OCS turns 75 with more opportunities than ever for NCOs to become officers

Department of Defense News

A recent change in eligibility allows enlisted personnel up to age 33 to apply to become officers. Also, there’s no longer a requirement to serve in the Army for six years before going to Officer Candidate School.

The current guidance — published just prior to the 75th anniversary of OCS this year — is contained in Military Personnel Message 15-270 “FY16 U.S. Army Federal Officer Candidate School Program Announcement.”

Officer candidate Paulette Prince conducts a mission brief during a field exercise at Officer Candidate School at Fort Benning, Georgia. (U.S. Army photo)
Officer candidate Paulette Prince conducts a mission brief during a field exercise at Officer Candidate School at Fort Benning, Georgia. (U.S. Army photo)

“The resulting Army Readiness from OCS accessions is stronger today than it was even a decade ago, with a few adjustments to screening criteria and the requirement to hold a baccalaureate degree, we ensure a competitive environment for the new officer and a more diverse and stronger officer corps for our Army,” said Jon Banco, chief of Human Resource’s Command’s Officer Accession Branch.

Officers graduating this year will begin their commissioned careers on an equal academic footing as their U.S. Military Academy and ROTC counterparts, without the burden of having to enter a degree completion program before they become captains, as was the case in previous years, Banco said. All second lieutenants graduating from OCS entered training having already completed their baccalaureate degree.

Three panels will meet next year in January, May and September, to select OCS candidates, said Cliff Preetorious, OCS program manager, HRC Officer Accession Branch. An upcoming MILPER will provide eligibility requirements. The MILPER is being staffed at Army G-1 and should be published soon.

Vacant seats

Capt. Jefferson Davis, assistant operations officer for OCS at Fort Benning, Georgia, said he believes many more Soldiers would apply to OCS if they learned more about the program and knew they were eligible.

Lt. Col. Mark Andres, OCS battalion commander at Fort Benning, added that some Soldiers might not be aware of the changes in the MILPER guidance.

Banco said it’s important to review the MILPERs as guidance can change based on the accessions mission and needs of the Army.

“Regardless of the size of the military, it is important to proportionally access new officers every year to meet the needs for captains and majors three to five years in the future,” said Denise Corley, chief of the Officer Accessions Coordination Branch, Army G-1.

The annual end state regarding volume to screen or select is influenced by Army end strength and budget requirements or constraints, Corley explained. The 150 regular Army OCS mission was the right number for this year. Every person counts, especially now in the Army’s smaller footprint. There are and will be continuing opportunities to apply to be part of our future cohorts, she said.

Eligibility requirements

Andres said Soldiers who are 33 or younger at the time the OCS accessions board meets are eligible to apply. Soldiers also need a General Technical score of 110 or higher and must have a baccalaureate degree.

Any enlisted member of any service, not just the Army, may apply, Davis added.

A complete list of requirements and instructions for applying can be found by reading MILPER 15-270. Banco reiterated, however, that the MILPER replacing it will be published soon.

The new MILPER will serve as guidance for in-service active-duty and Reserve Soldiers only, Banco said. Civilians with college degrees interested in becoming active or Reserve officers may use the forthcoming MILPER as a “guide.” Civilians interested in Army National Guard service can see a Guard recruiter.


Andres said the course consists of:

  • Weeks 1 and 2: introduction, leadership, ethics
  • Weeks 3 and 4: military history, competence in warrior task and battle drills confirmed by cadre
  • Week 5: land navigation
  • Weeks 6 and 7: squad-level tactical instruction
  • Weeks 8 and half of week 9: squad-level evaluations on ability to lead squads through tactical missions
  • Half of week 9 and week 10: platoon level operations
  • Weeks 11 and 12: mentorship aspect of what it means to become a junior officer, how officers interact with Soldiers and noncommissioned officers and Army civilians

A commissioning ceremony takes place after Week 12.

Andres said U.S. Army Training and Doctrine Command oversees training and ensures that the syllabus is appropriate for commissioning second lieutenants.

“G-1 provides policy oversight for all paths for appointment to the three Army components,” Corley said.

He added that OCS follows Army Regulation 350-36, which contains military instruction requirements and OCS also ensures that the U.S. Army Center for Initial Military Training task list is followed. That task list is the same as it is for the Reserve Officer Training Corps and the U.S. Military Academy at West Point, N.Y., the Army’s other commissioning programs.

