By the Soldiers for the Soldiers in the service
FEB. 2014 VOL. 1, NO. 1
R6: WHY WE FIGHT
See page 2
Original YANK cover photo, published June 17, 1942
SPOILING FOR ACTION
2-3 Field Artillery in Texas ready for foe. “Let ‘em come,” they say, “we’ll get ‘em.”
President Roosevelt’s note to troops, published June 17, 1942.
Cover photo: Pfc. William McDonald, Pv2 Devante Brown, Spc. Andrei Zatsirka, Pfc. Darrin Ashley, Spc. Johnny Byler, Spc. Anthony Gonzalez, Staff Sgt. Ernesto Victor Behind the scenes: Spc. Ryan Turner, Spc. Michael Arnold, Pv2 Ollie McIntyre, Sgt. 1st Class Daniel Medrano Photo by: Staff Sgt. Kristen Duus-Vasquez, 1/1 AD PAO No Soldiers were harmed in the recreation of this photo. All Soldiers who participated are part of 2nd Battalion, 3rd Field Artillery Regiment. 2
Table of Contents: P. P. P. P. P. P. P.
3 4 5 6 7 8 9
~ ~ ~ ~ ~ ~ ~
1-36 IN 3-41 IN 4-17 IN 6-1 CAV 2-3 FA 16 EN 501 BSB
Spartan Master Drivers ensure Soldiers have training to drive safely 1st Lt. Cristian Amarante, 1-36 IN UPAR
In an effort to ensure Soldier Safety, 1st Battalion, 36th Infantry Regiment, 1st Brigade, 1st Armored Division, ‘Spartans,’ recently conducted military vehicle Drivers Training. Soldiers are required to properly operate and ensure vehicles are maintained. Army Regulation 600-55 provides guidelines leading to the training, testing, licensing and selection of motor vehicle drivers and equipment operators. This manual applies to any Active Army, National Guard, Army Reserve component and civilian employees. Staff Sgt. Michael Borawski, Headquarters and Headquarters Company, and Sgt. Jordan Williams, B. Company, have taken the task to manage the drivers training of 40 Soldiers in 1-36 IN during the fourth week of January. Borawski and Williams have meticulously followed proper standard operating procedures to provide Soldiers guidance on how to properly operate a variety of U.S. Army vehicles that include High Mobility Multipurpose Wheeled Vehicle (HMMWV) and Light Medium Tactical Vehicle (LMTV.) Both Borawski and Williams are master drivers for the battalion. Their objective is to ensure personnel are trained in operator preventive maintenance checks, safe driving practices, and correct loading techniques. They need to report unsafe operating conditions of vehicles or equipment and properly correct the deficiencies. All Soldiers and civilian personnel whose positions require operating government-owned vehicles must be trained. The operator must successfully complete a written examination and driving test. Soldiers who receive a ‘go’ on all tests must comply with all municipal, state, and military motor ve-
hicle or equipment regulations. While the driver is operating the vehicle, the individual must ensure cargo or personnel are properly loaded, secured, and protected from the elements prior to moving the vehicle. Each master driver is responsible to train Soldiers how to properly maintain all military vehicles. If an accident occurs, first line supervisors must consider whether the incident was caused either by operator error, management error, equipment failure or environmental factor along with identifying and correcting any system issues that may be present. Finally, medical authorities will identify accident reports and recommend corrective measures. Remedial training is available for drivers or operators who have had driver atfault accidents or traffic violations, or demonstrated a need to receive additional training on military vehicles. The battalion has had zero accidents since their return from Afghanistan. This can be attributed to adhering to the safety standards which reminds operators to be responsible for bringing any vehicle shortcoming to the supervisor’s attention. The regulation also includes providing an alternate driver because operators should not operate a vehicle for more than 10 continuous hours, nor a combined duty period to exceed 12 hours in a 24-hour period. Failure to do so may result in serious injury. Although Soldiers
practice these tasks on a daily basis, many do not know where to find the references and how to properly perform accident prevention. Borawski and Williams take great pride in the responsibility of this training. They have encouraged Soldiers to recognize that they are responsible for the safety of the vehicle operators, ground guiding, and any Soldier who may be around the vehicle during operation. While conducting training in the 1-36 IN motor pool, they have encouraged Soldiers to consider having a good driving record and to conduct safe driving on or off the road. Although many Soldiers are reluctant at first to take the role as a vehicle operator, many Soldiers become eager to continue once they begin. They follow a clear-cut approach to training that emphasizes educating and motivating Soldiers while demonstrating a safe objective to learning how to drive a military vehicle.
