Review: One Nation Under Gold, part 1

All over the world, the U.S. dollar is a symbol of American strength. As a fiat currency, the value of the dollar is based on the relative strength of the U.S. economy (among other things, yes), so this seems appropriate.

So why, then, did a return to the gold standard come up during the Republican primary debates? What do they have against an independent dollar?

Americans have long regarded gold with a peculiar fascination, and gold's influence is felt throughout much of our history. The earliest Jamestown settlers hoped to find it, gold rushes have fed its mania since the 1790s, and even during the Great Recession it served as the ultimate secure investment.

Even today, there are those who argue that a return to the gold standard would help alleviate many of our economic problems. So then, why does every economist recognize this as a certifiably BAD idea?

To understand the benefits and disadvantages of such a decision, it helps to know the history of America's relationship with gold, and that's what James Ledbetter's One Nation Under Gold is about.

Ledbetter traces the role gold has played since our independence, and in the process shows that the desire to acquire, amass, and control gold has played an powerful role in our economic and political history.

Before reading the book, though, you need to understand three underlying economic principles about currencies.

First is that money serves two functions. It serves a medium of exchange in that it's more useful than lugging around an ox looking for someone to barter with. You need to find something that's valuable to the people you deal with, and your need it in just the right quantities to make it rare but still accessible. Money also serves a store of value, so it needs to be something that's not prone to mold, rust, or decay.

To meet these needs, different things have served as money in different places and times, with corresponding advantages and disadvantages. Rice worked well in 1600s Japan because everyone could use it (land value was even determined by how many koku (石) of rice it could produce), but it didn't work well as a store of value. Wampum worked OK in America's pre-colonial period as a storage of value, they weren't universally accepted.

Precious metals like gold and silver work well for both these functions, but not perfectly. If the world economy completely collapses in a massive, apocalyptic crisis one day, all the gold in the world won't help you find something to eat. It will lose its value. And as a store of value, precious metals are more vulnerable to theft.

The second principle is that no matter what you use as money, you can control only two of three variables: convertibility, interest rate control, and price stability. In the 1980s, Argentina pegged its currency to the U.S. dollar to end its inflation problems. It got convertibility and price stability, but lost its ability to control interest rates. In 1997, prices and interest rates in China were mostly unaffected by the 1997 Asian financial crisis, but this was because it had instituted currency controls (sacrificing convertibility).

And in Japan's "Lost Decade," you can see problems with price stability. Japan maintained convertibility with the world economy, and lowered its interest rates to almost zero. Nevertheless, this wasn't enough, and in the days before "Quantitative Easing" the destruction of capital resulted in deflation.

With a gold standard, a country essentially pegs their currency's value to that of gold. If new gold mines are discovered, the currency experiences inflation. If you raise the interest rate to combat inflation, it may hurt the economy at a really bad time. If there's a discrepancy with the interest rate, gold may flow out of the country. And if you institute currency controls to limit that, you cut yourself off from the global economy. When the U.S. operated on a gold standard, the dollar saw all of those things.

Third is that time will force you to change your choices, and usually at a time that's not of your choice. The Argentinian economy bubbled when the U.S. interest rate was too low for what the Argentine economy needed, and when it crashed it had to break its dollar peg. To better integrate with the world economy, the Chinese did the same, and adjusted their currency controls. And the United States, facing an increasing flow of gold out of the country throughout the 1960s, had to finally drop the gold standard in 1973.

With these principles in mind, the American experience with gold will make a lot more sense. The next post will cover each chapter in One Nation Under Gold, and talk about how developments throughout the world led to changes in the U.S. dollar's relationship with gold.

Review: Garrison PTSD

In this book, author Marshall Roy details 50 reasons why he left the Army. At only $2.99, the Kindle version voices all the ways the Army drives people crazy (at least at the company level), and is fun for sharing in a circle of peers.

Roy was an engineering major in an ROTC program who was branched Transportation by the "needs of the service." He had one deployment to Afghanistan, and seems to have left as a captain soon after his deployment and four-year service obligation were complete.

