Army

FORT INDIANTOWN GAP, Pa. – Ten Soldiers with the Pennsylvania National Guard’s 109th Mobile Public Affairs Detachment were honored during a deployment ceremony Dec. 13, 2025, at the Keystone Conference Center here.
 
Part of the 213th Regional Support Group, the 109th MPAD is leaving their homes and loved ones for a year-long deployment to Europe. They will serve with U.S. Special Operations Command Europe, supporting the Department of War’s European Defense Initiative
 
The Soldiers and their loved ones were praised for their dedication to duty and selfless service during the ceremony.
 
“Every one of our teammates here is talented, has won awards,” Maj. Gen. John Pippy, adjutant general of Pennsylvania, said during the ceremony. “But more importantly, [they] have helped us tell the story of the Pennsylvania National Guard.”
 
Overseas, the 109th MPAD will deliver essential public affairs planning and coverage of SOCEUR’s mission to collaborate, train and provide deterrence alongside allies. The mission affords the opportunity to fulfill the DoW’s mandate to maintain transparency with the public by releasing timely and accurate information.
 
The European Defense Initiative boosts the American military presence and readiness in Europe and seeks to enhance the security and capacity of NATO allies and regional partners.
 
“Readiness isn’t just about repetition and rehearsals,” Maj. Travis Mueller, commander of the 109th MPAD, said. “It’s about character. It’s about staying late and lifting each other through the grind.”
 
The 109th MPAD went through a rigorous training program since 2021 to prepare for this deployment. They trained on multiple physical requirements worthy of working alongside special operations units, including annual 12-mile ruck marches and fitness tests. Soldiers completed multiple real-world media engagements and newsroom visits. Soldiers covered major exercises overseas, including in Tunisia in 2023 and Germany in 2024. In April 2025, the unit endured a field training exercise simulating combat media operations.
 
Additionally, the unit passed a demanding validation exercise of real-world events requiring public affairs coverage, including the production of photo, video and news content as well as media engagement with local news reporters.
 
In all, the 109th MPAD released over 5,329 images, 558 videos and 106 news stories to the public since 2021.
 
“You’re trained. You’re prepared and you’ve committed yourself to excellence,” Col. Jeremy Coleman, commander of the 213th RSG, said.
 
Several deploying members of the unit are award recipients of the Maj. Gen. Keith L. Ware Communications Awards Competition, Military Outstanding Volunteer Service Medal or inductees into the Honorable Order of St. Gabriel by the Army Public Affairs Association.

JOINT BASE MYER-HENDERSON HALL, Va. — The first time I stepped onto the black rubber mat as a Tomb Guard, the world around me seemed to fade into silence. Tourists from all over the world stood only a few feet away, but their voices soon dissolved as they approached. All I heard was my own breathing, the clicks of my heels echoing across the plaza, and the sound of my rifle moving shoulder to shoulder. I stood in silence, every muscle tight with discipline. Every 21 seconds, I took 21 steps, rifle on my shoulder, then faced the city. In that moment, I understood that:

“My dedication to this sacred duty is total and whole-hearted.”

Training had built me for this, the endless hours of studying nearly 17 pages of history about the Tomb of the Unknown Soldier and Arlington National Cemetery, memorizing, polishing, marching, and perfecting movements until they were instinctive. But nothing prepared me for the weight of stepping into that role alone. The mat stretched out in front of me, surrounded by the white marble of the tomb and furrowed brows. The November air was cold enough to numb my fingers. The wind pushed lightly against my cheek, but I did not blink. This moment was not about me; it was about the unknowns.

As I took my first 21 steps, line 6 of the Sentinel’s Creed echoed through my mind:

“My standard will remain perfection.”

The creed had become more than words I memorized. It had become my duty, my honor, my every movement. I repeated its phrases silently as I walked. Every step carried the weight of those whose identities remain unknown but whose sacrifices are eternal.
When I turned to face the crowd, I caught the eyes of many veterans looking up at me. They did not look away once and watched in silence. It reminded me of why precision mattered, not for applause, but for teaching silent respect. I kept my eyes forward, not allowing even a flicker of distraction. The rifle rested firmly on my shoulder, and the metal felt cold, steady, and familiar.

