Analysis Of The Garrison Ncoic For The Camp Bucca

The mission command system is expressed as the placement of individuals within a unit conducting operations with a specific set of procedures and principles in place to optimize the use of its equipment. What does it mean to recognize or comprehend the art of Command and the science of Control? There are six key principles of mission command in developing a cohesive team that support all aspects of a mission. The following essay will discuss these principles and examine examples of how the famous Operation Anaconda both endured victories and inadequacies.

In early January 2002, American intelligence received evidence of a large volume of enemy forces assembling in the Shahi Kot Valley in Eastern Afghanistan. Central Command (CENTCOM), led by General Tommy R. Franks, was directing combat operations in Afghanistan through the Coalition Forces Land Component Command (CFLCC) and Coalition Forces Air Component Command (CFACC). As the interest in assaulting the Shahi Kot Valley amplified, General Franks reached a conclusion that a U.S. tactical commander was a need in Afghanistan. The decision was to assign the 10th Mountain Division Commander, Major General (MG) Franklin Hagenbeck, as the tactical commander. In an effort to strengthen MG Hagenbeck’s command authority, CENTCOM named his headquarters Combined Joint Task Force (CJTF) Mountain and gave it command and control authority over Operation Anaconda. By having command and control authority, MG Hagenbeck would encounter challenges with the command structure. The challenges of command structure were due to CJTF Mountain not having tactical control (TACON) of multiple Special Operation Forces, the Joint Special Operations Air Component (JSOAC), and friendly Afghanistan forces. These misunderstandings were resolved during the execution phase, but rectifying the command relationships prior would have avoided lost time and resources needed on enemy forces and positions. In this paper, I will identify the challenges of command structure during Operation Anaconda.

CW3 Smith was responsible for the fielding CGSS-A throughout the entire CENTCOM theater serving the all three Army Compo, strategic agencies and contractors. She was responsible for the management of 800-850 DODDACs from the initial request, alignment, funding, activation and execution. Ultimately, she resolved over 1000-1200 work orders weekly. She sent countless man-hours resolving matters for ASG, 1TSC, CJTF and tenant organizations to ensure forward forces where efficiently equipped in Afghanistan and Iraq.

SPC Sutton served outside of her Military Occupational Specialty as the orderly room clerk for Packhorse Troop. SPC Sutton never hesitates to take charge of the orderly room. Superb performance by a truly dedicated leader who led by example in everything she does. She always accomplishes her tasks above standard and competently multi-tasks to accomplish a variety of missions on a daily basis. She was responsible for administrative actions and tracking taskings for the troop.

Stationed at Hunter Army Airfield, GA., The medevac was task to assist with disaster recovery when South Carolina was affected by catastrophic, life-threatening flooding. The Commanders, from the company level all the way up to Brigade, using operational sustainment, and knowing what the organization was capable of, were able to organize crews and make the decision to go. This required crews that were trained and proficient at the tasks such as hoist and over-water operations. The equipment necessary to do rescue operations, from the medical equipment up to having aircrafts available. This also meant sustainment in the form of organizational support from DART teams and operations personnel, all ready and providing help in the rear. We were able to accomplish what was asked of us because of training and leadership support at all levels. Sustainment relies on every individual within the organization to do their part, and leadership to be able to recognize deficiencies and have a plan to address this. All in an effort to become fully functional in their warfighting skills and mission

2. The previous NCOER NCOIC departed unexpectedly two months ago due to a compassionate reassignement, and he was out the majority of the previous sixty days prior to his departure due to medical and personal issues. As such, the corrections the battalion CSM required on the NCOERs were not done and the NCOERs were not processed in a timely fashion.

Mrs. EverittWilliams participated in monthly VTC/teleconferences with the 335th forward addressing logistical issues. She provided oversight to staff for operational support to facilitate pre-mobilization equipping, movement and integration to Mobilization Training Center (MTC) or CONUS Replacement Center (CRC). Her role played an significant impact on the 335th SC (T)’s ability to consistently mobilize 335th SC(T) Soldiers to standard in order to provide deployable personnel for Overseas Contingency Operations

2. The SSA Platoon is aware of its stature with a High Demand and Delicate mission; where equipment/parts must be downloaded daily. However, there

SFC Cipriano served as the unit Training NCOIC where he managed 8 Soldiers throughout 160 training management actions. He oversaw the full indoctrination of DTMS and ensured his staff was well-prepared to incorporate.

47). McDonough spared himself from nothing as time after time he would rotate through every third patrol as squads conducted patrols and midnight ambushes. Whether McDonough’s men knew it or not, he studied them attentively. McDonough (1985) describes his interaction with his men “I sat and listened to their stories, their hopes, their gripes. I tried not to speak about myself” (pg. 75). The time that LTC McDonough took to learn about his men would play a key role on building his trust and faith in his men as he went out on patrols with them. He was able to describe his squad leaders and platoon sergeant with great detail. He knew about their strengths and weaknesses and was able to adapt his leadership style and presence depending on which NCO he was patrolling with. Another example of his empathetic and servitude leadership style was the fact that he let his platoon sergeant bunk in the sand bagged bunker McDonough (1985) explains “By right of rank, I would have had the bunker for my own quarters had I wanted it… It was too plush in comparison to what the men had” (pg. 99). It truly amazes me that LTC McDonough seemed to have grasped the concept of what it means to be an effective leader, and I truly believe that his treatment of his men, and the way that he conducted himself was a key part in his success during the

Serves as the assistant S-4 and responsible for the development and execution of two annual budgets for the 1st Infantry Division, Combat Aviation Brigade (1ID CAB), totaling over $120 million. Monitors and facilitates execution of those budgets to meet 1ID resource execution goals and guidelines. Analyzes 1ID CAB Commander's tasks and priorities in order to allocate financial resources to help execute his goals and intent. Facilitates over $1.5 million in contracts in order to meet the 1ID CAB mission. Supervises and inspects the CAB Defense Travel System (DTS), Government Travel Charge Card (GTCC), Air Card, and Government Purchase Card (GPC)

SSG Espinoza performed exceptional as the Supply and Service NCO and one of the primary Contracting Officer Representative (COR) for the Kuwait Base Operations and Security Support Services for class III. As the COR, he provided direct oversight for 500 contractors, distributed and trans-ported 53.4K gallons of class III, supporting four Army base camp valued at the $163,500,000. Ultimately, his keen attention to detail has enabled the DOL to provide responsive sustainment and achieve a high state of mission

Provides multifunctional logistics support for the Theater Tactical Signal Brigade (TTSB), consisting of a Brigade Headquarters with four Expeditionary Signal Battalions (ESB) and a Tactical Installation Node (TIN). Multifunctional logistics support includes: transportation, field level maintenance, commercial leased vehicle fleet, food service support, installation property book management, field services, life support service and operational contract support. Serves as the logistics subject matter expert (SME) who advises the Brigade Commander and the subordinate signal battalions concerning sustainment operations throughout the United States and aboard. Manages an annual budget of $9.4M and coordinates with engineering and budgetary staff

In support of the Product Manager Global Combat Support Systems-Army (GCSS-A) during Fielding Group 17, Wave 2 fielding operations for the 316th Expeditionary Support Command. As one of the primary G4 maintenance point of contact for fielding GCSS-Army for 90 units in providing relevant submissions, revisions and reviews in the successful planning, coordination and execution of the migration from SAMS-E program to the processes required to bring GCSS-Army

During the build-up and planning of Operation Anaconda, elements of the 10th Mountain Division Staff were deployed into the CENTCOM’s area of responsibility. While doing their