Anniston Army Depot, AlabamaVolume 32, Number 30014 June 11, 2020

U.S. Postage PaidPresort Standard

Anniston, AL 36201Permit No. 326

Address ServiceRequestedTracks

Do you take chances?Do you follow safety

rules or think they only apply to others, especially when inconvenient?See article on page 5.

Inside Tracks

New DDAA commanderDLA Distribution Annis-

ton held a virtual change of command ceremony May 28.See article on page 2.

GAP updateView an update of the

metrics used in ANAD’s Group Award Program.See information on page 5.

NOTES• COVID-19 resources• Cafeteria menus• And more

See info on page 7.

A decade ago, Anniston Army Depot and Honeywell began a Condition-Based Over-haul program for turbine engines.

Under this program, the initial engine build is a reset under the Total InteGrat-ed Engine Revitalization program, better known as TIGER. After that, as the engine returns to the depot for maintenance, it is repaired through the Condition-Based Over-haul program.

“We still produce TIGER reset en-gines,” said Chris Benefield, heavy mobile equipment mechanic supervisor. “However, monthly production now consists mainly of CBO engines with fewer TIGER reset en-gines, which lowers the overall cost of the engine once the customer makes the initial purchase to buy into the TIGER program.”

In disassembly, work on the CBO en-gines begins with an inspection noting the hours of service, visible defects and missing or damaged parts. That information will be combined with the Field Service Report and Honeywell’s work planning guide to create a scope of work for the specific repair of that engine.

Prior to TIGER, all engines required a complete disassembly and overhaul.

Honeywell, the AGT-1500’s original equipment manufacturer, developed the work planning guide approximately 10 years ago.

That guide, in conjunction with the Na-tional Maintenance Work Requirement, sets the parts to be replaced, inspected and re-paired, based on condition and life limits for the parts.

There are five levels of repair, main-tenance or overhaul in the work planning guide, based on the hours the engine has - zero to 100, 100 to 250, 250 to 500, 500 to 1,000 and over 1,000.

According to Steve Norton, a depot tur-

bine engine analyst, the engine is disassem-bled to the level needed to repair the noted issues and perform the hour-based mainte-nance. Any engine having 1,000 or more hours is completely overhauled.

The CBO program began in 2010 with a proof of concept program performed by Honeywell and ANAD. During that pro-gram, five engines from each of the hourly sets were inspected and repaired according to the new planning guide.

ANAD completed a pilot program of 16 engines the following year.

The program has numerous benefits, but chief among them is cost savings.

“Much of the cost savings comes from

not replacing parts costing thousands of dol-lars. It’s a win-win situation for the depot to reclaim the parts,” said Benefield.

The increase in reclamation of parts makes the program more labor-intensive, but reduces the overall cost, while increas-ing production.

Currently, according to Benefield, the Turbine Engine Facility produces 45 engines through the CBO program each month.

“We now produce more Condition Based overhaul engines in a month than we did in a year a decade ago,” he said.

U.S. Army Photo by Jennifer Bacchus

Brandon McDaniel performs non-destructive testing on a combustion cover in Anniston Army Depot’s Turbine Engine Facility.

by Jennifer BacchusANAD PAO

CBO increases production in ANAD turbine engine facility

• ADDITIONAL PHOTOS, page 3

This Army newspaper is an authorized publica-tion for members of the DOD. Contents of TRACKS are not necessarily the official views of, or endorsed by, the U.S. Government or the Department of the

Army. The editorial content of this publication is the responsibility of the Anniston Army Depot PAO.

Printed by Consolidated Publishing, a private firm in no way connected with the U.S. Govern-ment, under exclusive written contract with Annis-ton Army Depot.

The editorial office is located in the Abrams Build-

ing, Room 358, telephone 256-235-6281. TRACKS in-vites comments and contributions from its readers. Address email to: usarmy.anad.tacom.list.publicaffairs@mail.mil and mail to: Editor, TRACKS, TAAN-SCO, 7 Frankford Avenue, Anniston, AL 36201-4199. DEADLINE days are Thursdays pre-ceding date of publication. Circulation: 3,500.

