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As you know I have been trying to meet with you to discuss your case with you since January of this year. Specifically, you had appointments scheduled for January 20, 2017, January 24, 2017, February 9, 2017, February 24, 2017 and, March 21, 2017. You failed to keep any of these appointments. The reason I wanted to meet with you was to explain why I was not interested in pursuing this case.
He was a platoon sergeant, a cadet master sergeant, and the youngest senior noncommissioned officer in the entire corps. He was at the time in charge of changing the insubordinate kids, which he used to be. His behavior, attitudes, and speech were totally reformed as he was following and practicing the motto. The biggest reason why he was changed is the responsibility in the school and the family.
Col Allison holds his master’s degree in Public Administration; he is a qualified Parachutist, Ranger and Jungle Warfare Expert. Among his decorations and awards are the Combat Infantryman Badge, the Silver Star, the Legion of Merit with oak leaf cluster, three Bronze Stars (two for heroism in ground combat), the Meritorious Service Medal with oak leaf cluster and the Army Commendation Medal. Each decoration and award immensely deserved, as he served briefly on assignment in Korea on the Demilitarized Zone with the 9th Calvary Regiment, 1st Calvary Division before joining the Korean Military Advisory Group and served as an Aide-de-Camp. Upon returning from Korea in 1964 , Lt. Allison was assigned to Fort Benning, Georgia as an instructor at the US Army Infantry School. In 1967 Captain Allison was detailed to the Infantry Branch and in due course assigned to duty in Vietnam as an Infantry Company Commander in the 2nd Battalion (Mechanized), 22nd Infantry, 25th Infantry Division.
Sergeant First Class Emily C. Martinez United States Army, distinguished herself as a Quartermaster Noncommissioned Officer by exceptionally meritorious conduct in the performance of outstanding service to the United States as the III Corps Mortuary Affairs Non-Commissioned Officer (MA NCO) and the Combined Joint Task Force Sustainment Operation Battle NCO. As the MA NCOIC/Night Shift Battle NCO, SFC Martinez performed and executed all operations according to the Task Force CJTF OIR J4 MA standard operating procedures, ensuring 100% compliance with all MA regulations. SFC Martinez is responsible for monitoring the battle to provide oversight to the CJ4 and is also responsible for tracking movements of all classes of supplies within the CJOA.
Early in the morning a reinforced North Vietnamese company attacked Company B, which was manning a defensive perimeter in Vietnam. The surprise onslaught wounded 5 members of a 6-man squad caught in the direct path of the enemy 's thrust. S/Sgt. Stewart became a lone defender of vital terrain--virtually 1
Officer Penrose volunteered to be assigned the Tactical Operations Center (TOC) when he came to the unit. This vehicle is the largest and houses the most equipment of any of the vehicles assigned to the unit. Maintaining the TOC includes the monthly inspection, maintenance, documenting and replenishing the inventory as well as the operation of the vehicle. Officer Penrose also maintains, inspects and recharges the electronics assigned to the unit. Officer Penrose completes his inspections in a timely manner and advises me of the complications with the equipment and the status of our inventory on a regular basis.
Mission command and understanding the mission were critical to whether he and his Soldiers would be successful or not. Throughout the deployment, his firm understanding of operations and concern for the operational environment led to accomplishments and breakthroughs for the Iraqi people and his division with the implementation of governance, civil authorities, and overall improvement of
My career at Flagger Force began on April 12, 2010 at our Harrisburg Branch in Middletown, PA. I arrived an hour early, and upon my arrival I was escorted to Bill McDaniels office and he immediately sent me outside to my car because I was too early and he was busy. At the time, I thought that HE was Mike Doner; I had always worked for “Mom & Pop Shops”, and I remember thinking to myself, “Great, my first day in the office and I already pissed off the owner”. Forty-Five minutes later, Ann Johnson came out to my car, and told me to pull out my vehicle and back it in before “Mike” yelled at me for pulling into the parking space. My first assignment at Flagger Force was pre-screening.
This position enabled me to liaise with H&HS Squadron MCAS Miramar FRO frequently where I learned a great deal. While serving in this position I was able to volunteer to
SPC Kinnevan achieved the XVIII Airborne Corps NCOA Basic Leader Course graduation requirements with a 95.53% grade point average. He successfully passed the APFT evaluation with a score of 258. He was able to achieve a superior rating by leading his squad and executing all commands, scoring a 100% on his squad drill and PRT evaluations. He demonstrated enthusiasm and an honest desire to learn. He was a catalyst for most of the classroom discussions and always had an intelligent and pertinent answers for all questions.
Candidate Connors briefed his order with confidence. SNC scheme of maneuver was thorough, and contained good detail. SNC physically touched his subordinates for emphasis when assigning roles while briefing the tasking statement to ensure each member of the fire team understood their assigned roles. SNC utilized an effective combination of verbal and non-verbal communications throughout each phase of maneuver. SNC made good use of his subordinates, ensuring the Navigation Man was following the direction of assault, and that his fire team maintained proper dispersion as they advanced through the attack phase.
When he got to bootcamp, he was assigned to drill instructor Corporal Doherty. Doherty was something else. He was the type of person to feel like they are the boss and what is said is to be followed. He says “I’m your drill instructor. This is Platoon 984.
SNC’s five paragraph order contained most of the pertinent information required to conduct the mission with the exception of the Situation paragraph. SNC briefed fabricated information regarding friendly units and failed to brief second squad was in dire need of ammunition and sustaining heavy casualties; this information which was mission essential. During movement to the objective, SNC ensured his squad maintained adequate dispersion and on one allowed the ammunition-bearing fire team to fall behind; a deficiency SNC corrected. During enemy contact, SNC proceeded to assess a casualty rather than task his fire team leader and continue leading his squad.
“The mission is to capture fort RED. Team, I want you guys to sneak up through the forest I will be right behind you.” “Bobby, you and Jimmy will be following me up to fort RED, be really sneaky,” whispers Grant. The four of them slowly sneak up on fort RED.
While assigned as a wheeled vehicle mechanic in the 154th Composite Truck Company, SPC Ford repaired, assembled, and serviced over 350 vehicles to include HMMWVs, LMTVs, PLSs, HETs, and HEMTTs. His dedication to the mission's success directly contributed to the completion of over 500 services. He flawlessly troubleshot mechanical and electrical problems that arose without hesitations, which contributed to the unit maintaining over a 90% operational readiness rate. SPC Ford served as the company's Better Opportunities for Single Soldiers (BOSS) representative, extending his influence through assisting the 553D Combat Sustainment Support Battalion in organizing five events. He volunteered over 50 hours planning, networking, and executing events