“In the responsibility bestowed on me, never will I falter.”

During my walk, the sun dipped behind a cloud. A shadow fell across the marble, and the temperature dropped quickly. The cold crept into my fingers, but I did not shift, fidget, or react. Discomfort was irrelevant. The creed reminded me:

“Through the years of diligence and praise and the discomfort of the elements, I will walk my tour in humble reverence to the best of my ability.”

Each 21 seconds felt longer than the last. Twenty-one seconds. Twenty-one steps. Turn. Lock. Pause. It became meditation. A conversation between me and the unknown warrior beneath the marble.

A moment during that walk still stays with me. A rainstorm suddenly swept across the plaza, beating down on everyone. Ordinarily, someone might run for cover, but I stayed frozen in position and those who watched stayed with me. That discipline wasn’t pride; it was reverence. My role was not to react to nature or tourists or discomfort. My role was to maintain vigilance.

“It is he who commands the respect I protect, his bravery that made us so proud.”

When the relief guard finally arrived and the ceremony concluded, I marched off the mat for the last time that day. Only then did I allow myself a breath of release. Inside the guard quarters, I removed my gloves. My hands were cold and stiff, but I felt nothing but quiet pride.
Being a Tomb Guard changed the way I view responsibility, honor, and silence. On that first solo walk, I realized that perfection isn’t about being flawless, it’s about dedicating yourself fully to something greater than yourself. The creed lived within every step I took:

“Surrounded by well meaning crowds by day,
alone in the thoughtful peace of night,
this soldier will in honored glory rest
under my eternal vigilance.”

“The Sentinels Creed,” Simon, 1971.

And on that day, for the first time, I truly felt what “eternal vigilance” meant.

Leaders with Fort McCoy Garrison and installation agencies met Dec. 11, 2025, with community leaders and workforce professionals in Sparta, Wis., during the Fort McCoy Area Workforce Collaborative Meeting.

The meeting brought together people who are working to improve employment opportunities in the region, including at Fort McCoy. Among those attending the meeting were Maj. Zachary Daugherty, commander of U.S. Army Garrison-Fort McCoy Headquarters and Headquarters Company; and representatives from several other post agencies to include Army Community Service, Fort McCoy Public Affairs Office, and Fort McCoy Directorate of Family and Morale, Welfare and Recreation.

Officials at the meeting noted the collaboration is helpful in filling jobs at Fort McCoy, and also helps people like military family members learn about opportunities for employment.

Community outreach is an important part of the Army mission. According to the Army, as stated at https://www.army.mil/outreach, “the Army is about more than ensuring our national security at home and abroad, it’s about giving back and getting to know the communities that support us.”

It’s also possibly important for community leaders to see the installation that provides a significant economic impact to their communities. Fort McCoy’s total economic impact for fiscal year (FY) 2024 was an estimated $1.6 billion, Fort McCoy Garrison officials announced, which is up from FY 2023’s total impact of $1.38 billion.

The data was compiled by Fort McCoy’s Plans, Analysis and Integration Office. Workforce payroll, operating costs, and other expenditures totaled more than $398 million for FY 2024. A total of 1,934 personnel worked at Fort McCoy in FY 2024 — 1,061 civilians, 495 military, and 378 contract employees.

Approximately 66 percent of the workforce lives within Monroe County. The total FY 2024 workforce payroll for civilian and military personnel was $270.4 million. FY 2024 operating costs of $170 million included utilities, physical plant maintenance, repair and improvements, new construction projects, purchases of supplies and services, as well as salaries for civilian contract personnel working at Fort McCoy.

Other expenditures accounted for $21.2 million and covered $511,296 in payments to local governments (including land permit agreements, school district impact aid, etc.) as well as $20.7 million in discretionary spending in local communities by service members training and residing at Fort McCoy.