Photos: Soldiers from 1st Battalion, 36th Infantry Regiment, 1st Brigade, 1st Armored Division, rehearse drivers training techniques in their motorpool at Fort Bliss, Texas. (Photos by 1st Lt. Cristian Amarante, 1-36 IN UPAR)
3
Farewell to the old, welcome to the new Command Sergeants Major of Rifle Battalion
1st Lt. Charles Rowell, 1-36 IN UPAR
T
he backbone of the 3rd Battalion, 41st Infantry Regiment, 1st Brigade, 1st Armored Division will always be The Noncommissioned Officer Corps. The battalion’s senior enlisted advisor, the thunderous Command Sgt. Maj. Lon Kindler, just said his last goodbyes and well wishes to the battalion, Jan. 13. Along with his farewell, he ushered in, with a big heart and open arms, the incoming command sergeant major, Command Sgt. Maj. Michael Berry. Berry and his family were welcomed by the battalion with respect, high expectations, yellow roses and a battalion coin. Berry presented himself full of humility and confidence as the saber of the battalion changed hands during the ceremony. Kindler’s tenure with 3-41, or, the ‘Rifle’ battalion was well-enjoyed and needed. He supported the battalion through brigade training events such as Playas and Iron Focus, the National Training Center in California, and he saw his Soldiers through their recent nine-month deployment to Afghanistan.
The Change of Responsibility was a bittersweet event that stirred the hearts of the officers, NCOs and Soldiers of the battalion. This was reflected in Kindler’s speech as well as the speech from Lt. Col. Brandon DeWind, the battalion commander. It could also be seen in the eyes of the audience in attendance that day. Nostalgia of his term during the ceremony brought on moments of happiness during rigorous training events, enduring love for the Soldiers during times of discipline, and moments of tragedy for those who paid the ultimate sacrifice. The Rifle battalion has experienced changes since the beginning of their deployment in January 2013. Every company commander, the battalion executive officer, battalion command sergeant major and battalion commander have all undergone transitional change. The unit’s command presence has gone through personnel changes, but the Soldiers drive on without a hitch due to the continuity and esprit de corps set in place by the company first sergeants and outgoing Command Sgt. Maj. Lon Kindler.