From the way he describes his experience, I can't say I blame him. The Army's not for everyone, especially those who strive to make things efficient, professional, and rational. Here's a summary of his points, which I've grouped into six types:

1. The Army's inefficient, wasting people's time and taxpayers' money.
   • (1) In/out processing takes too long.
   • (2) Multiple daily formations that waste time.
   • (4) The PCS-ing-in-2-months guy who won't do anything
   • (5) The 18-year-man who won't do anything
   • (6) Warrant officers who don't do anything
   • (7) Department of Defense civilians who don't do anything
   • (10) Unapologetic, late leaders
   • (11) PowerPoint communication -- the way form trumps function for even trivial decisions
   • (12) Officers as mere office administrators, not leaders
   • (13) Equal opportunity classes as mere CYA for higher-ups
   • (19) Mandatory online training without enough computers to do it
   • (20) Lack of "high density" training. Army time is not like the commercials -- 95% is completely un-fun.
   • (21) The 4 mile run in 36 minutes requirement -- is exercise really about physical fitness, Esprit de corps, or leaders' ego trips?
   • (23) USR and other digital systems. They're meant to gain visibility on subordinate units' deployment capabilities, but seem to be huge wastes of time and aren't used during deployments
   • (25) UCMJ sucks up so much time. Let civilian law enforcement deal with problems.
   • (27) Meetings, meetings, meetings (and the need to be 15 minutes early while the leader is 15 minutes late)
   • (28) Cutthroat officer competition rather than cooperation
   • (31) Safety stand downs that brief well but affect nothing
   • (32) The 24/7 mentality
   • (33) Basic issue items and the need for accountability, despite their general uselessness
   • (37) Lack of time to become professional. "The Army is all about preaching the term professional soldier. But if on average you never do a job for more than two years how professional can you ever be?"
   • (40) Crazy OPSEC is systems. You've got a bunch of different systems to communicate with different nations and players, but it leads to more time needed just to communicate. (Meanwhile, soldiers know more than officers because they're are posting convoy movements on Facebook.) Plus, monthly USR reports are classified, but getting access to a classified system is ridiculous.
   • (41) Encouraged financial irresponsibility (the perennial government budget issues)
   • (42) Camouflage. Despite millions spent for the designs, "I seriously doubt whether many casualties have been inflicted or prevented recently due to lack in camouflage design."
   • (43) Dog and pony shows. When generals plan visits, people have to "work late for weeks beforehand to make a huge fake impression" on the VIP and his whole entourage.
   • (48) 250 mile paperwork. If you want to travel outside the 250 mile radius around your post, you have to do obscene amounts of paperwork. Some commands required this on 4-day weekends even if you didn't leave your home.
   
   
2. The Army has wrong ideas of fairness
   • (14) Unequal pay for single people
   • (15) Appointment malingerers
   • (16) Equal Opportunity - the Army observes gender privacy, but not sexuality privacy
   • (17) Equal Opportunity - the Army should not have different performance standards based on gender
   • (22) APFT inequality. There are different standards for different demographics. And despite all the gazillions spent to develop a new APFT, in the end it was scrapped and we kept the old one
   • (26) Running fall-outs. The Army values cohesiveness, but can't enforce standards
   
   
3. Arbitrary or ineffective management/human resource practices
   • (3) Mass punishment. The idea is to force units to exercise peer discipline, but just pisses everyone off.
   • (30) Dealing with FG officers being out of touch with reality. They lack basic management concepts of responsibility and scope of authority. ("I don't care who's responsible for it! I just want it done!")
   • (35) Evaluation reports are pointless. If you're in a staff job with earlier year group peers, no matter what you do, they will get the better evaluation (being closer to their promotion board)
   • (38) The fortune cookie career. Roy had an engineering degree, experience, and a letter from the Corps of Engineers saying they wanted him. Nevertheless, he was branched Transportation.
   • (45) Awards inconsistency. One gets three awards just for joining these days (GWOT, ASR, & NDSM), and four for deploying to Afghanistan (OSR, ACM, NATO, and ARCOM). Deployment awards are written at the six month mark to accommodate all the revisions that are necessary. Plus, all awards require a perfect write up, but each echelon has a different writing style, and it seems no one ever publishes an SOP about what they want.
   • (49) Complicated quitting. It takes a lot of time and paperwork to quit the Army. Currently, the Army says you should plan things out about two years before you would actually leave, but officers who are selected for separation or resign their commissions have only six months before they're out.
   