Other factors of economic impact for the fiscal year included more than $92.6 million in military construction on post. Fort McCoy also supported training for 73,991 troops in FY 2024, which ran from Oct. 1, 2023, to Sept. 30, 2024. The training population included reserve- and active-component personnel from throughout the military.

Fort McCoy’s motto is to be the “Total Force Training Center.”

Located in the heart of the upper Midwest, Fort McCoy is the only U.S. Army installation in Wisconsin.

The installation has provided support and facilities for the field and classroom training of more than 100,000 military personnel from all services nearly every year since 1984.

Learn more about Fort McCoy online at https://home.army.mil/mccoy, on Facebook by searching “ftmccoy,” on Flickr at https://www.flickr.com/photos/fortmccoywi, and on X (formerly Twitter) by searching “usagmccoy.”

Also try downloading the My Army Post app to your smartphone and set “Fort McCoy” or another installation as your preferred base. Fort McCoy is also part of Army’s Installation Management Command where “We Are The Army’s Home.”

Battalion Mass Tactical Week (BMTW) 26-01 occurred at Pope Army Airfield from Dec. 1-5, 2025. During the exercise, Air Force members worked with Army counterparts to accomplish various trainings and certifications to ensure their readiness and bolster warfighters’ lethality.

BMTWs are a brand of mobility exercise led at the behest of Air Mobility Command (AMC) and are a mainstay at Pope. The events, usually accomplished quarterly, have a heavy focus of perfecting the interoperability between the Air Force units and Army forces from the 82nd Airborne Division.

“BMTW is large-scale joint military exercise where U.S. Army and Air Force units train together to refine airborne operations, tactical airlift, and rapid global mobility,” said Maj. Michael Totty, 49th Combat Training Squadron assistant director of operations and BMTW exercise director. “For the Air Force more broadly, these exercises reinforce its role as the nation’s global force provider, capable of not only reaching across continents, but also working hand-in-hand with joint and coalition partners.”

“In short, BMTWs are more than training; they are proofs of concept that the Air Force can deliver Joint force effects, anywhere and anytime, with precision and speed,” he summarized.

During this iteration of BMTW, members of Team Pope stood up Task Force Gryphon – an AMC operational element, primarily led by the 43rd Air Mobility Operations Group (AMOG). This element is a unique, multi-functional Air Force unit that provides rapid global mobility, logistical support, and force projection for the 82nd ABN and XVIII Airborne Corps based at Fort Bragg.

“The inclusion of Task Force Gryphon into Battalion Mass Tactical Week was deliberate,” said Lt. Col. Jonathan Lewczyk, 49th CTS director of operations. “It allowed the 43rd AMOG to exercise its ability to rapidly deploy the Immediate Response Force (IRF) directly from Pope Army Airfield to anywhere in the world. Because of this, the 43rd AMOG was able to assess its speed, precision, and scalability in projecting and sustaining the Joint Force – critical parts of AMC’s mission.”

Task Force Gryphon is a mechanism that is usually reserved for large-scale global events where a centralized hub for disseminating information and deployment of military assets is paramount for the success of the mission. This was demonstrated in support of Isreal after the Oct. 7, 2023, attacks where Task Force Gryphon deployed the 108th Air Defense Artillery Brigade in response to the Israel-Hamas crisis by launching 78 aircraft, processing 900 joint forces and loading 6 million pounds of cargo.

The ability to conduct massive feats in a little to no-notice fashion requires repetition and perpetual readiness. Events like BMTW aid in the validation of processes and partnerships and solidify interoperability between airlift crews, ground forces and command elements to ensure the IRF projects seamless support of national objective. In addition to codifying the capability of making an impact on a worldwide scale, BMTW also dials into a granular and operational levels of core readiness competencies. Pope and the 43rd AMOG afford visiting units such as the 344th Air Refueling Squadron (ARS) from McConnell Air Force Base, Kan., and the 41st Airlift Squadron (AS) from Little Rock Air Force Base, Ark., a training area to certify teams of Airmen on the Air Force Force Generation (AFFORGEN) cycle for deployment requirements. The 49th CTS works with these units to ensure the framework of the exercise meets the specific training needs for various aircrew and airframes.