Top: Command Sgt. Maj. Michael Berry, the incoming 3rd Battalion, 41st Infantry Regiment command sergeant major, receives the sword from Lt. Col. Brandon DeWind, battalion commander, during a change of responsibility ceremony at Ready First Field, Jan. 13. Bottom Left: Command Sgt. Maj. Lon Kindler, the outgoing 3-41 command sergeant major, passes the sword to Lt. Col. Brandon DeWind, battalion commander, during a change of responsibility ceremony at Ready First Field, Jan 13. Kindler was replaced by Command Sgt. Maj. Michael Berry. Bottom Right: Command Sgts. Maj. Lon Kindler and Michael Berry salute the Colors for the National Anthem during their change of command ceremony at Ready First Field, Jan. 13. Berry took over as 3-41 command sergeant major from Kindler. (Photos by Staff Sgt. Kristen Duus-Vasquez, 1/1 AD PAO)
4
Strength, conditioning coach visits Buffalo battalion 1st Lt. Charles Schroeder, 4-17 IN UPAR
T
he Mission Essential Fitness Center on Fort Bliss echoes with the clanking of weights and the grunts of exertion as Soldiers and leaders of the “Buffaloes,” 4th Battalion, 17th Infantry Regiment, 1st Brigade, 1st Armored Division, participate in physical training sessions with a strength and conditioning coach giving words of encouragement. Rob Shaul, a native of Pinedale, Wyo., came to Fort Bliss to educate leaders from the ‘Buffalo’ battalion for three weeks in December. Shaul, a self-educated yet certified strength and conditioning coach through the National Strength and Conditioning Association, has attended seminars and certifications through CrossFit, Gym Jones, U.S. Weightlifting, and Athletes’ Performance. He is a 1990 graduate of the U.S. Coast Guard Academy. “It [the purpose of the training] was to teach us the safe and effective ways to use strength training to build the durability and mobility that an Infantryman needs,” said Lt. Col. James Van Atta, the commander of 4-17 IN. “The knowledge that the guys gained in three weeks was incredible. Now we see them using it every day and teaching it.” I was just doing PT with a platoon this morning and the te”chnical training of the lifts is so much safer than we were before. Now they know what the safe aspects of each lift are and they know how to combine those lifts into a bigger work out,” added Van Atta. Van Atta said he looks forward to seeing the implementation over the next six months. The Soldiers now know how to use the program for themselves. “It was a good work out,” said Sgt. 1st Class Douglas Pineda of Burke, Va., who participated in the training sessions. “The trainers really helped Soldiers learn the right form and answered any questions about the exercises.” When asked about the physical readiness of the Soldiers he met from the battalion. Shaul noted, “Overall, pretty darn good. The Soldiers who hadn’t been strength training were weak - as expected, but responded well. There were a handful of very strong and fit individuals who had been training on their own before we arrived. We worked with the Recon Platoon, and those soldiers were pretty impressive.” “We understood going in many of the soldiers we’d be working with had limited or no barbell and/or strongman training experience and we wondered about learning curve
issues for some of the exercises. Subsequently we deployed the most effective, yet basic exercise menu possible to achieve our programming goals with the 4-17th. It worked we had great strength gains and results from the soldiers we worked with.” After the last day of training, Shaul gave a presentation on his views on exercise. He identified how every Soldier is a professional athlete who uses their body to earn a living. He stated how a Soldiers paycheck depends on their fitness, as does their combat performance and survivability; he also stressed the importance of proper nutrition. “A major impact of poor nutrition is excess bodyweight. Soldiers must ‘carry their engine’ - and an extra 15-30 pounds of fat is going to make it that much harder to ruck, sprint and move. You can’t outwork a [poor] diet,” stressed Shaul. He discussed the “burden” of constant fitness with regards to military service members and how professional Soldiers can never allow themselves to be out of shape. He talked about varying physical training sessions so monotony does not set in. The training was conducted with different Soldiers attending one of 4 daily sessions. A total of 90 team leaders, squad leaders, platoon sergeants, platoon leaders, and various other leaders and Soldiers from throughout the battalion participated in the training. The three-week visit by Shaul was seen as a success by both the Buffalo battalion commander and the instructor himself. When asked if he would be willing to return for another training event Shaul responded, “We were treated very well by the 4-17, and the support we received from the commander- I couldn’t ask for more. We would be happy to return to Bliss in a similar situation.” Left: Spc. David Hecht of Sturgis, Mich., and Spc. Joseph Hardee of Richmond, Va., perform back squats with a 45 lb weight. Both soldiers are assigned to Headquarters and Headquarters Company, 4th Battalion, 17th Infantry Regiment at Fort Bliss, Texas. (Photo by Rob Shaul)
Top: 1st Lt. Henry Leon-Guerrero of the Island of Guam, Staff Sgt. William Lamb of Miami, Fl participate in strength and conditioning. The Soldiers are assigned to Headquarters and Headquarters Company, 4th Battalion, 17th Infantry Regiment at Fort Bliss, Texas. (Photo by Jordan Smothermon.)
