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Sea Services Face Recruiting Challenges · PDF file 2020. 3. 24. · and 3d Squadron, 7th U.S. Cavalry at Fort Stewart, Georgia; Philadelphia Recruiting Battalion with duty in Central

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  • The Official Publication of the Greater Austin Council Navy League of the United States

    March — April 2019

    Sea Services Face Recruiting Challenges

    Support Your Council

    Today

    April 18 Speaker & Program .............. Page 2

    Presidents’ Message .......................... Page 3

    Chaplain’s Corner .............................. Page 3

    Photos from the December dinner ... Page 4

    STEM grant opportunities ................. Page 5

    Suicide Prevention ............................. Page 6

    Council Calendar ............................... Page 7

    Council Leadership ............................ Page 8

    See “Recruiting” on page 4

    At the Navy League Lone Star Region Meeting held in February in Salado, CDR B. A. Miller, Navy Recruiting District Dallas addressed the group about the challenges facing Navy recruiters. Following is an ex- cerpt from the Navy League U. S. 2019-2020 Maritime Policy publication, which addresses this issue in detail.

    The sustained presence of the U.S. Navy, Marine Corps, Coast Guard and U.S.-flag Merchant Marine in hot spots around the globe demonstrates our resolve, ensures access to sea lanes and deters conflict. Our strength shows that the United States can and will prevail across the full spectrum of conflict. We need hulls in the water and boots on deck, globally deployed and ready to act.

    Here at home, all our military services are struggling to recruit and retain the force. American sea power is fighting to retain sufficient talent and diverse skills needed to keep the national fleet properly manned, trained and equipped. We must invest in people, capability, capacity and readiness— all are necessary to successfully carry out the “National Security Strategy.”

    As the extraordinarily high demand for sea service support across the globe continues, we applaud the funding Congress and the president are beginning to provide. Moving forward, we must ensure budgets restore the readiness of our maritime forces and provide the necessary man power and training to effectively employ our capabilities.

    We also recognize that our Navy personnel are deploying for extend- ed periods that are often up to nine months away from their homeport. Marines are deploying at a rate that far exceeds the one-to-two deployed- to-dwell ratio that is needed to keep them highly effective. The demands on Coast Guard personnel continue at a high pace. Given the “war for talent” in recruiting and the small percentage of those who are qualified to serve, it is essential that the sea services support family and personal health to ensure retention. The number of mariners available to man our Maritime Security Program (MSP) and federal reserve sea lift ships in time of war continue to fall short of requirements. This shortfall must be addressed to have the necessary surge capability.

    As we work our way out of the many years of reduced budgets we must continue to attract, train and retain intelligent, highly motivated and capable men and women. An all-volunteer force that is the premier fighting force in the world must not see its leaders retreat from responsibility. The sea services must have the right people to man and operate its ships, planes and equip- ment, and be the warfighters our country needs at the tip of the spear. They must receive adequate pay raises in accordance with the 2003 law that ties military pay raises to private sector growth, as well as high-quality support infrastructure including housing, commissaries and exchanges, and modern office and classroom facilities. Additionally, we must recognize the delete- rious effect of reduced training time and resources, extended deployment periods and reduced dwell time on our servicemen and women. This has been exacerbated by continuing resolutions and sequestration, and we must not revert to these budgeting practices again. Recruiting and retention are dependent on compensation, health care benefits, retirement and quality of life to attract and retain dedicated and qualified professionals, while training and education are mandatory for operational readiness. Only 28 percent of

  • ANCHOR - March - April 2019 2

    APRIL 18 DISTINGUISHED SPEAKER DINNER

    Command Sgt. Maj. Michael A. Crosby Army Futures Command

    Command Sergeant Major Michael A. Crosby is assigned to the Army Futures Command, Austin, Texas. He entered the United States Army in August 1988 and completed One Station Unit Training at Fort Knox, Kentucky. He served in numerous leadership positions from Section Sergeant to Division Command Sergeant Major.