“Receiving these certifications is critical because it formally validates a unit’s readiness to enter the [AFFORGEN] cycle and provide combat-credible capabilities to the Joint Force,” Lewczyk emphasized. “For the 344th ARS and the 41st AS, these certifications demonstrate that aircrews, maintainers, and support personnel can execute their mission sets under realistic, demanding conditions. In essence, certification is the Air Force’s assurance that these units are fully prepared to deploy, sustain operations, and deliver the necessary effects in combat.”

Although smaller in scale, BMTWs lead into larger exercises of the same species of mobility exercises such as Storm Flag. The similar construct of these training opportunities lend to a crawl, walk, run approach for safeguarding the readiness of Airmen.

“By design, BMTWs replicate the tempo, scale, and joint integration that Airmen will encounter in those higher end events, but in a controlled environment that allows units to refine their skills and validate readiness,” Totty said. “The training accomplished here, whether it’s AFFORGEN readiness checks, joint airdrop operations, or aeromedical evacuation drills, ensures that crews are not just qualified, but also technically proficient and confident in their ability to operate under pressure.”

“The benefit of BMTW is that it bridges the gap between routine local training and larger exercises like Storm Flags,” he added. “It gives Airmen the chance to stress-test processes, strengthen interoperability with Army and allied partners, and rehearse rapid deployment scenarios before stepping into Storm Flag’s larger and more demanding construct.”

Fulfilling the more localized need for training at Pope, BMTW has an added benefit of not needing to fit into such stringent of a training design like Storm Flag or exercises similar in scope. Training injects can be introduced or removed in real-time while being observed by the 49th CTS and Inspector Generals. This provides an added level of realism to scenarios where the needs of the mission may not adhere to traditional training situations.

“The ability to ramp up or taper down the intensity of BMTW is what makes it such a powerful and realistic training environment,” Totty elaborated. “Mission demands in the real world are never static. Sometimes crews must execute under extreme pressure with compressed timelines, while other scenarios require deliberate, methodical coordination. By adjusting the exercise’s intensity, we mirror that operational reality, giving Airmen the chance to experience both ends of the spectrum.”

As member of Team Pope finished the training event, the finalizing of planning and execution of the next BMTW looms at the forefront of their minds. The reoccurring exercise package, unique to Pope, enters an assessing and standby posture until the next time.

“For the airlift community, this exercise is more than practice; it’s a readiness accelerator. It ensures crews are not only technically proficient, but also mentally agile, capable of responding to the unpredictable demands of the global mobility mission,” Totty concluded. “By validating processes, strengthening interoperability, and sharpening decision-making in a realistic setting, BMTW directly enhances AMC’s ability to be responsive to the needs of its airlift crews; giving them the confidence, experience, and certification to deliver when the nation calls.”

The 2025 Canadian Pacific Holiday Train rolls through Fort McCoy, Wis., on Dec. 11, 2025, on its way from Tomah to Sparta, Wis.

The 2025 CPKC Holiday Train tours Canada and the U.S. Nov. 19 through Dec. 21, raising money, food and awareness to support food banks across.

Professional musicians play free concerts from the brightly decorated train’s stage. CPKC donates to the local food bank at each stop and encourages all attendees to make a monetary or heart-healthy food donation.

Since its inaugural journey in 1999, the CPKC Holiday Train has raised more than $26 million and collected approximately 5.4 million pounds of food for community food banks in Canada and the U.S., Canadian Pacific officials said.

Fort McCoy’s motto is to be the “Total Force Training Center.”

Located in the heart of the upper Midwest, Fort McCoy is the only U.S. Army installation in Wisconsin.

The installation has provided support and facilities for the field and classroom training of more than 100,000 military personnel from all services nearly every year since 1984.