   
4. The Army lifestyle
   • (39) Living out of a suitcase. You don't have much of a social life working 60 hours a week, not including field exercises and staff duty.
   • (50) Two deal breakers (Time and Duty station location). Time in the sense that the Army has no compunctions about using up your time, and frequently requires 12 hours or more of your day. Location in the sense that you have just about no choice where you will go.
   
   
5. The Army has wrong priorities
   • (18) SHARP. The battalion commander on his deployment stated his "CCIR" wake up criteria -- if there's indirect fire don't wake me, but wake me if there's a sexual assault allegation
   • (24) Personnel quality vs. quantity. Low quality personnel became "force detractors" from the mission
   • (34) inherited messes -- no one has any incentive to clean things up during their time in a position.
   • (44) Army medical. You can't just take a sick day, even if your hacking cough causes you to vomit. You have to see a doctor, and specifically get a quarters profile. But doctors will more often than not give you a minor medication and tell you to check back in a week. (Motrin is a popular prescription.)
   • (47) War on Terror. You can't fight an insurgency with conventional forces. (Interestingly, the Army's current presence in Afghanistan seems to be taking his advice.)
   
   
6. The Army's hierarchy facilitates abuse and toxicity
   • (8) Napoleon complexes
   • (9) All the various leaders who can make your life miserable
   • (29) Superiors undermining second lieutenants, treating it as a rite of passage rather than valuing them as future leaders.
   • (36) The way seniors get moved up for messing up. Getting moved out of a job promotes career diversity and gets someone an easier job. Generals get "forced to retire."
   • (46) Investigations. He did four. JAG always says, "this is your primary duty," but it never is. His worst experience involved a policy (forbidding warning shots) that was changed, but not communicated. A soldier then unknowingly violated the new policy, and was brought up on charges. Roy recommended against punitive action, which seems like a proper action, but got reprimanded by the battalion XO for not taking a harsher line. The easy criticism (from someone who doesn't leave the base) rankled him.
   
   

From a technical perspective, Roy's book can be a little hard to read. The Kindle version isn't divided into chapters -- it's just a laundry list of indictments meant to justify his decision to leave. In addition, his book would have benefited from a copy editor who could trim down the text and correct some of the errors (i.e. "Fort Louis").

Nevertheless, I think it should be required reading for every cadet and junior officer, as it makes a great list of leadership pitfalls to avoid. If, by the end, you can stay committed to the Army despite all of the garbage Roy describes, then you've probably got what it takes to stay in.

The four health care outcomes

From what I understand, there are four ways we can model the health care system in the U.S. Each of these have their advantages and disadvantages:

1. Socialized medicine. This system is used in many other industrialized countries, such as Canada, South Korea, and many European countries. The positives are that health care costs are contained and everyone is covered. The negatives are that health insurance industry is effectively nationalized, most people don't receive the level of care that they're willing to pay for (both rich and poor), and patients are no longer customers -- they are recipients of a public good.
   
   
2. The current system (under the Affordable Health Care Act). Everyone must have health insurance, hospitals are required to treat everyone, and health insurance companies must provide a minimum standard of coverage. The positives are that everyone pays into a system from which everyone can benefits (a correction of a problem in #3) and people can get the coverage they want (with a certain minimum). The negatives are that premiums can be too expensive for the poorest parts of society and there have been uneven transition costs, especially for rural areas.
   
   
3. The old system. Health insurance was optional (and often employer-based), but hospitals were required to treat everyone. This led to an unsustainable, "eroding river bank" problem, where fewer and fewer people had health insurance, all while it became more and more expensive. The positive aspects were that young and healthy people could save money by not having coverage, and the poorest elements of society could still be seen in an emergency room.
   
