have a career track to assess that individual into acquisition to infuse all of that experience into programs early? The dividends would simply too vast to comprehend. The GI Bill benefit wouldn't even have to be changed, the soldier would just use that benefit in concert with a pathway to a career in acquisition. There would be battalions of retired , or separated service members competing to get into a program that guaranteed a job once completing the program. The intern program aims to accomplish this, but doesn't focus/pair the commodity experience directly where it's needed in the engineering phase.

Response by SGM Private RallyPoint Member made Nov 1 at 2016 4:46 PM

2016-11-01T16:46:46-04:00

Sir, as you know, it's critically important for the Army to tell its story to the American people, both to show how the Army is prepared to fight and win its nation's wars and to educate and inform them as potential recruits. In the face of this requirement, why does the Army continue to reduce its public affairs capability in salami-slice increments to the point where we cannot keep up with demand to provide the imagery that tells the story to America?

Response by SGT Jayson Zimmerman made Nov 1 at 2016 4:46 PM

2016-11-01T16:46:55-04:00

Sir,
What can the Army do to help streamline our accomplishments as Veterans in a way that we may then share it with potential employers?

Response by CPT Patrick Murphy made Nov 1 at 2016 5:18 PM

2016-11-01T17:18:48-04:00

Hey Everybody at RallyPoint - Thanks for having me. I've been a proud member for a bunch of years and thanks SSG Carlos Madden for the invite. Hope you are all proud of our troops and our families, they are really special - and hope I make you proud of my efforts. You can follow me on social media at @USAMurphy #SoldierForLife It really was me typing, so apologize for any typos, sorry Sister Jane McFadden from St. Anselm's :)

Response by SPC Franklin McKown made Nov 1 at 2016 5:43 PM

2016-11-01T17:43:05-04:00

Thank you for your time sir:
i would like to know how much of the soldier's time is spent on sensitivity training?
Is this ON DUTY sir?

Response by SGT Felicia King made Nov 1 at 2016 6:18 PM

2016-11-01T18:18:17-04:00

Hello Sir, thank you for the opportunity. Recently I was given an excellent opportunity. I got a contracting job within the Department of State Logistics Management team in AQM. It was administrative work and very easy, but I gave my best and received accolades from my supervisors. Although being a widow and single mom with a home still in Georgia I got homesick. Working in Rosslyn, mainly the commute is no fun. But I didn't want to leave them hanging after giving me a great opportunity so I finished the fiscal year and October.

What I'm saying is many veterans are being the recipients of a lot of great opportunities. There are still some that fall through the cracks, but many times those choose their lifestyle for whatever reasons.

As for the active army, I disagree with the whole integration of females in combat arms. They were just fine doing military police and combat medics. No change is needed. I attended Fort Sill for basic training and females just caused head aches, as well as the males receiving lax training.

In regards to the NG spectacle with payback of loans. It is generally the recruiters fault. The soldiers should have or may have known the regulations, but ask yourself would it have mattered? For last years taxes I didn't think the tax consultant was doing it correctly when I was given a much bigger refund. But they reasoned they were correct. All I could do was pay for the Peace of Mind so I don't get audited.

Response by SSG Mark Franzen made Nov 1 at 2016 6:25 PM

2016-11-01T18:25:49-04:00

Mr. Patrick Murphy I would like to say welcome aboard. I served for 16.5 years and I was short of Retirement and Wish I could have stayed. I Sent a Letter to the QMP Board and I asked to be able to Finish my 3.5 Years or Give me My retirement and they said No. My last assignment was in Germany and I took a Motor pool with a 60% before I took over and I received the highest in the division with a 98%. I wish there was away that I could Get my dreams back and be able to retire.
thanks Again
SSG Mark A Franzen
US Army
Veteran

Response by CPT Earl George made Nov 1 at 2016 10:10 PM

2016-11-01T22:10:46-04:00

In the light of the mockery Hillary has done to the area of classified information security, have all US army personnel been reschooled on proper security procedures?

