Task Organization: TC-16-001 1. SITUATION: A. Enemy Forces: N/A (1) Terrain: Petersburg National Battlefield-City Point is an urban environment with wood, brick and steel structures, interlaced with several improved and unimproved roads B. Friendly Forces: N/A (1) Higher Mission: ALU is the Army's premier learning institution, delivering game-changing sustainment professionals to support unified land operations and generating force capability. (2) Higher CDR Intent: Training future leaders of the US Army, to Army standards, by develop leadership, and evaluate officer potential. (3) Attachments and Detachments. None 2. MISSION: 290800OCT15 Class TC-16-001 will travel to Petersburg National Battlefield-City Point to conduct a staff ride …show more content…
a. Concept of the Operation: This operation consists of four phases. Phase I: Accountability Phase II: Transport to City Point. Phase III: Conduct Staff Ride. Phase IV: Complete of Training and AAR b. Scheme of Maneuver: Phase I: 290750OCT15 in the classroom of ALU, SL will conduct accountability. 2LT Moultrie will give, risk assessment, and OPRD. Phase II: 290800OCT15. Officers will load the bus to be transported to Petersburg National Battle Field. Phase III: 290900OCT15 The Staff Ride will be conducted focusing on Team 1 Medical, Team 2 Miscellaneous Briefings: Plantation house, Kitchen and laundry house, Dairy house and Smoke house, Epps family conclusion, Team 3 Communication, Team 4 Quartermaster Supply and Transportation, Team 5 Security and Intelligence, Ordnance Wharf Explosion and Military Railroad. Phase IV: NLT 291430OCT15 2LT Garcia will conduct an AAR to identify sustainment and improvements. c. Task to Subordinate Units: PL will maintain accountability, identify water point. SL will ensure Officers are signaling with right hand for all uneven
The battalion commander, Lt Col Kunk immediately ordered surveillance and reconnaissance on the enemy for the next twenty-four hours. Lt Col Kunk formulated a complete plan without any input from his Company Commanders. When the Company Commanders spoke up stating the importance of formulating a rescue plan and using available assets, their input was shot down. Lt Col Kunk did not consider alternate points of view, changes in his plans, or modifications to his opinions throughout the book. A leader must use two-way communication to draw ideas from subordinates and encourage discussion among team members.
My employer, Timothy Flynn, and myself will be attending the Pilot Mentor Protégé Kick-off Meeting scheduled for January 26th at Aberdeen Proving Grounds. Below is our pertinent information: Company - CCSI2 Address – 2915 N. George Street, Unit 4, York, PA 17406 Phone Number: (717) 610-0787 Attendees: Timothy Flynn, CEO Carolyn Benton, COO Please confirm receipt of our request, and don’t hesitate to contact me if any necessary information is missing.
(U) HQDA EXORD 10-13 in support of the HQDA FY 13-15 Active Component Manning Guidance. (U) (ATSG-NCOA). The purpose of this executive summary (EXSUM) is to identify the strategic intentions within ALARACT 293/2012; DTG: P 181732Z. Currently, as well as in the future, the Army will be reducing the force structure in order to eliminate the wartime allowance. This force drawdown will diminish manning flexibility and reduce Active Duty for Operational Support (ADOS) personnel. The mission within the ALARACT focuses on providing the Army Active Component (AC) with Manning Guidance (MG) for FY13-15 that is synchronized with the Army’s priorities.
Assigned as the Division MAPPS coordinator at the section level, I was responsible for supervising all Troop MAPPS Coordinators along with mentoring and training new MAPPS Coordinators. Coordinated and facilitated quarterly Troop MAPPS Coordinator 's meetings, providing Microsoft Excel and 632/SPCR process training which proved to be invaluable to new coordinators on a go forward basis. Presented 632 training to Troop 'C ' FOS supervisors during the First Line Supervision course. Acting as a liaison between the command staff of Field Operations and the information contained within MAPPS, RMS, CAD, E-daily, etc. I provided support in the development of policy, procedure, and SOP in all issues that relate to Field Operations personnel.