   
4. Dying on the streets. This was how it worked prior to the Reagan-era 1986 Emergency Medical Treatment and Active Labor Act. [Source] Only the people who were willing and able to pay for health insurance received its benefits (at least until they qualified for Medicare), so it was financially sustainable -- the people who paid into the system were the ones who received its benefits. However, it led to some undignified actions. Hospitals would discharge sick patients who didn't have insurance or dump them on other institutions, where they were twice as likely to die.

I've seen how the first three work. As a military service member (and a former resident of South Korea), I've spent the past 15 years living in that kind of system, so I'm OK with it. However, for the U.S. to adopt it universally would require Americans to have a different mindset than they're used to.

The rich would have to come to terms with the fact they will not get the best treatment their money can buy. The middle class would have to accept that they will have to wait in line for services they once could get immediately. Are they willing to do that in order to benefit the poor?

In my opinion, the change in thinking would be the hardest to overcome.

More Transition Assistance seminars

Today I packed in three seminars:

• Advanced resume techniques, 8:30-10:00
• Dressing for success, 10:00-11:00
• Interviewing skills and salary negotiations, 1:00-3:00

Unlike the first six Soldier For Life-Transition Assistance Program (SFL-TAP) seminars I went to, these were completely optional. Nevertheless, I figured it was better to go to them, for two reasons:

1. They might have something for me that I didn't already know, and
2. I don't like spending any more time in the office than absolutely necessary.

Advanced Resume Techniques didn't really offer a whole lot of new information, but it did refer to the 2018 resume buzzwords.

Dressing for Success simply stated that you need to dress in a way that's appropriate for the kind of work environment you're going into. A suit and tie is not appropriate for an interview at a tattoo parlor or body piercing shop; long, black-painted fingernails are not appropriate for men applying at defense contractor.

Interviewing Skills was really about how to answer stupid job interview questions, such as, "Why should we hire you rather than someone else?" and "What kind of animal would you be?" Link to others. This is unfortunate -- I'd have preferred to answer *real* questions -- but I realize everything is job-related. The only commonality across all jobs is the potential for stupid questions.

Salary negotiations was pretty straightforward:

1. Don't talk salary until after the job offer.
2. Do your online homework to determine a fair salary.
3. Pad it and use your unique qualifications to justify it.

In retrospect, there were a few things I learned, but not a lot. Regardless, it completely met the objectives in Reason #2, so I was happy with how I spent my day.

Finance brief, VA Benefits II

Instead of doing Lightning Forge-related work at Schofield Barracks today, I dressed in business casual and attended some Transition Assistance Program seminars.

The first one was the was the Finance Brief. It lasted from 8:00 to 2:00, and covered the basics -- creating a budget, maintaining your credit score, and some investing basics.

Given the vast majority of the roughly 40 in attendance were junior enlisted (I was one of only three officers), I'd say the brief was well-suited for its audience. When asked if there was anyone who had a mortgage, I was the only one who raised their hand. Many had never worked outside the Army.

Although the instruction ended at about 12:00, we each had to produce an annual budget before we could be marked off as complete. This took up the remaining time.

I was in no rush, since I had to be back at 2:00 anyway, so I let others knock theirs out first (so they could leave). But I also had a few information gaps that prevented me from making a truly effective budget. At the moment, there are four things I don't know:

1. How much my VA disability will be (50 percent?)
2. When the VA will finish their determination (and when I'll be available to start a new job)
3. What I'll be making at this new job (it won't be the same)
4. Where I'll be living in a year (Hawaii? Mainland? Overseas?)

As a result, my budget had to make some huge assumptions that made it fairly useless. For my purposes, I think it's better to simply stick with the system I already have, which is less predictive and more like a ledger.

Nevertheless, I found the seminar was productive. I learned of a bunch of useful websites, saw how much health care premiums *really* cost, and got some estimates on how much my tax withholdings will be.

