Page 17 - FCA Diamond Point March 25 smg v4 (20 Mar 25)

FROM THE FIELD

The two-week technology test included 20 soldiers from USAFAC and 100 soldiers who were attending

training at Gates-Lord Hall. All soldiers had to be enrolled as participants and their handprint geometry
recorded on their ATM access card. Paper “play money” served as cash and loaded into the machines.
Participates were encouraged to use the ATMs as frequently as possible, keep the “play money” as a
souvenir, and report any problems with biometric recognition and/or other issues related to the ATM
disbursements.

The technology test successfully validated the ability to use the ATMs with biometric access. The Treasury,
USAFAC/ACOA(FM), and the SSC successfully established the Finance Office as a financial institution for

the purpose of transmitting pay information from USAFAC to the Treasury to the Finance Office to individual
pay accounts. The live test with soldier’s actual pay quickly followed.

For the last six months in 1984, two ATMs with hand geometry devices served about 600 individuals.

Participants were enrolled when they arrived at Ft. Harrison and disenrolled when they departed. Soldiers
could access the ATMs whenever they desired. Any balance less than $20 had to be paid by Finance Office

personnel, or rolled over and combined with the following month’s pay.

The live test indicated that soldiers withdrew most of their pay within 10 days. Considerably quicker than the
20 days originally projected for interest savings estimates. More importantly, analysis of the workload in the
Finance Office determined a need for two additional
employees to perform the management, enrolling,
disenrolling, replenishing the ATMs, paying residual balances, and resolving handprint geometry issues that
prevented legitimate withdrawals.

By the time the ATM Project concluded in December 1984, the Army finance community started emphasizing
SURE-PAY. On October 1, 1985, the Army mandated a “check to bank” pay option for all new accessions

within 90 days of reporting to their first permanent duty station. Of particular benefit was the proliferation of
ATM networks of commercial banks which provided soldiers ready access to cash. Although PINs remain the
access control for withdrawals, commercial banks seldom hold employees financially liable for fraudulent
The Making of a Non-Commissioned Officer by SSG
withdrawals. Because of the additional workload involved, the Army ceased to look at ATMs managed by the
Alisha A. Gonzalez, 36B SLC, 003-21
Army as beneficial and continued to emphasize the use of on-base banks and credit unions to provide checking
account and other services. Introduction

The U.S. Navy did recognize the usefulness of ATMs but subsequently implemented their use aboard ships
Great leaders are students of leadership and are constantly evolving and adapting to those whom
with a program called “ATMs at Sea.” The Navy used PIN access to the ATMs rather than biometrics. It
they lead. The important qualities of an outstanding leader are constant growth and personal
development, being a servant leader, and giving trust and respect. They emulate the ability to
continues to this day, currently referred to as “Navy Cash.”
adopt change and are stewards of being a servant leader. From person to person, leadership
looks differently. No two styles are the same, so while someone is developing their leadership other
In conclusion, with respect to the genesis of the Army/Treasury Project, the details of it and
recommendations made by the Grace Commission rest in The Ronald Reagan Presidential Library & Museum
style, they take from the people who have been a mentor to them in the past. Not every person
in Simi Valley, California. Under the auspices of the National Archives, many boxes contain folders and ca
who has authority over others exhibits good behaviors. Through negative behavior, Soldiers and se
Leaders learn lessons. Leaders earn trust and respect, and building on that foundation with peers
files on the President’s Private Sector Survey on Cost Control. “Mr. Grace oversaw the PPSSCC Executive
and subordinates requires consistency. It takes more than a day to develop great leaders.
Committee, a group of over 150 prominent business leaders who volunteered their time as overseers and
Although some people have natural leadership, it does not exempt them from continuing to grow.
members of the PPSSCC Task Forces. Each of the 36 Task Forces reviewed particular Executive Branch
agencies or functions.” “Most of the recommendations, especially those requiring legislation from Congress,
Growth and Development
were never implemented. However, the Commission’s work provided a starting point for many conservative
Growth as a leader comes with self-reflection, willingness to receive constructive criticism, and
critiques of the federal government.”
taking experiences from others to incorporate and build on. Self-reflection requires a person to
have introspection when situations arise. Internally those persons may seek to understand how
to address situations from various perspectives. This applies to all ends of the spectrum
15
throughout your leadership career; not every encounter will be a walk in the park. When faced
with adversity, it gives a person an opportunity to cultivate a chance to evaluate the
circumstances of each instance. Individuals trying to better themselves value constructive