Postmaster: Send address changes to TRACKS, PO Box 2285, Anniston, AL 36202.

Commanding Officer....................Col. Marvin WalkerPublic Affairs Officer...........................Clester BurdellEditor..............................................Jennifer BacchusPhotographer....................................Mark Cleghorn

Tracks

TRACKS2 June 11, 2020

ANNISTON, Ala. – Defense Logistics Agency Distribution Anniston, Alabama, leadership transferred from Army Lt. Col. Martin Wennblom to Army Lt. Col. Ayo Oladipofaniyi in a virtual change of com-mand ceremony May 28.

DLA Distribution Commanding Of-ficer, Navy Rear Adm. Kevin Jones, pre-sided over the ceremony via video tele-conference link from DLA Distribution headquarters in New Cumberland, Penn-sylvania.

Because of ongoing risks associated with the global pandemic COVID-1, vir-tual ceremonies will replace standard tra-ditional ceremonies while social distanc-ing measures and travel restrictions are in place for service members and govern-ment civilians.

Wearing masks and ceremonial gloves, outgoing DDAA commander Wennblom passed the DLA organization flag to in-coming commander Oladipofaniyi, signi-fying the official changeover.

For his achievements as DDAA com-mander, Wennblom was awarded the De-fense Meritorious Service Medal.

“Lt. Col. Wennblom represents the very best of DLA Distribution,” stated Jones in his remarks. “His extraordinary perfor-mance as a distribution center commander enabled outstanding storage and distribu-tion support that bolstered the readiness of the Armed Services, regional Combatant Commands, and Allied Nations.”

As the commander for DDAA, Wennblom had over-sight over 235 civilians, 35 contractors and over $7 billion in inventory from all services, to include the Army’s only small arms storage and distri-bution facility.

Wennblom’s award cita-tion stated, “Lt. Col. Wennblom continued to build a problem-solving culture through organizational restructuring, sound con-tinuous process improvements and ac-

tive leadership. He maximized the output of his resources to meet the needs of the

war fighter while increasing the culture of accountability and commitment to the war fighter.”

Wennblom shared his ap-preciation and gratitude of the workforce, stating, “Please know that I will not take for granted the many lessons each of you have taught me. Thank you for providing me with professional feedback – for it’s a gift to be both given

and received. Teammates … remember true north and let your actions be the sig-nificant difference which meets the needs

of our war fighters. War fighter readiness and lethality does not just happen, as it requires your continued com-mitment to overcoming chal-lenges and obstacles. Winning matters!”

Incoming commander Oladipofaniyi is new to the agency. His previous assign-ment was liaison officer, Army Management Task Force, Headquarters, Department of the Army, Deputy Chief of Staff G1.

Oladipofaniyi expressed he was honored to be selected for the lead-ership position. “I thank Admiral Jones and senior leaders for their special trust

and confidence in selecting me for this po-sition. I am both honored and humbled as I consider the immense responsibility inher-ent in this command.”

Originally from Nigeria, Oladipofaniyi was raised in England, but calls New York City his home.

Oladipofaniyi is a 2002 Distinguished Military Graduate from the Officer Can-didate School at Fort Benning, Georgia, where he was commissioned into the Army as a 2nd Lt. in the Air Defense Artillery.

Oladipofaniyi graduated Summa Cum Laude from Park University, Mis-souri, with a Bachelor of Science degree in Criminal Justice. He holds a Master of Science degree in Management from the Florida Institute of Technology and a Mas-ter of Military Arts and Science in Home-land Security Studies from the U.S. Army Command and General Staff College.