Candidate’s perspective

Candidate Jonathan Winter recently completed OCS and is awaiting his secret clearance — which is still being processed by the Office of Personnel Management — before getting his second lieutenant bars. He has a four-year degree and a post-graduate Juris Doctorate degree. He will become an infantry officer.

Winter compared OCS to Basic Combat Training, which he attended immediately prior to OCS. Both BCT and OCS were at Fort Benning.

D Company Soldiers at Officer Candidate School march to the field to begin their missions, at Fort Benning, Ga. (U.S. Army photo)
D Company Soldiers at Officer Candidate School march to the field to begin their missions, at Fort Benning, Ga. (U.S. Army photo)

OCS is more physically and mentally demanding than BCT, he said. However, a candidate in reasonably good physical fitness shouldn’t have any problems completing the course.

With BCT, the emphasis is on following orders and demonstrating basic Soldier competencies. In OCS, the emphasis is on leadership and critical thinking.

OCS is divided into two types of training, Winter said. There’s garrison training and leadership evaluation and then there’s field leadership training and evaluation.

In garrison evaluation, each candidate takes a different leadership role each week, from squad leader, platoon sergeant and first sergeant to platoon leader, company executive officer and company commanding officer.

For example, “when I took on the role of company commander, I was given a schedule for the week and had to ensure 90 people went from here to there,” he said. “You have to be well organized and also be able to delegate responsibility.”

In the field leadership exercises, “you lead your platoon and they do platoon and squad missions, patrolling and reacting to simulated attacks, getting to your objective,” he said, adding that training models are built and pre-mission briefs are conducted as well. All of this training is under the watchful eyes of the cadre, who assist and evaluate, he said.

Graduation rate

Andres said that the graduation rate for candidates in fiscal year 2015 was about 84 percent. Thus far for FY16, that rate is around 90 percent.

Some candidates have to recycle, he said, particularly those without any time in the Army except for basic training.

Those who are recycled often have not yet mastered basic skills like land navigation and leadership, he said. “Those Soldiers coming from the force come much better prepared and typically succeed throughout the course.”

In FY16, there will have been 11 classes, each class containing 80 to 120 candidates. Total projected graduates for FY16, FY17 and FY18 are 850 students per year, Andres said.

PAO reset is opportunity to get vital role right

NCO Journal

As the Army continues to downsize, the public affairs branch is losing positions. This is evidence it is also losing favor in the Army, despite its impact on public opinion through media relations. How the branch arrived at this state and how it can return to its “Be All You Can Be” glory days are subjects that may be the difference between winning and losing our future wars.

When this writer was coming up in the Army, public affairs was considered a significant force multiplier for Army commanders. The “Be All That You Can Be” recruiting campaign was one of the most successful in the history of the military. The Defense Information School was an inspiring place where the best public affairs practitioners gave young Soldiers a vision of what they could accomplish and how they could make a difference in the defense of the nation by telling the Army story. Dynamic Soldier-journalists such as Fritz Homan, Rich Glynn and Pam Smith wrote and broadcasted powerful stories about gritty training exercises, 100-mile ruck marches, cutting-edge Army innovations, incredible feats, compelling relationships, and the grief and triumph of war. Public affairs pioneers such as Sgt. Maj. (ret.) Gary Beylickjian, were changing the Army’s perspective on difficult issues, such as suicide, by advocating the subject not be considered taboo so it could be openly discussed and its resolution encouraged. Other U.S. Army Public Affairs Hall of Fame inductees advocated transparency, pointing to the merits of emphasizing the positive steps units were taking to correct problems rather than sweeping unsavory facts under the carpet. They recognized eventual disclosure was inevitable and hiding stories that were detrimental to the Army’s image would eventually make it look worse. Still, other Army public affairs practitioners, Al Gore, for example, rose to fame outside of the branch and the Army. Soldiers and civilians were happy to be in a job they loved and proud to be a link in a mission that mattered.

Somewhere along the line, however, the public affairs job descended from professionally and passionately telling a story that mattered to superficially summarizing events and mindlessly filing stories somewhere where they would never see the light of day – not doing the Army nor anybody else any good. Moreover, the branch did not live up to its Joint Publication 3-61 (Public Affairs) doctrine of “maximum disclosure, minimum delay” regarding providing information to external media. At a recent worldwide public affairs symposium, ABC Chief Global Affairs Correspondent Martha Raddatz opined that this and other frustrations put the republic’s crucial cog of a free press aside to the point where many media representatives are near or at their limit as far as dealing with the branch.

