Case Study: ASC OPCON And Adcong

After a strenuous and long deployment the 56TH ABCT redeployed and began RESET operations. Focus on RESET was not a priority as evident of the BCT command team acceptance of the Division “Red Cycle” tasks causing delays and an unnecessary increase of subordinate unit tasks. Currently the BCT is at R+55 of its RESET window and already some unit are rescheduling Reset appointments. It is absolutely vital units do not to deviate from the timeline in order to prevent delays. Coordination with the Division G3 must occur in regards to the “Red Cycle” tasks IOT accommodate the RESET schedule.

Though the research shows that the governance of civilian contractors is a blurry line at best, and while a necessary evil, they are in many cases a danger to those around them if not properly supervised. That supervision is what the evidence will show is extremely difficult to achieve and makes joint operations even more tenuous…The hypotheses is that civilian contractors often answer to multiple sources of command. The research will point to the fact that this confusion of command cost time, effectiveness, and unfortunately even lives. It will also show that it makes determining success or failure much more difficult and tenuous. The hopes of the research and overall findings is that a direction will be found that can ease the tensions and the negative results and possibly find a better way of operating with civilian contractors.

"After war-gaming all COAs, the staff now conducts COA comparison to select the COA that best supports the mission and commander's intent" (Artillerization, n.d., "Step 5: Course of Action Comparison" section, ¶ 1). It is the responsibility of all the staff

This is due to various organizational shifts, as the design of the courses change every time a new General takes command at Fort Lee and decisions based on lackluster after action reviews (AAR). The POI for the SPCC does not reflect the change in scheduled location and needs to be updated, therefore, a broad-spectrum POI should be created and recommendations should be made in order to gain more positive AARs.

There is a multitude of issues preventing the 4th ABCT from becoming one of the best BCTs in the division. However, I quickly realized in my assessment that this is directly linked to the previous command team. Therefore, the climate has become extremely toxic to the point where primary staff officers are ready and willing to resign their positions. The BCT is over worked, overloaded, and poorly led by its leaders causing an increase in DUIs, domestic abuse, and multiple divorces. Furthermore, there is a lack of commitment to the men and women within the BCT from their leaders, which stems from the poor ideals portrayed, threw the previous BDE CDR and CSM. Moreover, hazing, favoritism, and sexual misconduct have driven a deep divide within the BDE. One of the key components

The 4th ABCT has numerous issues preventing the BCT from regaining past title as one of the best BCT in the division. However, I quickly realized in my assessment prior to taking command that this is directly linked to the previous command team. The climate has become extremely toxic to the point that primary staff officers are ready and willing to quit or resign their positions. The BCT is over worked, overloaded, and poorly led by its leaders causing an increase in DUIs, domestic abuse, and multiple divorces. Furthermore, there is a lack of commitment to the men and women within the BCT from their leaders, which stems from the poor ideals portrayed, threw the previous BDE CDR and CSM. Moreover, hazing, favoritism, and sexual misconduct have driven a deep divide within the BDE. One of the key components that I noticed was a lack of commitment to the Soldiers and leaders at all levels

Afghanistan was a challenging deployment for the 4th ABCT. From the beginning the issues with manning and equipment caused a strain on the daily operations within the Brigade. Though not an impossible issue it caused tension between the echelons of command. These minor challenges were magnified by the death of the BDE CDR, BDE CSM, and a BN CDR. This impacted the organization greatly as it should but COL Cutler, COL Timmon’s replacement, rarely displayed decisive leadership and did not take ownership of the Brigade. As a result, the trust that was built prior to and during the deployment began to degrade and continues to do so. Numerous indicators exist on this lack of trust and they there is no indication that these actions will cease under the current leadership. The central leadership problem that exists in the 4th ABCT is a lack of trust. This trust has eroded as a result of 3 primary factors which are the misalignment of ethics, leader imposed stress, and a lack of leadership.

To understand how some of the soon to be discussed failures arose, all of the key commanders need to be identified. When Operation Enduring Freedom (OEF) began General Tommy Franks was the CENTCOM Combatant Commander in Tampa, Florida. Events on 9/11 lead to us having forces in Afghanistan soon after. From the beginning of the war Special Forces (SOF) were the primary assets utilized. As time went on conventional units were joining the forces in theatre. This caused the need for the Command and Control (C2) structure to adapt to the

When the task is to conduct an offensive operation, the CCIR and PIR that you answer will drive the COA for future operations.

What is the agreement between ADMS and Encompass. Is the agreement same as we do have with CRMT team.

We hope that that is not what the JFC is desiring or pushing for. With those potentially present seams, the JFC can minimize the confusion brought about by the seams mentioned by sharing information and perspectives to the service, listening and understanding the perspectives of the service (it’s possible that the service’s commander could be the expert and/or have a creative method of achieving the objectives of the JFC), ensure that there is a communications infrastructure, develop ideal critical information

Concept Review – The EBRD’s Operations Committee (OpsCom) approves the project concept and overall structure, including proposed financing structure and supporting obligations. At this stage, the EBRD and the client sign a mandate letter, which outlines the project plan, development expenses and responsibilities.

It took years to get a new CIC. But they soon got it. Desmond fought in many battles. Some of them in which helped Asot develop, therefore continues on year by year. But Desmond predicted wrong, Asot has been a fallen country in 2017. All of the battles they have fought in has been put to a close, two centuries have been past, Asot has been a country for two centuries. But in 2034 Asot has been put back, and has been a new branch in the United States military for fighting in the cold temperatures since the gas breakout in Antarctica in 1834, and also since Asot has been started and founded in Antarctica. This is why Asot(Arctic Styled Operational Team) has been put to a branch in the US as a arctic styled military

The JAM-GC and its nominative predecessor, ASB, primarily focus on using the strategic power of the Navy and Air Force to preserve assured access

MG Hurley was adamant that Camp Arifjan CIF will become the theater CIF. ASG role will remain the same which consist of providing the 'Accountable Officer' and the 'COR'. Additionally, that Camp Buehring and Camp Arifjan CIF will be right sized w/ OCPs, with a small delta of ACUs. I asked him directly, would he be opposed for 1TSC to assume the mission for Camp Arifjan CIF. He strongly citing he was opposed for 1TSC accepting this mission, then proceeded to explain how this was a manning issue for 1TSC to assume this mission. I also explained to him CIF functions and responsibilities are executed using the K-BOSSS contract and provided him w/ realistic expectation management to the timeline for the necessary adjustments to the