The last time I worked a civilian job in Hawaii was 2003, and deductions sucked up over 30 percent of my paycheck. This included insurance, taxes, health care, and Social Security. It was one of the main reasons I left the U.S. to teach English in Korea, and I don't look forward to that again.

From 2:00 to 3:30 was VA Benefits Part II. This seminar covered the things that weren't discussed in the previous one -- specifically, more education programs and health care information.

As a medical retiree, it looks like I'll be covered by VA health care, for all its warts and bruises. My family seems to be eligible for Tricare For Life, which is a REALLY good deal compared to what I'm seeing in the private sector.

With these knocked out of the way, I'm done with the required six Soldier For Life--Transition Assistance Program seminars. I have some optional ones scheduled next week.

Q: Is the juice worth the squeeze?

A: It depends on who you ask -- the person getting the juice, or the person doing the squeezing.

This question encapsulates the biggest problem logisticians in my unit face. Nine times out of ten, they're two different people. The person getting the juice will say, "Of course," while the person who has to do all the work begs to differ. The root of the problem lies with the size of the unit.

Although we're called a brigade, it's only because we're headed by an O-6 colonel. As a training unit, we only number about 100 people. This throws our customers WAY off, as they tend to assume we're another 3,000 person unit, just like them. As I often have to explain, we're not.

Consequently, we rely on the divisions we train for a lot of our logistical needs, and this leads to some awkwardness. In the Army, the notion that "Support Implies Subordination" is pervasive. If you're here to support Me, the thinking goes, then you have to do what I say. And my needs are more important than yours.

So even though -- without us -- they might as well be running around the forest shouting, "Bang! Bang!" there are definite limitations on what the divisions will provide. We have to persuade our customers to assist us (the squeeze), just as we assist them.

The other side of the coin is managing expectations for people within my own unit. Just the other day, I got a call from someone with a great idea.

"Instead of making us drive back to the fuel point," they said, "how about you place another fueler where we're at?"

If we lived in a world of infinite assets, there'd be no problem with this suggestion, and we'd hop right on it. But as it is, we don't control the assets we utilize. Every truck and every driver we ask for means one less available to the owning unit, and we're hardly ever their top priority.

So while, in our infinite vanity, we consider every last bit of juice to be absolutely worth it, we're not often in a position to make that determination.

And no matter how much you bug the logistician, I can't change that.

Lightning Forge 2018

Every year, the 25th Infantry Division has a brigade-level exercise called "Lightning Forge." My unit assists in three ways:

1. We plan the scenario according to training priorities. The unit can be focused on either counter-insurgency, decisive operations, or area defense.
2. We coordinate for, and direct, referee-like observers who can provide feedback on how the training brigade did.
3. We monitor the battlespace, tracking battlefield actions through Laser Tag-like equipment.

In short, we're like Dungeon Masters in an old-style D&D game, but with 3,000 individual players.

These tasks are handled out of the Exercise Control headquarters, or EXCON, and comprise about 90% of the operation. The other 10% -- stuff like field feeding, maintenance, and property accountability -- is handled by the Exercise Support Group, or ESG. This is where I work out of.

Within the ESG, my role is a bit vague. Although I am an exercise logistics planner, I was assigned to this particular task only after all of the planning conferences had finished. As a result, I'm not as familiar with the minor details as my predecessor was.

In addition, this is a "home game" for both us and the 25th ID, so there are a lot of things that we had to worry about in California back in January/February that we don't have to worry about here:

1. Food. Everyone assigned to Oahu continues getting their allowance for subsistence, so we don't have to worry about providing food to 95% of participants. And providing food to the people coming from off-island (the other 5%) is very simple -- they get a per diem. Problem solved.
2. Vehicle recovery assets. Most of the observer/referees are coming from units that are also stationed on island, so if they have a vehicle break down, most of the time they can take care of themselves. And if one of our rental cars breaks down, we just contact the rental agency.
3. Personnel accountability. 25th ID is content to let participating units keep their own accountability, so the numbers are a bit fuzzy and can vary day-to-day. And since the exercise is less than two weeks long, we're not going to go kicking people in the teeth for inaccurate reports.