Further worsening the situation has been an Army leadership that, in many instances, thinks of public affairs as an extension of protocol rather than professional communicators who could be used to shape the operational environment the way the Islamic State of Iraq and Syria is. The United States Marine Corps has always understood the importance of public affairs. Its recruiting campaigns are legendary and, more importantly, public affairs personnel have always been in Marine leadership’s circles. Marines are savvy enough to know to “never argue with a man who buys his ink by the barrel,” or with someone whose website is followed by millions of people worldwide.

Regardless of the reason, the pertinent question about public affairs is: Where do we go from here? The coming shakeup of public affairs, due to heavy cuts, could be a good development. Public affairs could use this trial as an opportunity to get back to the basics of passionate, relevant and timely communication, writing and photographing events that matter and marketing information in a manner that has a positive effect for the Army. The branch can be renewed and strengthened if Army leaders follow the vision of the U.S. Marine Corps and use public affairs for its doctrinally intended purpose rather than for covering trivial events that are of no interest or concern to the general public.

This is a crucial time for the Army and public affairs. History has shown public opinion begins and ends wars, and the conventional media – and, even more so now, social media – remains a huge factor in influencing the masses. The Army and public affairs leaders would do well to be vigilant about the next move they make regarding a branch deemed necessary since 1775. It could largely affect the future of the Army – and the nation.

‘We are only as strong as our sergeants’

Fourth Infantry Division Sustainment Brigade

After more than 15 years of persistent global conflict, the operational environment remains as complex, complicated and ambiguous as it was during previous eras in American history. Increased access to information has created an interdependence and speed that contributes to the complexity of the modern operating environment. We now have more access to information than we can fully analyze and understand.

Because of globalization, interdependence and the speed of information, the rate of change has challenged our ability to rapidly adapt our processes and systems to stay ahead of those who wish to do us harm. Our enemies have metastasized, decentralized and in some ways have expanded their capabilities.

With the constant challenges of decreasing military budgets and force structure, we have to get better at doing more with what we have efficiently and effectively. We must simultaneously remain ready to defend the homeland, respond to natural disasters, deter a near or peer competitor, and defeat a distant foe with lethality and precision — all in a constrained resource environment.

To survive, fight and win in this environment, the 4th Infantry Division Sustainment Brigade at Fort Carson, Colorado, determined that it must be able to do four things:

  • Be ready to fight tonight. This can only be achieved on the cornerstone of readiness (materiel, personnel, equipment and training)
  • Be ready to deter a near or peer competitor in a decisive-action environment as a part of the Regionally Aligned Force construct.
  • Be an echelon-above-brigade enabler at our combat training centers.
  • Support real-world deployments to conflict zones worldwide.

How can one brigade do so much in so many places simultaneously? Simple: on the foundation of our strong sergeants.

A little more than a year ago, the 4th ID Sustainment Brigade came up with a phrase that was catchy, intriguing and captivated the organization every time it was spoken. The simple, yet powerful phrase was, “We are only as strong as our sergeants.”

The phrase resonated and began to permeate through the formations from the brigade level to the battalions and into the organic functional companies under the sustainment brigade. Since its inception, it has become the brigade’s campaign plan, and several organizations outside the sustainment brigade assigned to the 4th ID have adopted its meaning.

I am often asked about the meaning of the phrase. Many ask, “Why not say we are only as strong as our officers or warrant officers? Why not our junior enlisted Soldiers? Why Sergeants?” You see, in order for any organization to be successful, it is the junior-level leadership that must be committed to Army values and the organization’s concepts, beliefs, vision and goals. When we say the word “sergeant,” we are referring to sergeants through command sergeants major, the Corps of the Noncommissioned Officer and the backbone of our Army. Strong sergeants equal strong Soldiers, and “Soldiers” is defined as officers, warrant officers and enlisted members.