Response by CWO3 Private RallyPoint Member made Nov 2 at 2016 1:07 PM

2016-11-02T13:07:32-04:00

Sir,
Thank you for taking your time to share with us our concerns and issues that our Soldiers are going through with their families. The Army have a big responsibility to protect our Nation from foreign and domestic with our all-volunteer Army. Because of the major cuts due to the sequester that's currently on going, will there be any relief in the future for our Soldiers. Also, I'm concerned about our National Guard and their recoupment of their enlisted bonuses that they were given to them faithfully because they wanted to continue to serve our Nation in these times of need. Why now, I truly believe that if a mistake was made by our Government then it's their fault not the Soldiers fault. Why, our Soldiers faithful took an oath of confidence and swore to protect and defend our Nation at all costs, foreign or domestic. How can we now renege with our military after what they all have gone through for the last 15 years. I can't famtom our Nation and it's people asking our National Guard for their enlisted bonuses while it wasn't their mistake in the first place. How would our Senior and Flag Officers feel if they were promoted with confidence and faithfulness then Congress told DOD that they made a mistake of promoting some of them and they reneged on their promises to some of these Senior and Flag Officers?
Sir, I want to thank you again for your time and your professional services to our men and women who served their Country and their Army proudly.

Semper Fidelis,

Gunner Kaupe

Response by SGT Private RallyPoint Member made Nov 2 at 2016 8:33 PM

2016-11-02T20:33:05-04:00

I do have a question. Two, actually. First, is the wearing of the "Ruptured Duck" limited to WW II veterans, or may all veterans wear the medal? Second, are there any restrictions on wearing the (not retired) "Soldier for Life" lapel pin? Thank you. Bob, USA 1975-79, INSCOM.

Response by PO3 Sergio Rosario made Nov 2 at 2016 11:03 PM

2016-11-02T23:03:16-04:00

Captain Murphy, Welcome to the Rally Point Team, I will be straight forward as we do in the service,
What do you think of the outcome of the Middle East? I believe we should prepare for a defensive strategies and a warm diplomacy. Veteran Sergio

Response by SSG Walter Corretjer made Nov 3 at 2016 9:18 PM

2016-11-03T21:18:37-04:00

What's the Army waiting,to get rid of the velcro on the soldiers uniform ?
How about changing the position of the officers ranks on the ABU,from the chest to the collar with branch insignias,like they used to be years back,and the enlisted with a two inches rank,on the sleves.This last item is a must,with today's Army, with so much equipment to carry

Response by 1SG Henry Yates made Nov 6 at 2016 7:05 AM

2016-11-06T07:05:48-05:00

Sir, in my current profession, I've seen issues with Title 10, 18 year lock in/ Sanctuary for active duty and I understand that the term Sanctuary at one time only applied to Reserve and National Guard. I believe that issues concerning separation through the Physical Disability Agency, (PDA), and there are potential disciplinary cases that aren't being forwarded to your office for consideration. Is this something I can speak to someone about for clarification and to have a review on several cases I've worked? The detriment I've found is that Service Members who are now Veterans weren't afforded the opportunity for consideration to complete 20 years after serving over 18.5 years when Title 10 stated their entitlement is automatic and they weren't considered for early retirement in cases of disability. The Temporary Early Retirement Authority, (TERA) seems to exclude Service Members separated in the PDA, but at that point, they are no longer being medically evaluated. Disability has been assigned at that point and evaluation has ended. I appreciate the opportunity to communicate with someone who can make a difference for the Service Members currently facing this situation and for those who are now Veterans with severance or Retirees with lower percentages than what they've earned with over 18.5 years of Service.

Response by SGT Larry Holland made Nov 29 at 2016 8:01 AM

2016-11-29T08:01:48-05:00

Why doesn't the Reserves get a DD-214, when they military commitment is done? They're expected to fill in the ranks of active duty personal, keep up the same standards as their active duty counterparts, while training only 1 weekend a month & 2 weeks of the year?

Response by SFC Patricia JANE Babcock made Dec 31 at 2016 8:35 PM

2016-12-31T20:35:40-05:00

Sir as a nationally accredited County Veterans Service Officer, Grey-area Army/USAR Retiree, please tell me what is being done to educate Reserve units on what is supposed to happen when a Reserve member is damaged/injured/operated on or otherwise messed up while in a duty status?

Most CVSO's know about the bad "personality/adjustment disorder" discharge and low disability rating special boards so we can easily assist veterans with these. What I am talking about are the cases where I have had to beg for assistance from some awesome folks at OCAR to keep a still recovering AGR from being transferred to the Retired Reserve when he clearly had over 7200 points and serious medical issues. Or when a Reservist with LOD injuries isn't even counseled on MEB, just told "you only have a few months left so just show up for drill and sit here until your contract ends".

I am ashamed that my military family is either so ignorant or so lazy that they can't do the right thing for their fellow service members!

P. Jane Babcock, CVSO
Kewaunee County, WI
SFC (Ret), US Army/Army Reserve

Response by MAJ Michele Bretz made Jan 5 at 2017 8:49 PM

2017-01-05T20:49:10-05:00

Do you foresee the cost of the Retired Reserve Tricare going down or inkeeping with keeping your children on until age 26 without having to pay for a separate policy?