To summarize, the short duration of the exercise and the existence of familiar procedures mean that my role is quite small, which -- to be honest -- is fine with me.

I come in at 9:00, check my email, and monitor any emergent logistical events that demand attention. Every other day I run a meeting at 4:00pm to make sure everyone is on the same page, and then leave at 5:00. It's exactly the kind of job I wish I could do forever.

Alas, I cannot. My time in the Army is winding down, and very soon this chapter in my life will be done.

The fair share vs. the fade out

One of the things I've never liked about Army culture is the way people "check out" when they're close to leaving. There's even a term for people who've put in their retirement application and checked out in their 19th year -- Retired On Active Duty (ROAD). I think it's unprofessional and unethical not to pull your fair share while you're collected a paycheck.

With that said, I think it's also important to prepare the team for your eventual departure and "fade out" in terms of your role within the office. Yet as I near my own "expiration date," I find that difficult to do.

Part of the problem is that I have no replacement, and we're in the middle of an exercise right now. Despite the need for people, I may be gone from the office in five weeks, assuming the VA comes back with a reasonable rating. So while I still want to be part of the team, I don't think I should be the guy "driving the bus" on things.

It's just hard not to, though, when there's no one else who's licensed.

The assignment I'll miss

Despite my impending medical retirement, my branch manager sent out the 19-01 cycle assignment list. It's kind of a shame I can't be a captain longer. Some of these were really interesting to me.