5
Back to Basics Capt. Christian Cuyno, 6-1 CAV S3
With
the combination of factors to include redeployment, transitioning through the Army Force Generation (ARFORGEN) cycle and lessening deployments against the war on terrorism, brigade and squadron leadership have had the opportunity to refocus on traditional reconnaissance missions and tasks of the unit. Since Sept. 11, 2001, the focus of the Army and thus the cavalry squadron has been the counterinsurgency fight, which has seen the evolution of Cavalry units move away from conducting reconnaissance focused missions operating in small units in a decentralized fashion, to operating in more offensive counterinsurgency as a maneuver unit owning a battle space. Cavalry units have been productive in the counter insurgency (COIN) fight, such as the success of the squadron in its 2013 deployment to Afghanistan. The 6th Squadron, 1st Cavalry Regiment, 1st Brigade, 1st Armored Division, ‘Blackhawks,’ training has being focused on infantry and COIN-centric tasks. As the Army moves away from deployments with COIN missions, cavalry units such as ours will have the opportunity to get back to their more traditional roles in front of the brigade’s main body, including decentralized reconnaissance. The squadron staff, including Lt. Col. Kevin Wallace, squadron commander and Command Sgt. Maj. Uhuru Salmon, squadron command sergeant major, have used several tools to assist with this refocus. They include integrating a reconnaissance METL into the training cycle, sergeants time training, and the Squadron Leadership Development Program otherwise known as ‘Blackhawk University.’ As the squadron progresses through the yearly training cycle and ARFORGEN training model, the focus of that training will be on reconnaissance collective tasks. Although these tasks are prescribed from higher, this year marks the first time the reconnaissance tasks make up all of the required collective. Based on that, the unit has had the opportunity to nest the rest of its training guidance and focus on reconnaissance operations. Consequently, sergeants time training and Blackhawk University become tools for this development. Sergeants time training, held on Thursdays mornings, is the units’ main tool in being able to develop the reconnaissance focus. From the platoons developing their training, to the training being briefed at the squadron training meeting, to the training being executed every Thursday, the squadron and troops have gone through a great deal of progress since redeployment in September. The more recent introduction of Blackhawk University has allowed troop leadership to be further nested with the squadron’s guidance. Blackhawk University requires a troop commander to teach a reconnaissance class to squadron leaders. Classes so far have included terrain analysis, troop leading procedures and fundamentals of reconnaissance. Cavalry organizations have historically being flexible due to the nature of their mission as the eyes and ears of the Army. The past 14 years has allowed units such as the Blackhawks to be engaged in missions where they have been able to employ their cavalry skills in a COIN environment. So while reporting on enemy, terrain and friendly forces is embedded in our doctrine, specifically area and zone reconnaissance, this current training and refocus will allow us to get better at skills that we have not executed during these past 14 years.
6
Top: 1st Lt. Tevin Terpstra, a Soldier with 6th Squadron, 1st Cavalry Regiment, 1st Brigade, 1st Armored Division, conducts land navigation training at Fort Bliss, Texas. Middle: Pv2 Joey Salvador and Pv2 Austin Vanwaes, both Soldiers with 6-1 CAV, set up an observation post for training. Bottom: Pv2 Karl Kinsman, a Soldier with 6-1 CAV, trains on a precision lightweight GPS receiver, PLGS. (Photos by 1st Lt. Sean Begay)
What it means to be Field Artillery 1st. Lt. Tobias Duncan, 2-3 FA UPAR
C