Oladipofaniyi’s additional education includes: Joint Combined Warfighting School, U.S. Army Command and Gen-eral Staff College; Theater Logistics Stud-ies Program; Combined Logistics Captain Career Course; Air Defense Artillery Of-ficer Basic Course; Air Defense Artillery PATRIOT Course; Sapper Leader Course; Airborne School; Air Assault School; Unit Movement Officer Course and the Advanced Petroleum and Water Officer Course.

Oladipofaniyi has served in a variety of command and staff assignments: joint transportation planner, Military Surface

Deployment and Distribution Command, Scott Air Force Base, Illinois; battalion ex-ecutive officer, and support operations officer of the 61st Quartermaster Battalion, Fort Hood, Texas; deputy chief of plans, 1st Theater Sustainment Command (Operational Com-mand Post), Camp Arifjan, Kuwait; logistics advisor to the Iraqi Special Operation

Forces; unit integration team lead at the U.S. Army Sustainment Command, Rock Island, Illinois; and company commander, 10th Support Group; Okinawa, Japan.

DLA Distribution Anniston holds virtual change of commandby Diana Dawa

DLA Distribution Public Affairs

U.S. Army Photo by Mark Cleghorn

Defense Logistics Agency Distribution Anniston, Alabama, Deputy Director Guy Taylor, pictured right, passes the DLA colors to incoming DDAA commander, Army Lt. Col. Ayo Oladipofaniyi, signifying a change of leadership during a virtual change of command ceremony May 28.

LTC WENNBLOM LTC OLADIPOFANIYI

TRACKS 3June 11, 2020

There are moments when we feel an-gry, agitated, irritated, nervous or sad. We need to be aware of when these feelings require professional treatment.

It is important to remember any of these feelings could represent a normal re-sponse to a number of events in our lives.

These feelings could also signal more serious needs or treatable mental illnesses, which require diagnosis, such as anxiety, bipolar disorder, depression or post-trau-matic stress disorder.

Having these feelings should not cause serious con-cerns, but why you feel them and how they affect your day-to-day activi-ty is certainly cause to be alarmed.

For example , stress is a natural response to exter-nal factors, such as deadlines at work, family matters, fi-nancial worries or an anniversary. If these deadlines or wor-ries pass over and you feel better, chances are, you are probably fine.

Anxiety, however, is persistent and excessive – occurring more days than not for a continuous number of months after stress triggers are gone.

At some point, you will find it more difficult to control the worrying and it may soon begin to interfere with your day-to-day life.

According to the National Institutes of Health, more than 18 percent of Ameri-can adults suffer from an anxiety disorder, making this category of disorders the most common mental illness in the country.

There are many ways you may be able to deal with these feelings on your own if:

• The feelings of distress are reason-able and not intense

• You think or do something good that makes you feel better, at least temporarily

• You soon find the worry is beginning to go away after a few hours or days

• You can clearly identify the cause of the stress

However, you should always consider

seeking professional help if negative feel-ings persist, such as:

• The worries are unrelenting• You do not have a clear cause• The anxiety impacts your daily rou-

tine or your interaction with your loved ones

• The anxiety and/or worry lasts more than a few days and becomes more diffi-cult to shake off

There are a variety of treatments for mental health conditions, including di-rected therapy, group support and certain-ly medications.

Anytime negative feelings become so intense or perva-sive they affect your overall quality of life, it is time to get help.

According to the National Alli-ance on Mental Ill-ness, more than six million men in the United States suf-fer from depression, though creating an accurate estimate is difficult because men are often reluc-

tant to seek help for mental health.More importantly, Veterans are even

more reluctant to seeking help because of the stigma mental health has on service members.

Many people were raised to believe feelings of depression or anxiety are com-mon, which is correct, yet see an inability to cope with them as a sign of weakness, not a medical condition.

As a result of this stigma, they keep their feelings of distress bottled up, which makes it harder for them to know when normal feelings end and a mental illness begins.

It also makes it difficult when coping mechanisms used previously no longer work and we turn to different, more de-structive, coping mechanisms.