During the past 10-12 years, some in our profession have relegated the roles of our NCO Corps to participation only in the execution phases of missions. We have in many ways made our NCOs inside-the-box thinkers. If you put an NCO inside of a box, then you have set parameters, and that NCO will remain inside that box. What Col. Ronald Ragin, commander of the 4th ID Sustainment Brigade, and I wanted to do was develop our NCOs to become creative thinkers and step outside the box without limitations. We would raise the level of expectations for the NCO Corps by empowering our sergeants, cross-training within each Career Management Field and requiring our sergeants to participate in the planning, preparation and execution, to include assessment phases of our multinodal/distributed mission command concept.

One of the first recommendations I made to Ragin upon his arrival to the brigade was the reinstatement of sergeant’s time training. We understood that to empower sergeants, we had to give back the training of individual Soldier tasks to the NCOs. Also understanding that NCOs train the small units of the Army — the squads, sections, crews and fire teams — Ragin and I made the decision to block time for sergeant’s time training to be conducted Thursdays from 6:30 a.m. to noon.

The implementation of the eight-step training model, along with troop-leading procedures, has provided superb dividends for the program. Sergeants are using the task, conditions and standards format and assessing their Soldiers on four or five individual Soldier tasks with the Go/No Go concept. Our NCOs are responsible for identifying essential Soldier and small-unit tasks that support their unit’s mission essential task list. They are also required to identify resources needed for the training and provide a list of those needs to their platoon sergeants. Sergeant’s time training has also allowed our junior NCOs to identify the strengths and weaknesses of their Soldiers and has created dialogue to help NCOs know their Soldiers better. It has built several intangibles, including good order and discipline, cohesiveness within the squads and platoons, and trust from their leaders.

Task Force Wolf, Army Reserve instructors from Alpha Company, 399th Training Support Battalion (ROTC), assists Cadet Initial Entry Training (CIET) candidates in rappeling the High Wall during Cadet Summer Training on July 23 at Ft. Knox, Kentucky. (Photo by Sgt. Karen Sampson)
Task Force Wolf, Army Reserve instructors from Alpha Company, 399th Training Support Battalion (ROTC), assists Cadet Initial Entry Training (CIET) candidates in rappeling the High Wall during Cadet Summer Training on July 23 at Ft. Knox, Kentucky. (Photo by Sgt. Karen Sampson)

The second initiative of cross-training our NCOs within each CMF came from necessity because of the shortage of majors and captains within the brigade. With the brigade at about 50 percent strength with both majors and captains, NCOs had no choice but to fill in the gaps as they awaited inbound officers. This was definitely a new concept and way of thinking that, at first, made everyone involved a little skeptical and uncomfortable. Sergeants typically have one military occupational specialty and now were required to perform in other MOSs inside their career management field. An example of this initiative was the creation of an additional intermediate Movement Control Team filled with personnel mixed in the 88 CMF (Transportation Corps). A training concept was developed by our senior 88N (Transportation Management Coordinator), validated through the battalion commander to cross train 88Ms (Motor Transport Operator) on 88N skills to build capability and capacity in support of 4th ID missions.

“This is exactly the outside of the box thinking we are trying to achieve,” Ragin said. The additional MCT mixed with 88Ns and 88Ms is conducting on the job training at the Arrival/Departure Airfield Control Group and railhead operations at the Fort Carson Railyard.

The 92 (Quartermaster Corps) and 91 (Ordnance Corps) CMF are two additional fields the 4th ID Sustainment Brigade is cross-training their NCOs on. During my military career I have been a 92Y (Unit Supply Specialist) by trade. I am a Soldier first who focused in the 92Y realm. In today’s Army, with the reduction of forces, we need our NCOs to be flexible enough to work in other MOSs inside their career fields. This is definitely a game changer for logisticians in the Army and by no means is this concept doctrinal or conventional, but it is exactly what the Army needs during these times in which the military is asking Soldiers to do more with less.

The third initiative that has tested our NCOs and required them to step out of their comfort zones was Ragin’s multinodal distributed mission command concept. During his first 60-day assessment of the division’s priorities combined with the brigade headquarters being assigned to U.S. Northern Command and Army North’s priorities, Ragin recognized the need to dissect his staff into three Tactical Command Posts with an additional mobile command team. These TACs were filled with minimal personnel of about 40 Soldiers consisting of administration, operations, logistics, intelligence, communications and materiel management capabilities.

