Army Unit Status Report

1. SITUATION: The Battalion will direct an Army Personnel Asset Inventory (PAI) to account for 100% of all personnel assigned and attached to 34TH

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

The United States Army is always constantly changing as we are a living breathing organization. From the time that Soldiers were drafted into the Army and went straight to war, to the Soldiers just signing up and doing their time and getting out. In today’s Army there are more and more of our service members staying in twenty years or even longer turning the Army profession into their careers and livelihood. As the Army continues to change we have begun to shift to be a better professional Army. “Professionals require years of study and practice before they are capable of expert work” (DA HQ, 2010, p. 2). Professionals use life-long pursuit to build their knowledge to become an expert in their field. In turn, they then lead, train and develop other Soldiers to become skilled professionals in their

During the latter part of FY16 and the beginning of FY17, the EEOCA cadre successfully conducted three Institutional Army Warfighter Assessments (IAWAs) designed to test the validity of the proposed curriculum. Substantive changes were instituted throughout the IAWA process and the finished version of POI 16.0 is pending approval and validation. Since the IAWA process, there has been a graduate rate of 64% and a total of 270 Soldiers will be trained during FY17. The desired outcome is a course that better meets the needs of all components, reduces resources, and trains the critical tasks to

SUBJECT: UPDATES TO THE AR 623-3 AND DA PAM 623-3 1. Purpose: To specify changes and information to THE AR 623-3 AND DA PAM 623-3 2. Facts: a. Provides evaluation reporting policy guidance specific to USAR and ARNG Soldiers in appendices rather than chapters (appendices G and H) b. Requires all requests for exceptions to policy regarding rating chains and/or senior rater rank/grade designation to be approved by HQDA at the beginning of the rating period. c. Specifies when rated soldiers are eligible to receive evaluation reports. d. Updates responsibilities of the rated Soldier and rating officials. e. Increases the minimum requirements for rating officials on USAR (Troop program unit) and ARNG (Man-Day) NCOERS. f. Makes the use of social

REGULATORY CITATION(S): Army Regulation 135-178 sets forth the policies, standards, and procedures to ensure the readiness and competency of the U.S. Army while providing for the orderly administrative separation of Army National Guard and U.S. Army Reserve (USAR) enlisted Soldiers for a variety of

Thomas Philpott's article “Military Update: DoD Medical Records Seen as a Hurdle for VA Care” expresses a message that the DoD is so focused on their database and their agenda to the point where they have lost focus on the people who are entitled to their service. The digitized health care system the DoD currently uses is called AHLTA; the IT system has been a “problem for the VA and for veterans because, in fact, it doesn’t allow electronic record transfers outside the military network” (Philpott, 2006). The article is biased in the sense that it places all of the blame of the DoD without any counter-argument as to why the DoD chooses not to expand to a shared system; however, the problem still stems back to the ineffective

The United States military is downsizing, becoming a more fit and agile military. Due to this action the Army has come up with a program to place Soldiers in a field that they can perform at their maximum capacity physically and mentally. This program is called Soldier 2020, it is in its final testing stages even though parts of this program have already been integrated into TRADOC.

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

The history of the Adjutant General Corps is just as important as its future. It has allowed the AG Corp to learn, develop, and maintain its proficiency within the Profession of Arms. The Adjutant General has held a position among the Army’s ranks since its start in 1775. It has grown to be a position of honesty and trust. It has been the voice of the commander in times of need and the soldier’s support system. Throughout time it has gained the respect of those around them. The Human Resource Sergeant has been the nucleus of its core and an important factor within the United States Army.

2. Over the last several years, we have seen a move in the Coast Guard’s Senior Enlisted Leadership Roles from that of a technical expert to a leader who monitors, manages, and evaluates the readiness of their members to include training to meet Core Competencies. They ensure that their unit maintains 100% mobilization readiness at all times. This is evidenced by the implementation of the Senior Enlisted Reserve Advisor (SERA) billets. According to

Per reference (a), I request the Board of Corrections for Military Records reconsider my record and consequently adjust my discharge of General- under Honorable conditions with a reenlistment code RE-4 that is pending for September 24,2015 to an Honorable discharge and a revaluated reenlistment code due to Coast Guard policy and procedures not being adhered to in this specific circumstance.

1. I would like to take this opportunity to address a few items regarding my file and ultimately my continued service in the Kansas Army National Guard.

Recently I was invited to play a more active role as assistant troop leader for my daughters’ Girl Scout troop. The requirements of this role entail; organization of troop events, planning activities for weekly meetings, developing lesson plans and composing and disseminating monthly troop calendars. In my opinion the monthly troop calendar would fit in the category of a Non-Business report, because the objective of any report is to communicate information that is compiled as a result of research and analysis. The troop leaders meet and collaborate prior to the start of the school year and develop our lesson plans, we research and analyze what lessons and teaching methods best work for the girls. Once we’ve completed our lesson plans we can

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.