It is important to be able to identify the signs of these concerns in those around you.

Persistent anger, anxiety, irritability, loss of energy, loss of interest in activi-ties or a dramatic change in sleep pattern could be signs that require professional at-tention.

Anxiety versus stressby Dr. Juanita Bruno

ANAD EAP

Getting helpIf you are one of the individuals

suffering in silence, please reach out to your Anniston Army Depot Em-ployee Assistance Program coordina-tor for help.

• Juanita Bruno: 256-741-5785 juanita.c.bruno-jacob.civ@mail.mil• Boyd Scoggins: 256-240-3182Boyd.g.scoggins.civ@mail.mil

Additional Condition-Based Overhaul photos, from page 1

U.S. Army Photos by Jennifer Bacchus

Steve Norton bore scopes an engine for the Condition-Based Overhaul program in Anniston Army Depot’s Turbine Engine Facility.

Beth Mitchell cleans a hydro-mechanical unit for an AGT-1500 engine as part of Anniston Army Depot’s Condition-Based Overhaul program.

TRACKS4 June 11, 2020

Are you sure that cleaning chemical is okay for aluminum?

Using a battery drill in the paint booth to affix masking plates on the vehicle makes my job easier, why is that a prob-lem?

I don’t have enough booth space to sand components prior to paint, what’s the big deal with doing it in front of the booth?

When aluminum is exposed to some cleaning agents, toxic fumes are released, which are harmful if inhaled.

The little DC motor in your battery drill creates a consistent spark as it rotates; if exposed in a solvent laden atmosphere, this spark can cause an explosion.

Sanding dust is volatile. A spark from grinding or welding can set the accumu-lated dust on fire. The Occupational Safety and Health Administration prohibits sand-ing outside of sanding booths.

Not all suggested changes are bad; those performing a process know the pro-cess better than anyone and have great ideas on how to make the process better.

Anniston Army Depot’s engineering services are here to make sure those ideas are vetted by the Safety Office, Environ-mental Compliance, Fire Department and others, so no compliance or safety issues are overlooked.

Change management is the method of requesting, determining attainability, plan-

ning, implementing and evaluating chang-es to a system or process.

Its main goals are to support the pro-cessing and traceability of changes to an interconnected set of factors or key perfor-mance indicators.

The Process Change Management pro-cedure establishes an orderly and effective procedure for tracking the submission, co-ordination, review, evaluation, categoriza-tion and approval for release of all changes to the process baselines.

The process flow steps and require-ments consist of:

1. The submitter completes a Change Request Form, which is sent to the process change manager. For ANAD, this is the chief of the Process Engineering Division. I can be reached at Ext. 6474 or via email at chris.a.coss.civ@mail.mil. The CR Form is located on the intranet under DPE.

2. The process change manager enters the CR in the CR log. The CR’s status is updated throughout the CR process.

3. A process team or a change manage-ment board reviews the CR and provides an estimated level of resources to develop and process the proposed solution.

4. The board gives approves or rejects moving forward with incorporating the suggested change.

5. If approved, the necessary adjust-ments are made or facilitation occurs to execute. The CR’s status is communicated to the submitter and other stakeholders.

6. Determine and document return on investment.

Since complex processes can be very sensitive to even the smallest of changes, proper management of change to indus-trial facilities and processes is critical to the safety and environmental process key performance indicators.

Anniston Army Depot has developed the Environmental Work Request pro-gram to ensure environmental controls are in place and not jeopardized by process changes.

The main goal is a thorough review of a proposed change, performed by a multi-disciplinary team to ensure as many view-points as possible evaluate the change. This will minimize the chances of missing a hazard, an environmental non-compli-ance or an opportunity to improve quality, efficiency and cost to our customers.

How to initiate procedure changes correctlyby Chris CossANAD DPE

Most folks associate 6S with housekeeping.To a degree, this is accurate, but it also includes or-

ganization and efficiency – “A place for everything and everything in its place.”