onsisting of three distinct parts, there is far more to the field artillery than loading and firing artillery rounds. Just like a human body, the field artillery is not complete without each part. The “brawn” of the Field Artillery consists of disciplined cannoneers, quickly and efficiently sending explosives miles through the air onto the heads of our nation’s enemies. The “eyes” are the forward observers who quickly and accurately identify enemy forces and provide this information to firing units. The Fire Direction Center (FDC) is the “brains” of the Field Artillery, which quickly provides accurate technical firing data to the gun using digital systems or simply charts, or their brains if necessary. Few things compare to a well trained cannon crew flawlessly performing their duties. Each part of the cannon crew is essential in the processes of quickly and accurately firing rounds on the enemy. The gun chief, gunner, ammo team chief and each cannoneer must be completely in synch for the process to function effectively. The cannon crew rehearses each movement over and over until it becomes as natural as breathing, all the while motivated by the “BOOM” of the artillery. A 13B artilleryman is far more than a lanyard puller. He is proud and disciplined, expert of his trade but also ready at a moment’s notice to pick up his rifle and stand beside his maneuver brethren he has so long protected from afar. He will be called a “Red Leg,” and will carry out the duties of the infantry to his full potential, proving that he is capable of any task set before him. The fire supporters exist wherever our armor, cavalry, and infantry brethren are. While their entry-level task is to quickly and accurately send target locations to the artillery unit, there is much more which encompasses a fire supporter than simply this task. He must at all times be capable of coordinating the destruction of enemy forces by means of
surface and air delivered munitions alike. He must be capable of working hand in hand with the joint assets to ensure both the destruction of the enemy and the safety of the maneuver forces. While the members of the artillery batteries have mentors constantly checking their work to ensure safety, the fire supporter is often isolated from other members of his profession. For this reason he must be self motivated and disciplined. He is the “eyes” of the field artillery and must always be aware of his surroundings, always learning and never forgetting what is most important. Their safety must never leave his mind and he will do whatever is necessary to support the infantry, armor or aavalry Soldier by which they stand. Though his desire is to rain steel down on the heads of the enemy, he is always willing to do whatever is asked of him. While the cannon crew is physically sending rounds down range, the FDC is busy ensuring each round lands exactly where the observer requests it. The fire direction specialist must keep his mind sharp, for it is his most valuable weapon. Always prepared to push computers aside and rely on their brains and computational tools made from wood and paper. Firing data must be computed, whether digital systems are working or not. While the job of the 13D may not seem as glamorous as that of the cannon crew member, accurate field artillery would not exist without fire direction. No matter what job the artilleryman holds, we all aim for destruction of the enemy and safety of our supported force. The artilleryman strives endlessly to destroy, defeat, or disrupt the enemy with integrated fires to enable maneuver commanders to dominate in unified land operation. This is what it means to be field artillery; this is what it means to be the King of Battle.
Top: Pv2 Frank Daka and Pfc. Wilbur Davis, both Soldiers with Alpha Battery, 2nd Battalion, 3rd Field Artillery Regiment, 1st Brigade, 1st Armored Division, load a 75mm M1 Howitzer in preparation for Retreat at Division Headquarters, Jan 22. Above: Staff Sgt. Ernesto Victor, Bravo Battery, 2-3 FA sets up a M777 Howitzer on a training range at Fort Bliss, Texas in preparation for a photo shoot for the YANK’s cover photo. (Photos by Staff Sgt. Kristen Duus-Vasquez, 1/1 AD PAO)
7
Using history to bridge generational gaps
