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Show The Dugway Mall? Over the years building 5326 has housed many activities. When English Village was begun in 1952, the building was originally a cafeteria. After several troops were ed out of Dugway, the cafeteria closed because of a lack of business. Most recently it housed the Comptrollers activities, in- cluding the Finance and Accounting Division. Last year Finance and Accounting was moved into headquarters building, leaving the building vacant. It is now the new location for the Post Office, Dry Cleaners, Credit Union, and Clothing Sales. Die Four Seasons Store and the Thrift Shop are expected to move into the building around the middle of February. The Clothing Sales Store was previously housed in Bullene Barracks, a long walk from the main English Village area. Now the store will be in a convenient location in building 5326. The Poet Office moved out of its old surrounding last week and moved into the building formerly occupied by the Comptrollers Office. Here Sp4 Clemmis Floyd purchases stamps from Postmaster Richard Bell in the post offices new quarters. FOUR SEASONS px L L MEN jabliEH Abrams: People Are the Army "People are our most beimportant resource. lieve that there is no place where this statement is any more applicable than the United States Army. With die reorganization of office locations in 72, the finance offices were moved to post Headquarters and construction and renovation began. Partitions went up, and areas emerged that would be home for the post office, clothing sales. Credit Union, Thrift Shop, Four Seasons, and post dry cleaners. "People are not in the Army; they are the Army. Every effort must be made towards insuring that our men and women receive the finest care and the best leadership that is FLOOR PLAN BLDG. 5326 humanly possible. Creighton W. Abrama General Chief of Staff "Nothing Use is worthy of their dedication and sacrifice." (ANF) t People programs aim for better Army The Credit Union has also been moved in an effort to centralize the many activities that are frequented by Dugway personnel. Professionalism The Army feels its professionalism has-bestrengthened by: Modification of Basic and Advanced Individual Train"hands-o-n ing. Emphasis is now placed on instruction. Decentralization of training authority down to company level. Establishment of the Combat Arms Training Board to help service schools become more responsive to the needs of individuals and units in the field, both active and reserve. Institution of adventure training. This ia characterised by innovative unitindividual training to develop and mutual confidence. Expansion of the Genera Education Development en self-pac- ed self-relian- ce Program. Assignment stabilization' of commanders (company through brigade) and key NCOa. Expansion of centralized career management for enlisted personnel (MECCA). Phases I and II are complete and include E7s through E9a. Ultimately, the program will be extended to include E5s. Development of teats to measure civilian acquired skills. This results in a better match between the soldier and an appropriate job. Returning soldiers to soldiering by providing resources to release them from details such as KP, trash runs, etc. Providing for focused pay. This includes pro pay for career counselors, expenses for recruiters, increased ROTC cadet allowances ami enlistment bonuses. Establishment of a Special Assistant for Training (SAT). The SAT'S mission is to increase the effectiveness of the Army as s fighting force by improving the training and motivation of both individuals and units. i Implementation of 68 Board for Dynamic Training recommendation! to improve training for combat and units, both active and reserve. (ANP) other-than-comb- Army life The Army made significant progress in improving the life style of its soldiers while eliminating many sources of dissatisfaction.' Actions taken to date include: Bachelor Enlisted Housing. Under Quick Fix program, privacy is to be provided for over 40,000 enlisted men in existing barracks. Fiscal year (FY) 1972 and 197 barracks modernization are providing 69,616 adequate spaces. cubBarrscks furniture. For each two-- to four-ma- n icle, there will be a desk, chair, lamp and rug. Washers and dryers will be available in bachelor housing. Coin operated machines have been replaced by free ones. Laundry and dry cleaning services have been improved and delivery, and by better pick-u- p points, central pick-u- p hanger service. More community support facilities. The FY 1973 program included $45.6 million for chapels, schools, commissaries, recreational facilities, etc. Program REACH (Recreation, Endurance, Agility, Coordination and Health), an sports program. $23 million will be spent in FY 1973 for improvements in existing family housing units such as modernised kitchens, bathrooms and utilities. $16 million in FY 1978 will be used to modernize the Army Food Service System. Elimination of unnecessary formations like routine reveille. Liberalised pass policies with no need for pass, no sign in or sign out. Testing of fatigues. Individual mail boxes in new and modernised barracks. Human Relations workshops in USAREUR, USAR-PA- C and 19 CONUS posts. Mileage pay tables revised with a five per cent increase in distance. (ANF) on-du- ty wash-and-we- ar THE Army has introduced many programs to develop a capably led, highly competent fighting force which would attract motivated, qualified people without the aid of the draft. ALL of these programs are aimed either at strengthening professionalism, enhancing Army life or developing a modern accession system. Modern accession To assure that the Army meets its basic objective of nonreliance on the draft by June 80, 1973, many initiatives have taken place to attract volunteers. Among them are: Increased Entry Options. There are now 35 in effect, 14 since January 1971. THESE modernising programs were primarily designed force. But they also provided the impetus for many changes that are essential for any type of modern Army. FOR example, the modernisation programs provided the push toward soldier-oriente- d programs and more than doubled the pay of lower grade enlisted men. to pave the way for an THEY provided commanders with the resources snd authority to overcome the effects of a lack of resources during the height of the Vietnam conflict. THE modernizing programs also presented an opportunity to improve the quality of personnel, provided the command emphasis needed to turn the Army's orients tion from war to peace and enabled the Army to experiment with various ideas and concepts. AND, probably most important in the long run, they became a banner to improve the Armys public image and establish a healthy atmosphere for change. (ANF) Included in the options are such programs as Unit of Choice, Civilian Acquired Skills (which now includes 66 military occupational specialties), Combat Arms, Buddy Plan, Training and Travel, US Army RA, Officer Candidate and Flight School. 1 Paid Advertising. During fiscal year (FY) 1973, $26.7 million will be spent on advertising for recruits. The advertising contract is handled by N. W. Ayer, which won it on a competitive basis. Expanded and Improved Recruiter Force. The assignment of recruiting personnel is now given a high priority and their numbers have increased. As of Sept. 30, 1972, there were approximately 4,700 recruiters on production, 1,629 recruiting stations and 64 recruiting main stations. Pro pay of $50 per month is part of a recruiters pay. Retention. There are now 23 reenliatment options in has been exeffect snd the maximum tended to 18 months. There are also various reenlistment bonuses. break-in-servi- ce Entrance Facilities and Testing. This includes a reduced number of waivers, a selection center experiment to test new procedures for enlistees with no prior experience and the implementation of 13 Project AID (AFEES Improvement Plan) recommendations. The enlisted 9,500 in open to Women's Army Corps (WAC) had its programed access ions increased from 6,000 in FY 1972 to FY 1973. The number of authorised MOSs not enlisted women has been reduced to 48. (ANF) Bernard W. Rogers Lieutenant General Deputy Chief of Staff for Personnel When- - we talk about the United States Army, we must talk about the total Army, to include not only our active duty personnel, but also o ter reserve components, civilian personnel and dependents. "All told, there are over three million people in the Army family. Each group has its own needs and makes its particular contribution to our Nations security. "As the 'people managers of this family, it is our responsibility to see that the needs of the Army family are met and no obstacles hinder its accomplishments" (ANF) |