6S applies to every part of our installation, including offices, shops, conference rooms, break rooms and even bathrooms.

Henry Ford introduced the 5S concept into manufac-turing. He called it CAN DO (Clean-up, Arrange, Neat-ness, Discipline, On-going).

While the names are not the same, the concept he de-veloped is the basically same as the 6S (Sort, Straighten, Scrub, Standardize, Sustain, Safety) process from the Toyota Production System, with the exception of the em-phasis on safety.

Each S is worked in sequential order, with the excep-tion of safety, which is a key component in each S.

A good 6S process is essential to our continuous pro-cess improvement initiative.

Each S will be addressed in six separate articles in an attempt to better distinguish between each phase. This first article deals with sort.

Sort – what is needed and what is notThe short definition of sort is to get rid of what’s not

needed.Many times, while working through the 6S process,

we look at sort on the surface.The intent of true sorting involves a complete declut-

ter. We must take everything in the work area into con-sideration, including tools, furniture, supplies, equipment, books, documents, bulletin board material, drawers, sup-ply cabinets, shelves – everything.

Arrange for removal and proper disposition of the items you definitely do not need.

For the items that may or may not be needed, place a red tag on them and remove them from the immediate work area until a determination can be made. Set a reason-able time limit and stick to it to determine what to do with the material.

Coordinate with everyone having a vested interest in the material, to ensure the right decision is made.

Once a decision is made, follow through.Remember the key to being able to sustain the sort

part of the equation is following through with the remain-ing Ss. Otherwise, you will not have controls in place to prevent the clutter from returning.

6S: A foundation for production successby Patti Sparks

ANAD CPI Division

Courtesy image

Sorting in 6S is the process of getting rid of what is not need-ed. This involves a complete decluttering of the shop area with items designated as needed or not needed.

TRACKS 5June 11, 2020

Productive Yield:Direct Productive Yield:Greater than 1,600 – $2501,579-1,600 – $187.501,557-1,578 – $1251,534-1,556 – $62.50Less than 1,534 – $0Current hours – 1,581Current payout – $187.50

Indirect Productive Yield:Equal to or greater than 1,702 – $2501,683-1,701 – $187.501,663-1,682 – $1251,642-1,662 – $62.50Less than 1,642 – $0Current hours – 1,658Current payout – $62.50

Performance to Promise:98-100 – $50094-97 – $37590-93 – $250Less than 90 – $0Current percentage – 99Current payout – $500

Net Operating Result:NOR loss less than -$22.4M – $500.00NOR loss between -$22.4M and -$37M – $375.00NOR loss between -$37M and -$51.5M – $250.00NOR loss between -$51.5M and -$66M –$125.00NOR loss is greater than -$66M – $0Current loss – -$4.4MCurrent payout – $500

Continuous Process Improvement100 percent of goal - $50080 percent of goal - $37560 percent of goal - $25040 percent of goal - $125Less than 40 percent of goal - $0Current percentage – 29Current payout – $0

CURRENT TOTAL: $1,250

GAP updatefrom DRM

For eligible personnel to receive the maximum FY20 GAP payout, all metrics must be met. Everyone must do their part each day to achieve these goals, which are attainable and impor-tant in executing ANAD’s mission.

Have you watched children play?Mine seem to scramble around, look-

ing for trouble to get into.Parents often become weary of mul-

tiple attempts to remind them bones break and property can be damaged.

The problem with some children, is they hear the warning messages and ac-knowledge them, but don’t take the mes-sage to heart.

In their minds, they are not undertak-ing risks.

To them, there is no chance of a fall or lost eye, only a newly discovered ability to ascend to new heights or win the war against a friend.

This lack of true understanding, and resulting lack of behavioral change, leaves us to guard over them and, at times, punish in an effort to prevent emergency room visits.

I have to ask myself how often I act the same way.

How often do I hear warnings, ac-knowledge them, even credit them as good messages, but fail to implement them and change my behavior?