While at Fort Polk, SPC McBride had been assigned to several Red Cycle tasks including Access Control Point guard, Ammo Handling Area guard, and funeral detail. He always placed the mission first and took on any tasks he was assigned with the utmost sincerity and professionalism. SPC McBride 's dedication to these additional duties consistently allowed for the completion of the assignment without errors or any corrections being
In my very own specific words, Unit 8200 is underscoring towards productive at the approach they planned out their association additional towards to fortify their defense force with movability war riggings and kinds of drugs that suits in any sort of combat zone whether or not on air, land or water. Truth be told, Unit 8200 spent additional cash from their capital place through various innovative work with various techniques and approaches simply to ensure the results ar improbably after all. apart from the armed force apparatuses and hardware, they to boot spent on their preparation significantly for accomplished ability adolescents with clear capacities to understand their additional learning concerning IT framework that at some purpose or
The United States military forces moved into Afghanistan immediately at the end of 2001. The unconventional battle space in Afghanistan provided challenges to the joint functions operational structure. The enemy used unconventional and urban warfare styles of fighting. This paper focused on the Command of the Joint Functions, the Joint Air Control Functions, and the Joint Ground
A Vision of Success: General Petraeus and the City of Mosul Army doctrine reference publication (ADRP) 6-0 describes mission command as “the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (2012).” One component of mission command is to visualize. To visualize is to create a mental picture of a process and a result. Major General (MG) David Petraeus’ leadership in Mosul serves as a shining example of mission command visualization. MG Petraeus commanded the 101st Airborne as they conducted wide area security in the northern portion of Iraq and the city of Mosul less than
Pepperdine.contentdm.oclc.org. (2017). [online] Available at: http://pepperdine.contentdm.oclc.org/cdm/ref/collection/p15730coll19/id/443 [Accessed 19 Apr. 2017]. www.army.mil.
Acting within an environment in continuous changes, commanders and staff are often invited to deal with complex situations. Army Design Methodology (ADM) came to respond to this need, the need for a different tool that gives a new approach to unfamiliar and complex problems. Experience demonstrated that the classical approach through detailed planning showed real limits in dealing with complexity; ADM remains a very important asset that provides, through critical thinking, a holistic understanding and visualization. In this context, commanders and staff should ensure an effective transition between the conceptual planning associated with ADM and the detailed planning of MDMP.
Attached is a Campaign that we are rolling out within Region 1 and it is in the final stages of being rolled out at Mira Loma. Chehalis and San Antonio will be the next locations to roll this out as well. Why the decision was made to spear head this campaign at the three shows was due to the six month rolling IR for the locations. Its starting at the highest sites and will be works its way down throughout the other locations in the region. This is a project that involves employees and helps in the understanding of PPE requirements at your locations.
In this first assignment, I will try to demonstrate several areas where the trend of hiring greater educated firefighters did affected not only our training division but also the relationship between generations within our composite department. In the last ten years, our department took the approach that hiring educated firefighters from a recognize Fire School Academy would possibly be a better strategies for our small department. I for myself believe in education in the fire service, if not, why would I have registered in this program. In reality, this is where our department started to struggle. First, the minimum requirement to become a volunteer firefighter with our Department is Level 1 under NFPA-1001.
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.
The NCO 2020 Soldier concept encompasses many different types of challenges from meeting the challenges of our new type of warfare to the vast difference skill sets that the new army soldiers have. We also need to consider the fact that many soldiers have deployed multiple times in Afghanistan and Iraq over the years, gaining knowledge on the art of our type of war and understanding the limitations our soldiers and leaders have encountered. This makes our senior Soldiers and junior NCOs very smart and adaptable in today’s constantly challenging environment. All of the soldiers that did not have combat experience were at a strong disadvantage. The Leadership courses were failing the soldier because the training did not help teach them the lessons learned in combat.
Pilot Errors. I have seen many examples through my military career of professionalism, though this one seems to come to mind. This is a personal example of how pilots in one of my past unit would share their errors with others. This can be very hard to do for pilots in general due to most of us not wanting to fail in front of others. This also takes a command structure that does have a “knee-jerk” reaction to discipline or punish the pilot making the mistake.