This multinodal concept was validated during a recent U.S. Northern Command exercise, Vibrant Response 16, in which one TAC was sent to Camp Atterbury, Indiana, to conduct a Defense Support of Civil Authorities operation, while a second TAC deployed to a field site at Fort Carson and had mission command of two battalions conducting mission essential task training. A third Command Post stayed inside the 4th Infantry Division Sustainment Operations Center and received real-time feeds of information from both TACs while continuing to sustain and generate readiness for all of Fort Carson units.

The mobile command team circulated to all TACs, ensuring connectivity and communications were consistently flattened, and all Soldiers had situational awareness of the operations.

“It was an incredible sight to see,” Ragin said. “Our NCOs stepping up to the plate, filling the gaps, participating in the planning, preparation and execution of this new concept, which shows that it can be done and that sergeants can do more if they are allowed and required to do more.”

The campaign plan of, “We are only as strong as our sergeants,” has completely changed the culture of the 4th ID Sustainment Brigade. It has brought back memories of when sergeants ran the day-to-day operations of the United States Army. It reminds us of when sergeants were experts at the fundamentals, consisting of physical readiness training, weapons, maintenance, communications and first aid. A time when sergeants knew their Soldiers, were the example and led from the front. What started as a simple phrase, morphed into a campaign plan and has become a belief.

Command Sgt. Maj. Jacinto Garza is the command sergeant major of the 4th Infantry Division Sustainment Brigade, 4th Infantry Division, which was recently recognized as a Distinguished Unit of the Quartermaster Regiment. Garza has served with the Rough Rider Brigade since September 2012, first as the command sergeant major for 43rd Special Troops Battalion (now 4th STB) and has been the brigade Command Sergeant Major since September 30, 2014. Garza enlisted into the U.S. Army in 1996 as a 92Y (Unit Supply Specialist) and is a native of Jasper, Texas.  


Fort Sill’s move to certify drill sergeants at brigade level paves way for Armywide POI

NCO Journal

Drill sergeants are entrusted with transforming civilian volunteers into new Soldiers. They must be symbols of excellence for new recruits, as they are everything their Soldiers know of the Army. The Army’s future rests on them and their ability to mold motivated, disciplined, fit and capable Soldiers.

“The ultimate goal is to produce and maintain the highest quality trainer so they can produce the highest quality Soldier,” said Command Sgt. Maj. Michael Gragg, command sergeant major for the Center for Initial Military Training at Fort Eustis, Virginia. “The better drill sergeant we can produce, the better Soldier we can produce for the force.”

So how does the Army ensure only the best of the best continue to train America’s Soldiers? Training and Doctrine Command Regulation 350-16 stipulates that drill sergeants must certify each year to prove they are still subject matter experts in all the warrior tasks and battle drills. But the process by which the drill sergeants certify varies across the Army’s training centers, and even from one battalion to another.

To remedy the problem, Fort Sill, Oklahoma, now conducts the certification at brigade level. The change ensures a more consistent training experience for each Soldier, and has paved the way for standardization of drill sergeant certification Armywide.

“Fort Sill has an outstanding [certification] program that it has in place right now, almost to the point where it is a model that we can look at as a best practice to incorporate into other facilities, into the Program of Instruction,” Gragg said.

Gragg said he hopes to standardize the requirements for drill sergeant certification across all four Basic Combat Training locations. The POI that would accomplish that should be in place by the end of 2016, he said.

“We will definitely use some tenets from the program in place at Fort Sill,” Gragg said. “What Fort Sill has done – is doing, and continues to do – is awesome, and I can honestly say they are producing day in and day out some of our best Soldiers coming out of basic training.”

Fort Sill drill sergeant certification

When Fort Sill’s drill sergeant certification was being implemented at the battalion level, drill sergeants were grading other drill sergeants, which created staffing issues.

“Anytime certification needed to be done, the units had to cut this position out – that is a drill sergeant that could be utilized to train Soldiers that they can’t use to train Soldiers because they have to train or maintain consistency in the drill-sergeant population,” Gragg said. “That’s why Fort Sill doing it at the brigade level eases some of the manning requirements; it is one level teaching it as opposed to duplication of efforts at a battalion level.”

Staff Sgt. Franco Peralta, Fort Sill’s Drill Sergeant of the Year for 2015, noticed that, in addition to staffing challenges, the grading and the tasks being graded differed greatly from one battalion to another, and that the certification was not much of a challenge for the drill sergeants to obtain. He worked with his command to standardize the certification process and raise the bar for drill sergeants across the 434th Field Artillery Brigade. The new process was implemented in February 2016.