Learn more about Fort McCoy online at https://home.army.mil/mccoy, on Facebook by searching “ftmccoy,” on Flickr at https://www.flickr.com/photos/fortmccoywi, and on X (formerly Twitter) by searching “usagmccoy.”

Also try downloading the My Army Post app to your smartphone and set “Fort McCoy” or another installation as your preferred base. Fort McCoy is also part of Army’s Installation Management Command where “We Are The Army’s Home.”

JOINT BASE SAN ANTONIO-FORT SAM HOUSTON, Texas (December 11, 2025) — The U.S. Army launched the Dining Excellence Initiative, or DINEX, today to modernize food service operations across Army training installations.

A combined endeavor between the Mission and Installation Contracting Command (MICC) and the Army Sustainment Command (ASC), the initiative is designed to leverage commercial innovation to provide Soldiers with healthy, convenient and appealing food options that support readiness, resilience and performance during training and missions. Army initial entry training units oversee the training, well-being and professional development of every Soldier, requiring food service operations that align with fixed, high-tempo schedules and concentrated dining flow rates.

“DINEX is the next step in ensuring the training environment supports a well-nourished, motivated and resilient force,” said Brig, Gen. Freddy Adams, commanding general, MICC. “The DINEX initiative underscores the MICC and the Army’s commitment to continuous modernization, ensuring Soldier sustainment remains a cornerstone of readiness for future battlefields.”

ASC is responsible for ensuring logistics and sustainment initiatives like DINEX effectively and efficiently generate sustainment readiness across the force. MICC contracting experts will execute DINEX through a Commercial Solutions Opening (CSO) that will be awarded as an Other Transaction Agreement (OTA). The MICC’s Installation Readiness Center, is managing the process as part of the Army’s broader Acquisition Transformation Strategy.

“The use of the CSO/OTA pathway for DINEX is intentional. It allows us to bypass the bureaucratic hurdles of traditional acquisition and maximize collaboration with our established industry partners while bringing in nontraditional defense contractors,” said Clay Cole, MICC deputy to the commanding general. “This flexible process is critical for quickly identifying and fielding cutting-edge commercial solutions needed to sustain our force.”

The Army plans to test the initial DINEX prototype at Fort Lee, Virginia and Fort Rucker, Alabama. Successful projects may be selected for follow-on production agreements, potentially expanding implementation across other major Army locations.

The MICC issued a draft CSO Dec. 11, 2025, on SAM.gov. Companies are encouraged to review and provide feedback no later than Jan. 12, 2026. The Army anticipates issuing a final CSO on or around Jan. 26, 2026.

About the MICC
Headquartered at Joint Base San Antonio-Fort Sam Houston, Texas, the Mission and Installation Contracting Command consists of about 1,500 military and civilian members who are responsible for contracting goods and services in support of Soldiers as well as readying trained contracting units for the operating force and contingency environment when called upon. As part of its mission, MICC contracts are vital in feeding more than 200,000 Soldiers every day, providing many daily base operations support services at installations, facilitate training in the preparation of more than 100,000 conventional force members annually, training more than 500,000 students each year, and maintaining more than 14.4 million acres of land and 170,000 structures.

When you think of leadership, you might picture commanders at the helm — but behind every great command team stands a command sergeant major: the senior enlisted voice who keeps the mission grounded, the teams motivated, and the standards high.

For the Southwestern Division, that voice belongs to Command Sgt. Maj. Michael Arroyo. As the division’s senior enlisted advisor, he serves as the bridge between commanders and the workforce, ensuring the people driving the mission — Soldiers and civilians alike — have what they need to succeed.

A native of the Bronx, N.Y., Arroyo assumed his role as the division’s senior enlisted advisor on August 5, following the merger of the Transatlantic and Southwestern Division. Before this assignment, he served as the senior enlisted advisor for the Transatlantic Division beginning November 7, 2024.

“My overall role basically remains unchanged. I am the senior enlisted advisor to the commander no matter what organization I am supporting,” said Arroyo. “I communicate with the enterprise team to advise the commander on what’s going on around the command.”