Aren’t we all guilty of such behavior?The risk is present and real, but, in our

minds, it’s not going to happen to us.Should we find comfort in the fact that

we’re all guilty?Not really; after all, accidents will

happen when the opportunity is repeated-ly presented through our risky behavior.

The following poem reminds us each to be careful how we judge others, but, most importantly to be cognizant of how our actions are judged.

I hate the chap who tries to beat the traffic light

But if he happens to be me--well that’s all right!

I loathe the car that in a jam, twists out and in;

But if I’m sitting at the wheel, I slyly grin.

At drivers who lean on their horns I rave and shout

But when some fool gets in my way I always honk him out.

I grow indignant at the chance an-other takes;

But I drive over 70 miles an hour and trust my brakes.

I wonder, is it possible they cannot

ever seeThat traffic laws were made for them

and not at all for me?--AnonymousWe are all one bad decision from be-

ing the one acting like that naive child, seeing ourselves as invincible, or the reckless person others hope to avoid.

The rules may seem to not apply once or even twice but, eventually, injuries will occur when judgment comes to call.

Does one person’s behavior affect us all? Absolutely.

A serious injury here on-site not only causes us to grieve for the one hurt, but is likely to result in a stand down, a flurry of inspections and may even impact our pocket book if the delay pushes us to not meet our performance to promise.

It’s easy to be critical of others and comment on their poor decisions and lack of common sense. But, are you the one blatantly ignoring rules and being reck-less.

Avoid the judgments, which come

from testing the laws of physics and plain common sense, and become a safety critic of yourself.

Take the time to understand the mes-sage.

Constantly analyze your own behav-ior.

Are you implementing all those rules of safety you’ve heard over and over or are they going in one ear and out the other because it would require you to change your habits.

Evaluate each action taken, each deci-sion made.

Don’t behave foolishly yourself or stand by and watch your co-worker be-have foolishly, thinking it will only im-pact them, because it won’t.

Remember to evaluate. It will keep you from being the one everyone is talk-ing about in a less than favorable manner and ensure you aren’t ultimately harmed when judgment comes to call.

Stay vigilant, stay aware and ensure no harm to people.

Do you take chances with safety?by Lynn Mitchell

ANAD Safety Office

U.S. Army Photo by Jennifer Bacchus

Jerry Long cleans engine components in Anniston Army Depot’s Powertrain Flexible Mainte-nance Facility. Wearing proper personal protective equipment reduces the chances of injury while working.

TRACKS6 June 11, 2020

The external Product Quality Deficiency Report process is one way Anniston Army Depot re-ceives feedback from customers.

Through this process, the customer submits a PQDR into the Product Data Reporting and Evaluation Program.

Here at ANAD, the PQDR coordinator, reviews and fil-ters the PQDR written against ANAD, determining its validity, then forwards the information to the supervisor in the area where the component, vehicle or weap-on was produced, along with a 702-10-E form. After evaluation, this form will state the findings for the final reply to the customer.

Once the deficient product arrives at ANAD, the shop su-pervisor works with the quality inspector and a subject matter ex-pert in that area to determine the cause of the deficiency. Photos substantiate the findings.

“Basically, they study it and find out what is wrong with the product and report on it,” said Fred Hunter, the depot’s PQDR coordinator.

Once the inspection is com-plete, the supervisor fills out their

portion of the 702-10-E form, and the PQDR coordinator pre-pares the final reply.

The entire process, from the initial deficiency report through the reply to the customer, should take 30 to 60 days, depending on the situation.

“The biggest problem the PQDR process has, is shipping and receiving,” said Hunter, add-ing that when an item arrives on depot, it isn’t always immediate-ly routed to the location where it needs to be inspected.

The Quality Assurance Office is currently working on a method to correct that issue and develop a better receiving process for de-fective material.

“There should be a centrally located receiving point for all external PQDR shipments in the future,” said Hunter.