“Now, at brigade level, it is more rigorous and more challenging,” Peralta said. “And, drill sergeants are graded by cadre from Headquarters and Headquarters Support who are subject-matter experts. For example, chemical, biological, radiological and nuclear tasks are graded by CBRN experts in that field. If it is a medical task, it is graded by medics.”

The certification is offered once a month, after a four-day refresher course in which drill sergeants train on the 30 tasks outlined in the Soldier’s Manual of Common Tasks (SMCT 21-1.) On certification day, the drill sergeants are tested on 15 of the 30 tasks, but do not know beforehand which those will be.

“A drill sergeant is an expert in the warrior tasks and battle drills,” said Staff Sgt. Dustin Randall, Fort Sill’s Drill Sergeant of the Year. “That’s what we are. We should be experts in everything in SMCT 21-1. We train Soldiers right out of that book, and if we don’t know how to do it ourselves, how are we going to teach them? The whole idea of this certification is to get everybody on post on the same page, so that every Soldier is getting trained to standard, across the board.”

If drill sergeants fail the certification test – which has happened quite a bit across the brigade, Randall said – they receive counseling and are required to recertify the next month. If they fail twice, they will receive counseling and be removed from the drill sergeant program for a month. They will remain with their unit, but will not be allowed to train Soldiers for 30 days.

“The idea behind that is to get them 30 days of solid training so they can meet the standard,” Randall said. “If they fail a third time, they will be recommended for removal from the drill sergeant program all together.”

Both Randall and Peralta said they have noticed a marked difference in the confidence of the brigade’s drill sergeants and in the quality of the training they provide.

“I think it’s good because when the drill sergeants know they can do everything by the book, they get in front of the Soldiers and teach them with confidence,” Peralta said. “That extra pressure – it’s hard when someone is looking at you and testing you. ‘OK, let me see how you clear an M4, how you load an M4.’ It makes them nervous. But after they prepare, study, read through the book, they have more confidence to teach their Soldiers and know they are teaching a task the right way, just how TRADOC wants it to be taught.”

“I think everybody is kind of walking with their chest puffed out, walking a little taller than they used to,” Randall said. “They feel more proud to be drill sergeants, and if they haven’t certified yet, they look at it as a competitive game. It’s good stuff.”

Moving toward an Armywide standard

Though Gragg praised the measures Fort Sill has taken to standardize certification across the brigade, he pointed out that the process still varies from one brigade to another. The fact that the 434th Field Artillery Brigade will soon be breaking down basic training under two Advanced Individual Training brigades, he said, further highlights the need for an even higher-level standard to maintain consistency.

“Right now, the advantage of brigade-level certification is that it provides a consistent standard from that brigade on down. The only concern with that is that if the standard they are teaching at brigade A is different than what they are teaching at brigade B, then you have an inconsistent product that is being produced,” Gragg said. “My goal is to have a Program of Instruction in place across TRADOC so that, whether it is being utilized at the brigade level or the battalion level, the product is the same.

“Whether the Army Training Centers choose to utilize the POI at the brigade level or the battalion level is going to be up to them. The Center for Initial Military Training isn’t going to tell units how to conduct their certification. We just want to ensure that the certification is conducted to a standard that we feel all drill sergeants need to meet.”

Gragg said he hopes to have the POI completed by the fourth quarter of this year. Meanwhile, he is gathering feedback from the force as to what should be included. What are the most important perishable skills that drill sergeants need to brush up on every year? He is working to identify those areas and get drill sergeants the tools they need to keep those skills sharp and deliver the best training possible to U.S. Soldiers.

“We in IMT are in the business of process improvement,” Gragg said. “We have been making Soldiers for 241 years, but we still aren’t perfect at it. We are always looking at ways to improve our ability to produce the best Soldiers we possibly can.”

U.S. Army Reserve drill sergeants with the 108th Training Command stand at attention during a change of command ceremony at Fort Jackson, South Carolina, June 13, 2015. (Photo by Sgt. Ken Scar / U.S. Army)
U.S. Army Reserve drill sergeants with the 108th Training Command stand at attention during a change of command ceremony at Fort Jackson, South Carolina, June 13, 2015. (Photo by Sgt. Ken Scar / U.S. Army)

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