with the Army identity as a profession of arms. We need to ensure our unit history and lineage remain a fundamental ingredient in the recipe which makes up our profession of arms. Recently we had the honor and privilege 1st Sgt. Jaime Castro, 16 EN BN to activate the 16th Engineer Battalion, a unit rich in history, tradition and pride. We watched ow that the Army is finding itself a less deployed as Soldiers and leaders from around the United force, we as leaders need to use our proud history States swarmed to support the re-birth of the and lineage as a resource to connect this all-vol- “Catamount Battalion.” This battalion, like many unteer Army with the generations of Soldiers who other engineer battalions, was deactivated under have gone before, just as we used the Army Values modularity and replaced by a Special Troops Batof Loyalty, Duty, Respect, Selfless Service, Hon- talion or in some instances, even separate comor, Integrity and Perpanies. Having served in sonal Courage, to cona Special Troops Battalnect a generation in an ion, what I found missera of persistent coning was the Soldier’s flict. sense of pride and be At least two seplonging in their unit arate generations exlineage. Of course, we ist in each and every rallied around the Army battalion within our Values, but the deep Army today; one generrooted sense of pride ation-- those born afthat came with being a ter 1980-- fulfills the “Catamount” or the like, direct leadership role, was not there; there was whereas, the generation no organizational hisborn before 1980 occutory that Soldiers could pies the organizational rally behind or connect leadership role. Most, with. if not all of the orga In the end, it didn’t nizational leaders grew Lt. Col. Mark Nadig, 16th Engineer Battalion, 1st Brigade, 1st Armored Division matter whether it was up in an Army where the battalion commander (left,), Command Sgt. Maj Jerod Palmer, 16th EN BN com- the 16th Engineer BatArmy Values were some- mand sergeant major (center,) and Col. Ross Coffman, 1/1 AD brigade com talion, or the 16th Inmander (right,) uncase the battalion colors during an activation ceremony for thing new while those the battalion at Ready First Field, Dec. 6. The battalion was reactivated into the fantry Regiment, the in a direct leadership brigade six years after it was deactivated. unit history and lineage role never knew of an (Photo by Staff Sgt. Kristen Duus-Vasquez, 1/1 AD PAO) grounded itself within Army without them as that common bond. the formation and began to flourish immediately. Each generation may be considered its own This pride came to fruition and spread like wildsubculture. Each has its own unique view of au- fire in one-tenth of time that it had taken the thority, different personal values, how they view Army Values to take hold. I believe it is because work and life balance and how much they value ed- unit history and lineage is easier for a young ucation, money and happiness. Soldier to digest and connect with because it The Army Values have helped the Army to tran- gives them a greater sense of identity. And so scend those differences and those beliefs and have it became evident when the 16th Engineer Battalbrought us together as a team. ion stood up, Soldiers easily rallied under the It is wise to re-connect and learn from our battalion colors and alumni of the organization past generations of veterans who are an available traveled from all over the country to attend the resource for our Soldiers to connect and share activation ceremony and share in the continued their Army story with. and storied history of the “Catamounts.” This is where Army history, tradition and We watched as multiple generations came tolineage come into play. The traditions and lin- gether and shared in the Army Story. They were eage of a lone unit can easily bridge the genera- not there solely because of a unit name, they were tional gap where the Army Values cannot. Not only there because of the unit’s history, a history can an organization learn and grow from studying that could transcend all generational gaps and its traditions, but they can develop lifelong ranks and inspire espirit de corps. mentors who can provide a unique insight into the From my fighting position, as we find ourArmy and unit history. selves less deployed, this is the time to re As we find ourselves no longer abroad, we connect with our Army history and unit lineage. should reach out to better embrace and understand We should use our rich history as a rally point our Army and unit history. By doing this, we are to assimilate our Army and its veterans to build helping each generation of our veterans connect bridges between generational gaps.
N
8
What do the Providers say?