Following inspection, there are four determinations, which can be made:

• Valid-internal: A customer complaint, determined through internal investigation, to be the responsibility of ANAD.

• Valid-external: A customer complaint, determined through internal investigation as a valid complaint, not to be the respon-sibility of ANAD.

• Invalid: A customer com-plaint, determined through inter-nal investigation, to be invalid. These complaints result from, but are not limited to: customer expectations exceeding mate-rial/component capability, user expectations exceeding overhaul requirements, material damaged/neglected by the user or no evi-dence of failure.

• Information: A PQDR that

is for informational purposes only. No replacement or credit exchanged

Often, the result of the PQDR is not an issue created by ANAD employees, but the parts used during repair or overhaul.

“It’s not always so much our workmanship that cause the PQDR. It’s often faulty compo-nents, which is something ANAD cannot control,” said Hunter.

Between 2017 and 2019, there were 299 PQDRs sent to ANAD.

Of those, 32 were determined to be ANAD’s responsibility.

More than 47 percent were invalid and approximately 36 percent were valid-external com-plaints.

No matter the cause of the problem, making it right for the customer is important to ANAD.

A review of internal process-es is one benefit stemming from all PQDRs, according to Mark Lashall, chief of the Vehicle Quality Branch.

“It prompts us to look at our processes and, potentially, improve them,” said Lashall. “It gives our quality assurance specialists throughout the shops feedback and the inspectors in the shops may increase inspec-tions for a while.”

One area, according to Lashall, where this has had an impact is in production of recip-rocating engines.

A large number of PQDRs a few years ago resulted in in-creased quality checks through-out the engine overhaul process.

“We’ve been able to improve our processes, whether there was an issue or not,” he said.

PQDRs give ANAD feedback, opportunity for improvementby Jennifer Bacchus

ANAD PAO

U.S. Army Photo by Jennifer Bacchus

Ed Watson, right, a supervisor in Anniston Army Depot’s Reciprocating Drive Train Division, and Ken Turner, a maintenance management special-ist, inspect an engine returned to ANAD from a customer.

As we look forward to the Alabama primary runoffs next month and to the general election in November, remember the Hatch Act limitations on federal em-ployees and the federal workplace:

• No federal employee may partici-pate in partisan political activity in a duty status, while in uniform, while on govern-ment property, or while in a government vehicle. Federal employees are “on duty” when they are in a pay status (other than paid leave) or are representing the gov-ernment in an official capacity. Federal

employees are also considered “on duty” during telecommuting hours. Political activity refers to any activity directed at the success or failure of a political party or partisan political group or candidate in a partisan race. The Office of Special Counsel’s Guide to the Hatch Act, lo-cated at https://osc.gov/Services/Pages/HatchAct-Federal.aspx, summarizes the rules.

• Although a small bumper sticker on a vehicle is not prohibited on post, special attention should be paid to the prohibition on display of partisan political signs, but-tons, and banners, including clothing, in the workplace.

• Federal employees may not solicit or receive political contributions at any time on behalf of a candidate for partisan political office.

• There are restrictions on the use of email and government computers as well as social media (e.g., Facebook, Twit-ter) while on duty. Generally, employees may not participate in partisan political activity on social media (e.g. “tweet” or “like” or “friend” a political candidate or post) while on duty or using government furnished equipment. Detailed guidance can be viewed at the Office of Special Counsel website listed above (the rules for “further restricted employees” is not

applicable to ANAD employees). The Office of Special Counsel en-

forces the terms of the Hatch Act, and the penalty for violation is disciplinary action up to removal from federal employment and possible assessment of a civil penalty.

More information can be found on the OSC web page (www.osc.gov), by con-tacting the OSC by email at hatchact@osc.gov or by calling OSC at 800-85-HATCH (800-854-2824).