Arroyo who enlisted in the Army in June 1998, added that senior enlisted advisors are charged with executing established policies and standards related to performance, care, conduct, appearance, personnel management, safety, and training of both Soldiers and Department of War civilians.

As part of a broader USACE realignment of command sergeants major, the three current division senior enlisted leaders will now also support divisions that traditionally haven’t had an assigned command sergeant major. In addition to his duties with the Southwestern Division, Arroyo will lend his expertise to the Great Lakes and Ohio River Division, the Mississippi Valley Division, and the Engineer Research and Development Center.

According to USACE Command Sgt. Maj. Doug Galick, this realignment means something different for everyone.

“For some, it’s a new resource to lean on. For others, it’s seeing the command sergeant major take on a broader role across the division. In every case, it strengthens the team — leaders working alongside you, advocating for your needs, sharing best practices, and keeping us all connected as one team.”

Galick added that division command sergeants major will now have an expanded reach and be more visible in places they haven’t historically been.

“Their presence increases our capacity, helps us take even better care of our people, and keeps us moving in step with the commanding general’s priorities — delivering today, innovating for tomorrow, and keeping the focus on you, always.”

Traditionally, command sergeants major advise commanders and provide guidance on all matters affecting enlisted Soldiers. But in a workforce like USACE — made up almost entirely of civilians — that role takes on a distinct character. With civilians making up more than 97 percent of the division’s workforce, Arroyo serves as a vital bridge between the military and civilian teams. His focus is on unity — ensuring the commander’s objectives reach every corner of the organization and resonate with everyone carrying out the day-to-day mission.

Arroyo said whether it’s participating in high-level meetings, visiting district offices, or checking in with team members across the region, he’s there to make sure voices from every level are heard in the decision-making process.

“I’ll echo the commander’s intent to the workforce,” he said. “At the same time, I want to provide an additional avenue for anyone to share ideas and concerns directly with the commander.”

Through his travels across the Division and beyond, Arroyo’s role is one of fostering unity between people, programs, and purpose. The steady presence of a command sergeant major serves as a reminder that behind every mission, it’s the people who make the difference.

“Understanding the organizational goals and knowing what the needs of the workforce are, is the best way to ensure morale stays high.”

Mentoring and developing Soldiers is something Arroyo takes seriously. He works with leaders across USACE to create career-enhancing opportunities and ensure future noncommissioned officers have the guidance they need to thrive. For the senior enlisted leader, that same commitment extends to the civilian workforce as well.

According to Arroyo, a few annual reviews and performance discussions aren’t enough to truly mentor and develop individuals and teams.

“Every interaction can be an opportunity to mentor and coach,” he said. “I want to assist with mentoring, training, and helping teams meet their personal and professional goals.”

A continued focus for Arroyo — and for the command — is ensuring training and certifications keep pace with evolving mission requirements. He noted that USACE offers extensive in-house training and opportunities for additional certifications to help employees advance in their careers.
With a background as a horizontal construction engineer, Arroyo understands the type of work USACE performs firsthand. Whether it’s a construction site in Texas or an engineering mission halfway around the world, his focus remains on the people who make it all happen. Still, he admits he has some learning of his own ahead. Coming from a background of directly supporting warfighters, Arroyo must now delve deeper into the civil works side of USACE and engage more with local and state governments and elected officials.

“It’s very important that I have more interaction with elected officials to understand their needs and requirements, but also to share what USACE can do for them,” said Arroyo. “Our key to successful mission accomplishment is bringing in our stakeholders, fully understanding their requirements and desired end state, and working with our professional teams to deliver under budget, on time, and safely.”

As the Southwestern Division — along with the rest of USACE and the Army — navigates changes to meet current and future needs of our Nation, Arroyo offers a simple message: remain focused, empathetic, and transparent.

“The division is a team, and we’re all in this together,” he said. “We are a learning organization, and we need to keep communicating and making the right adjustments at the right time to ensure the division and USACE continue to deliver for our workforce and for our Nation.”