Response by SPC Franklin McKown made Jan 20 at 2017 2:09 AM

2017-01-20T02:09:46-05:00

I didn't get an answer, TYPICAL from that admin...

Response by LTC Andrew Addison made Jan 26 at 2017 9:15 PM

2017-01-26T21:15:48-05:00

Hello again...I asked a question about my PDRMA pay and never got a response...What do I have to do to get through the "RED TAPE" at the Pentagon to get my money that has been owed to me since 2012? The response I got from the desk jockeys was disrespectful.

Response by SPC Franklin McKown made Feb 2 at 2017 12:58 PM

2017-02-02T12:58:07-05:00

This was just an ACT to go through the motions.
A facade for the idea,so they can say they did something.
Apparently sir ,they aren't going to answer,I suspect they really don't have any for us at this time anyway.

Response by SGM Bill Johnson made Feb 9 at 2017 1:57 PM

2017-02-09T13:57:03-05:00

My question is, when are you going to answer any of our questions?

Response by LTC Private RallyPoint Member made May 26 at 2018 4:02 PM

2018-05-26T16:02:18-04:00

Hello, Mr. Secretary, I am an Observer-Controller/Trainer for the Army Reserve temporarily working for the 5th Army.

After marrying a Canadian during my leave while volunteering for OIF 3/4 with the IDARNG, I moved to Edmonton, Alberta Canada and I am now employed by a US-based Courier for over a Decade. I joined a California-based USAR Civil Affairs BN and I deployed to Afghanistan from Canada in 2008. I have been mobilized 3 times and I am 10% service-connected disabled from injuries received during my last deployment.

Until recently, I have been paying my own way to and from my Army Reserve drills in California. I live in Edmonton, Alberta which is 1600 miles away from my home unit, 1 BDE, Pacific Division, 84th Training Command, USAR. I am also 10 minutes away from Canadian Forces Base Namao Infantry Regiment in Edmonton and 100 miles away from my Canadian Forces Base at Camp Wainwright.

I volunteered to be an Observer-Controller/Trainer for the USAR(Fifth Army Engagement Cell out Fort Sam Houston) chosen for Operation Maple Resolve 2018. I was a facilitator for 14 other Army Reserve OC/Ts that just finished evaluating our client units. I was finishing up some work at Maple Resolve 2018 and I had a chance to talk to some Officers of 4th BDE, 25th ID out of Alaska. I asked one of the Officers if the unit is doing well now that Sequestration has finished. What he said shocked me. This officer said that his unit vehicle operational rate was normally 70% and it was only 90% for this exercise. He was concerned that it would fall in readiness again due to lack of spare parts. He also stated that his Cohort of Officers was reduced in force by 1/3 in 2015. He also lamented the active Army would take over 10 years to recover from this. He was candid that he has been not been able to take leave in the last two years because of an officer shortage. I very seldom ever have the chance to talk to the active duty and I felt that this was a shock considering that this unit is supposed to be the one Airborne Brigade in Alaska that's supposed to be squared away. What are you going to do about this? AC officers that are getting forced out unless they have Top-block Evaluation reports and/or forced out if they only get below a 240 on their APFT. Officers sometimes are not getting their leave because they are dual-hatted. He made it sound like this was the National Guard that I was accustomed to seeing in my past that had lower readiness percentage rates. I am not sure if people are reporting to your level what the readiness level may actually be. I was very surprised at the morale level did not seem that high but I would expect in a squared away 25th Infantry Division Brigade.

Secretary, How are you going to fix this because it doesn't look like we are in a level of readiness any better than the sequestration days? I am temporarily working for the Fifth Army and I'm going to be putting together internal and external after-action reviews and final report on this latest Canadian-American exercise.

During this exercise, I was very proud to be invited(by the Canadian Forces) as one of 3 American Officers to participate in their nightly OC/T Staff/Synch meeting. I had the opportunity to also meet with the G 3/5/7 of the Chief of the Army Reserve Office.

Response by SFC Private RallyPoint Member made May 27 at 2018 11:02 AM

2018-05-27T11:02:17-04:00

Thank you for hosting Twilight Tattoo last Wednesday! Our family had a great time!

Response by CW3 Kevin Storm made Jun 6 at 2018 6:11 PM

2018-06-06T18:11:31-04:00

Sir, any update on the future of the Army going back to WWII Khaki's? They looked sharp, and it is long over do for the army to have something that looks good.