The Infantry goes, “BANG! BANG! BANG!” The Artillery goes, “BOOM! BOOM! BOOM!” The Engineers go, “HAMMER! HAMMER! HAMMER!” What does the 501st BSB say??? Staff Sgt. Mike Carrigan, 501st BSB UPAR
M
any people know an infantry unit fights, an artillery unit fires big guns, engineers either build it or destroy it, but what does a BSB do? Most will say a Brigade Support Battalion, or BSB, is the “Beans and Bullets,” which may very well be what most Soldiers care about. So long as those Soldiers have their food and their ammunition, they are ready and set to fight. But, the ‘beans and bullets’ are just the tip of the iceberg, as the BSB brings much more to the brigade fight than most realize. Without the BSB, could the brigade even be in the fight? The Soldiers who make up the BSB are one of the most diverse collections of job skills in any single unit. From truck drivers delivering food to the cooks who cook it; mechanics to fix the trucks and supply specialists who get the mechanics the parts they need; command and staff to ensure the Soldiers have what they need to the ammo storage Soldiers who count each bullet; the medics to make sure we are fit to fight and the mortuary affairs who make sure every Soldier gets their ride home; and so many more in between. The 501st Brigade Support Battalion has been an integral part of 1st Brigade, 1st Armored Division since the beginning of World War II. The 501st BSB was present in Italy and Germany as
the brigade and division earned the nickname bestowed upon them, “Old Ironsides.” When the division was reactivated in Germany for the Cold War, the 501st was there, ready to move supplies and resources. The battalion was a major factor in getting the troops and equipment to Iraq for Operations Desert Shield and Desert Storm. We were there again for Operation Iraqi Freedom and most recently in Afghanistan for Operation Enduring Freedom. While in Afghanistan, the 501st not only kept the 1st Brigade in the fight but also had a critical role in the drawdown of supplies and materials, known as the dreaded word, “retrograde.” Mention the term retrograde to any staff officer, truck driver, or security element and you may even see a cringe. From December 2012 to September 2013 the 501st BSB conducted 485 tactical convoys, assisted in closing
or transferring 25 infrastructures, and care for 5,000 patients within the READY FIRST footprint. They moved supplies, fed Soldiers, repaired equipment, and operated their own 3,000-Soldier Forward Operating Base. At the same time the 501st BSB performed the retrograde mission moving 3,500 pieces of equipment, containers of excess supplies, and scrap out of the area and consolidated for movement back to the United States. So when someone asks what does the 501st BSB do I always answer, if the infantry fights the war, we, the 501st BSB move it.
Left: Spc. Kyle Gipp, Bravo Company, 501st Brigade Support Battalion, 1st Brigade, 1st Armored DIvision, tops off the oil on a HMMWV ambulance during vehicle services at Fort Bliss, Nov. 20. Top: Cpl. Michael Alfonso, A. Co., 501st Brigade Support Battalion, 1st Brigade, 1st Armored Division, prepares to fuel a Stryker getting ready to go to the field at Fort Bliss, Nov. 20. Above: Spc. Jasen Price and Sgt. Kakala Loketi, Headquarters and Headquarters Company, 501st Brigade Support Battalion, 1st Brigade, 1st Armored Division, inspect a vehicle and trailor prior to moving it for repairs at Fort Bliss, Nov. 20. (Photos by Staff Sgt. Mike Carrigan, 501st BSB UPAR)
9
How we fight today, 2-3 FA, Fort Bliss
10
President Roosevelt’s original note to troops, published June 17, 1942.
11
Have a voice in the YANK! Send all questions, comments or suggestions to our editors. We want to hear from YOU! Private message the editors through the Brigade Facebook page or email us directly. Do you draw? The YANK wants to publish your comics or drawings! Contact the editors. Staff: Senior editor: Capt. Jennifer Dyrcz Layout/design, editor: Staff Sgt. Kristen Duus-Vasquez Editor: Sgt. 1st. Class Joseph Wilbanks Contributing writers: 1st Lt. Cristian Amarante, 1-36 IN 1st Lt. Charles Rowell, 3-41 IN 1st Lt. Charles Schroeder, 4-17 IN Capt. Christian Cuyno, 6-1 CAV 1st Lt. Tobias Duncan, 2-3 FA 1st Sgt. Jaime Castro, 16th EN Staff Sgt. Mike Carrigan, 501st BSB Contact the editors: jennifer.e.dyrcz.mil@mail.mil kristen.l.duus.mil@mail.mil joseph.w.wilbanks.mil@mail.mil Facebook: 1st Brigade, 1st Armored Division Ready First COL Ross Coffman Twitter: @ReadyFirst6
You tell us WHERE and WE will take the photos. Send your photo suggestions to the editors! YANK, the Army Weekly, was a magazine published by the United States military during World War II. The first issue was published with the cover date of June 17, 1942. The magazine was written by enlisted rank Soldiers only for service members stationed overseas. YANK was published at facilities around the world, for a total of 21 editions in 17 countries. It was the most widely read magazine in the history of the U.S. military, achieving worldwide circulation of more than 2.6 million readers.