All employees are encouraged to ex-ercise their right to vote and to partici-pate in the political process in accordance with the law. Please keep the Hatch Act in mind as you do.

from Staff ReportsANAD Legal Office

Legal Office provides Hatch Act reminders for employeesNo partisan political activity allowed when in a duty status at work, on social media

TRACKS 7June 11, 2020

The Pacific and Atlantic hur-ricane seasons have officially begun – on May 15 and June 1, respectively. Both do not expire until Nov. 30.

In spite of the difficult year we are all having, it is even more critical we prepare for the nui-sances of severe weather. Are you ready?

Here are some tips:Make a Plan

• Know where to shelter (se-lect a safe room in your home and know where the tornado shelter or storm refuge area is at work).

• Just like a fire drill at school or work, conduct a shelter-in-place drill at home.

• Know where to meet after

the storm and account for every-one in your family or on the job.

• Don’t forget your pets. Make arrangements (some shel-ters do not allow pets, only ser-vice animals).Build a Kit

• Have enough supplies for three days (72 hours) in case you are stranded and cannot evacuate.

• Download a list from www.

ready.gov.• Remember medicines for

family members with special needs.Be Informed

• Tune in to local media:Radio Stations: WCKA – AM

810, 94.3 and 97.1 FM; WDNG – AM 1450 and 95.1 FM; WGRW – 90.7 FM; WTDR – 92.7; WFHK – AM 1430 and 94.1 FM; & WVOK – 97.9 FM.

TV Stations: WBMA – ABC 33-40, WBRC – Fox 6, WVTM – NBC 13 & WIAT – CBS 42.

Newspapers: The Anniston Star will post weather informa-tion on their website at www.an-nistonstar.com.

• Wireless emergency alerts are free. They are used by the National Weather Service for emergencies and the Center for

Missing and Exploited Children for Amber Alerts. Check with your cell phone service provider for additional information. There is no need to subscribe and no charge.

• To receive Calhoun County alerts on your cell phone, sign up for weather alerts at www.cal-hounema.org, text CALHOUN-EMA to 888777 or download the Everbridge app, available for An-droid or iPhone.

• To receive alerts for other counties or areas, check with your local emergency manage-ment agency.

• To search for open shel-ters near you text SHELTER and Zip Code to 43362. Ex: Shelter 01234 (standard rates apply).

• Post the phone numbers in plain sight for the local police,

fire department, emergency med-ical services and hospitals for ev-eryone in your household to find.

• For more information, visit www.ready.gov.Know where to go

All Anniston Army Depot buildings are government prop-erty and are the direct responsi-bility of the ANAD Commander. During a tornado emergency, each building designated as se-vere weather safe areas will be open for shelter.

Building owner/coordinators will plan for and accommodate people who seek shelter in their Emergency Action Plan.

For a complete list of build-ings designated as depot tornado safe areas, contact the Depot Operations Office or speak with your supervisor.

Do you have a plan, kit for inclement weather?from Staff Reports

ANAD Operations Office

notes from around the Track

June 12Snack line

June 15Baked pork chopRoasted new potatoesButter beansGlazed carrotsCornbread

June 16MeatloafMashed potatoes and gravyGreen peasFried okraYeast roll

June 17Chicken or beef soft tacoSpanish riceMexican cornRefried beansTortilla salad

June 18Burgers and brats

June 22Baked lasagna Steamed broccoliCorn on the cobSide saladGarlic bread

June 23Hot dogsChili, relish, sauerkraut, cheese Potato saladBaked beansFrench fries

June 24General Tso’s chickenPepper steakFried riceStir fried vegetablesEgg roll

June 25Fried catfishBaked fishBaked beansColeslawFrench friesHush puppies

June 26Snack line

June 29Snack line

June 30Snack line

July 1Chicken or beef soft tacoSpanish riceMexican black beans and cornTortilla salad

Cafeteria menu

For up-to-date information on COVID-19, including preventing the spread of disease, visit the following websites:

• cdc.gov• phc.amedd.army.mil

TRACKS8 June 11, 2020