DUTY TITLE	LOCATION
CHIEF PLANS & OPS DIV	AK, FT GREELY
USARAK DEPUTY COFS	AK, JB ELMENDORF-RICHARDSON
DSCA PLANNER	ALASKA
TRANSPORTATION OFFICER	APG, MD
	BELGIUM
AOPSO	CALIFORNIA
CO CDR (BNR STOKES)	CALIFORNIA
COMPANY COMMANDER	CALIFORNIA
MN1 S1-S4 OC/T	CAMP ATTERBURY, IN
BDE ASST S4 OC/T	CAMP ATTERBURY, IN
SR OC/T	CAMP SHELBY, MI
BSB SR CO OC/T	CAMP SHELBY, MI
APMS	CONNECTICUT
SR OC/T	FL, CAMP BLANDING
COMPANY COMMANDER	FLORIDA
INSTR/WTR (OCS)	FT BENNING, GA
INSTR-WTR (OCS)	FT BENNING, GA
BDE S4	FT DIX, NJ
OPNS OFF	FT EUSTIS, VA
LOG OFFICER	FT EUSTIS, VA
TRANS OFFICER	FT EUSTIS, VA
OPN STF OFF	FT EUSTIS, VA
BSB1 MNT/AMMO OFF	FT HOOD, TX
TEST OFFICER	FT HOOD, TX
TRANSPORTATION OFF	FT IRWIN, CA
FSC OC	FT IRWIN, CA
SPO PLAN OFFICER	FT KNOX, KY
SCENARIO PLANNER	FT LEAVENWORTH, KS
TNG STAFF OFF	FT LEAVENWORTH, KS
OPNS OFF	FT LEAVENWORTH, KS
TNG STAFF OFF	FT LEAVENWORTH, KS
OPERATIONS OFF	FT LEAVENWORTH, KS
OPERATIONS OFFICER	FT LEE, VA
ASST S2/S3	FT LEE, VA
INSTRUCTOR	FT LEE, VA
BOLC INSTR	FT LEE, VA
BOLC INSTR	FT LEE, VA
BOLC INSTR	FT LEE, VA
BOLC INSTR	FT LEE, VA
TRANS OFF	FT LEE, VA
CD STAFF OFFICER	FT LEE, VA
CD AO	FT LEE, VA
CD STAFF OFFICER (ILS)	FT LEE, VA
BSB S3 OC/T	FT MCCOY, WI
SR OC/T (S3)	FT MCCOY, WI
SPECIAL EVENTS OFF, PAO	FT MCNAIR, VA
SUST SR OCT	FT POLK, LA
FSC CO OCT	FT POLK, LA
BSB SPO MAINT OCT	FT POLK, LA
HHC BCT CO SR OCT	FT POLK, LA
FSC CO OCT	FT POLK, LA
TF ALOC OCT	FT POLK, LA
PLANS OFFICER	FT RILEY, KS
AMEDD DCC INSTRUCTOR	FT SILL, OK
AMEDD DCC INSTRUCTOR	FT SILL, OK
AMEDD DCC INSTRUCTOR	FT SILL, OK
COMPANY CDR (1ST TIME)	GEORGIA, THE STATE
....	GERMANY
OPERATIONS OFFICER	GERMANY
TF SUSTAINMENT OCT	GERMANY
	GERMANY
MAINTENANCE OFFICER	GERMANY
IG	GERMANY
OPERATIONS OFFICER	GERMANY
LOG OFF	GERMANY
LOG OFF	GERMANY
OPS OFF	GERMANY
TRANSPORTATION OFFICER	HAWAII
LOG OPERATIONS OFF	HI, FT SHAFTER
	HI, FT SHAFTER
	HI, FT SHAFTER
LOGISTICS OFFICER	HI, FT SHAFTER
TRAINING OFFICER IN G3	HI, FT SHAFTER
LIAISON OFFICER IN G3	HI, FT SHAFTER
LOG OFF	HI, FT SHAFTER
LOG OFF	HI, FT SHAFTER
OPERATIONS OFFICER	HI, SCHOFIELD BRKS
SPO PLANS OFF	HI, SCHOFIELD BRKS
S3	HI, SCHOFIELD BRKS
TRANS OPS OFFICER	HI, SCHOFIELD BRKS
COMPANY CDR (1ST TIME)	ILLINOIS
COMPANY CDR (2ND TIME)	IOWA
OPS OFFICER	JAPAN
LOG OPS OFF	JAPAN
ASST SUPPLY MGMT OFF	JAPAN
MN1 S1-S4 OC/T	JB LEWIS-MCCHORD
FA BN S1-S4 OC/T	JB LEWIS-MCCHORD
DEPUTY SPEECH WRITER	KOREA, CAMP HUMPHEYS/OSAN
G3 CUOPS OPS OFF	KOREA, TAEGU
ASST CORRIDOR CON OFF	KOREA, YONGSON
ASST CORRIDOR CON	KOREA, YONGSON
INST TRANS OFFICER	KUWAIT
LOG PLANS OFFICER	MACDILL AFB, FL
SOJTF-4 (LOGISTICS)	MACDILL AFB, FL
COMPANY CDR (2ND TIME)	MASSACHUSETTS
COMPANY CDR (1ST TIME)	MISSOURI
COMPANY CDR (1ST TIME)	NEW YORK
COMPANY CDR (2ND TIME)	NEW YORK
COMPANY CDR (1ST TIME)	NEWHAMPSHIRE
ADV/ARMY REP	NORTH CAROLINA
OPERATIONS OFFICER	NORTH CAROLINA
COMPANY CDR (2ND TIME)	PENNSYLVANIA
CDR CO E	PRESIDIO MONTEREY, CA
DSCA PLANNER	PUERTO RICO
PLANS OFFICER	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF (MAINT)	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
PLANS OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF (MAINT)	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
LOG OFF	ROCK ISLAND ARSENAL, IL
	ROCK ISLAND ARSENAL, IL
ASST AMD OPS OFF DLD	SC, SHAW AFB
HHD COMMANDER	SCOTT AFB, IL
COMPANY CDR (1ST TIME)	TENNESSEE
WTB BN S-3	TEXAS
COMPANY CDR (2ND TIME)	TEXAS
BN OPERATIONS OFFICER	TEXAS
COMPANY CDR (2ND TIME)	WEST VIRGINIA
COMPANY CDR (1ST TIME)	WEST VIRGINIA