    CSM Crosby’s assignments include: 2d Battalion, 66th Armor (FWD), Garlstedt, Germany; 3d Battalion, 69th Armor Fort Stewart, Georgia; 1st Battalion, 72d Armor, Camp Casey, Korea; 2d Squadron, 4th U. S. Cavalry and 3d Squadron, 7th U.S. Cavalry at Fort Stewart, Georgia; Philadelphia Recruiting Battalion with duty in Central New Jersey; Operations Group NTC (Bronco Team) as a Brigade Reconnaissance Troop Observer Controller, Fort Irwin, California; First Sergeant, 1st Squadron, 32d Cavalry (RSTA) HHT/B Troop, Fort Campbell, Kentucky; Senior Enlisted Advisor/Trainer for 3d Battalion, 358th Armor Regiment, Fort Lewis, Washington; Squadron CSM for 4th Squadron, 10th U.S. Cavalry, Fort Carson, Colorado; CSM for 2/25 Stryker Brigade Combat Team “Warriors,” 25th ID (L), Schofield Barracks, Hawaii; CSM for 2d Armored Brigade Combat Team “BLACKJACK,” 1st Cavalry Division, Fort Hood, Texas; CSM for the 4th Infantry Division and Fort Carson, Colorado, and III Corps and Fort Hood CSM.

    CSM Crosby’s deployments include: Operation Desert Storm/Shield; Operation Joint Guardian KFOR 3A; Operation Iraqi Freedom I; Operation Iraqi Freedom III/IV; Operation New Dawn; and Operation Inherent Resolve.

    CSM Crosby has attended all levels of the Noncommissioned Officers Education System, culminating with Class 58 of the United States Army Sergeants Major Academy, and the Pre-Command and CSM Development Course. He is a graduate of the First Sergeants Course, Air Assault Course, and the Army Recruiter Course. He attended the Army Strategic Leader Development Program- Intermediate Course, Executive Leaders Course, and Keystone

    Leaders Course. CSM Crosby has a Bachelors Degree in Criminal Justice from American Military University and an MBA in Human Resources Management from Trident University.

    CSM Crosby’s awards and decorations include: the Defense Superior Service Medal with C Device, Legion of Merit (4OLC); Bronze Star (2OLC); Meritorious Service Medal (4OLC); Army Commendation Medal with V-Device; Army Commendation Medal (6OLC); Army Achievement Medal (10OLC); Good Conduct Medal (9th Award); National Defense Service Medal (1 Star); Southwest Asia Service Medal (3 Bronze Service Stars); Kosovo Campaign Medal; Iraq Campaign Medal (3 Campaign Stars); Global War on Terrorism Expeditionary Medal; Global War on Terrorism Service Medal; Korea Defense Service Medal; Noncommissioned Officer Professional Development Ribbon (3OLC); Army Service Ribbon; Overseas Service Ribbon (5th Award); NATO Service Medal; Kuwait Liberation Medal (Kingdom of Saudi Arabia); Kuwait Liberation Medal (Government of Kuwait); Gold Army Recruiting Badge; Combat Action Badge and Air Assault Badge. CSM Crosby is a recipient of the Armor Association’s Honorable Order of Saint George, Ancient Order of Saint Barbara, and is a member of the FORSCOM Sergeant Audie Murphy Club.

    U. S. ARMY FUTURES COMMAND Army Futures Command, which began

    operations on July 1, will lead the Army’s future force modernization enterprise. The command is expected to assess the future operational environment, emerging threats, and new technologies in order to develop and deliver concepts, requirements, future force designs, and modern materiel solutions to meet our Soldiers’ wartime needs.

    The Army has worked hard increasing current readiness and strengthening its combat

    formations. Futures Command will provide that same focus to future readiness by fine tuning and implementing the service’s modernization strategy to increase the Army’s lethality against near-peer competitors in tomorrow’s conflicts.

    Futures Command will lead the Army’s force modernization efforts; it is charged with providing Soldiers the weapons and equipment they need, when they need them. This new four-star command will complement the Army’s other four-star headquarters

    See “Futures Command” page 5

  • ANCHOR - March - April 20193

    Council Co-Presidents’Message Council Chaplain’s LCDR Adam Samuels, USN (Ret)Glenn Looney & Kathy Pillmore

    Presidents’ Message cont’d

    The Greater Austin Council welcomes the Army Futures Command and CSM Mi- chael Crosby to our April dinner. This may be a first, there’s no way to know, with the Navy League hosting an Army speaker, but we’re an equal opportunity Council and with the Command selecting Austin as its headquarters, we wanted to know more. The Futures Command is a major shift in organizational structure for the Army, as you’ll read in the article on page 2. It’s also a first for Austin, TX, which isn’t really known for its affinity to anything military. We’re honored and excited to welcome CSM Crosby to our city and our Council.

    The Council is taking a leap of faith and signing up for a trial run with Flipcause, which is an association management platform of sorts that will help us broaden our reach, increase awareness of the Council and subsequently increase membership, help us to fund rai