Commander's Duties In The US Army

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

Through my military career I have been told the importance of mission readiness and how much of an impact it can have on the unit if one soldier is not up to standard. The other solders must not only continue working on the load they have but also pic up my slack. Not being fully mission capable waste time and energy of my peers, my NCOs and the officers in my unit. I must do better as a soldier I am A specialist looking to go to the promotion board in January but I made a private mistake. Mission readiness comes down to discipline and prioritizing which I will explain in this essay. Discipline and standards define what it means to be an Army professional.

O1: I have integrated and fused Exercise Support Branch (ESB) resources and capabilities into six Global Simulation Capability (GSC) sponsored exercises, and nine Mission Training Complexes (MTCs) sponsored exercises that allow units to provide a consistent OE to assist in achieving Objective-T goals. Led the team’s transition from primary on-site support to remote and reach back support which enabled the team to meet its objectives and still provide support to an additional 16 exercises and answers 28 requests for support with a smaller footprint. Increased ESB outreached and remote delivery of OE content by 50% as a direct result MTC training, GSC partnership, OE-OPFOR augmentation to CTCs, other senior leaders’ engagements. Sought out

In support of my capstone project, I assessed and will submit a redesigned proposal with developmental recommendations for reformation of a solid POI for the SPCC that takes place at the Army Logistics University. In this, I have identified the foremost purpose for this redesign as the following: The investment in the education and training of rising leadership is vital to the long-term success of our sustainment support staff and the services provided. With this course providing training in modular force operations for newly selected command designees that enables them to function effectively throughout their command tour it is very important to make sure that the training is substantive. Therefore the main focus is to assure that training is current and emerging sustainment doctrine and leadership topics for commanders on the National Guard, Reservist and Active Duty levels is most essential.

The 120th Engineer Battalion consists of 8 companies with an assigned strength of 725 Soldiers. He currently oversees more than 20 active construction and improvement projects at Camp Gruber, Broken Arrow and Muskogee Armed Forces Reserve Centers and throughout the State of Oklahoma. LTC Ostervold’s leadership and dedication is unwavering. He personally developed and mentored subordinates within his span of control to improve on all soldier and engineering requirements. During his short time as the Battalion Commander, LTC Ostervold has been able to increase the retention of quality engineer soldiers through realistic and meaningful Military Occupational Specialty (MOS) training. LTC Ostervold has increased the overall strength of the Battalion by over 6% (42 Soldiers) by aggressively recruiting Soldiers that have a passion to serve their country in the Oklahoma National Guard and learn a valuable skill set as an Army

Temporary profiles are intended to allow soldiers to properly recover from illness or injury. Commanders must consult with medical personnel to determine what physical training and duty requirements the profiled soldier can perform. The intent of a profile is to assist the soldier in fully returning to duty in the fastest, safest manner possible. Organizational leaders are responsible for the use and monitoring of MEDPROS to measure their unit/individual medical readiness status. Leaders should analyze medical data and generate reports to determine the medical and dental readiness of individuals, units, and task forces. Unit commanders are responsible for monitoring their Soldiers’ Individual Medical Readiness (IMR) and ensuring compliance with all the combined elements of medical readiness. The elements include immunizations, physical profiles/duty limitations, vision, hearing, labs, dental, personal deployment meds, physical health assessment (PHA), individual medical equipment (IME), and pregnancy screening.

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.

As a future leader, I would like you to conduct Physical Readiness Training, Preparation Drills and Recovery Drills for the platoon. Take time to come up with training for the section. Example teach a class on how to lay a quadrant for fire missions.

here as the Deputy is to ensure that the KO's, ACO's, CS, and QA have

Frist priority of the KM Officer is to access the communication process within the WOTB and the sections and identify BN polices that address communications within the organization. Although a KM SOP exists for the battalion, there is no KM SOP that specifically covers the WOTB. KM Officer is responsible for developing a WOTB SOP, with the assistance of cadre that are not on

Significate improvement has been made in this work outcome with draft revisions of General Orders 370, 372, 379, & 380 completed with preparation being made to submit to Research Planning & Development. The Special Operations Unit is working jointly on the GO 370-1 and the THP K-9 Manual revisions with the K-9 Training Unit. The THP Tactical Manual has been divided up by emergency service function and distributed out to Special Operations members for review and update. Captain Johnson has also been in contact with the NTOA Training Division for the forthcoming assessment process.

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.

Furthermore, each unit is required to balance tasks and benchmarks selected by their respective Adjutants General along with those prescribed by First Army. Generally, deploying units undergo four to eight weeks of medical, administrative, and classroom preparation on top of technical and tactical skill refresher training spanning the year prior to mobilization.

The part of the traning is broken down into three operational units known as; “Operation Hercules” - “Operation Nexus” - and “Operation Kaboom”. Each on of these operations has a key learning function associated with it for each officer to use when patrolling their assigned areas. Operation Hercules, is for the officers to present themselves in an “all-powerful and all knowing” manner. Operation Nexus, is to inform the officers as to which businesses may be the less than obvious target of a terrioritst attack. Operation Kaboom, is to inform and train the officers on the use of explosives in the event of a terrorist attack. Education is always the best result in any high stress situation, the better equipoed with training and knowledge as to how to execute the training the better the outcome will be for the officer, the department and the

Training individuals, fire teams, and squads to become capable combat ready units requires complex instruction. However, for individuals to be able to perform as members of fire teams, squads, and platoons, hundreds of basic tasks must be learned first. Once the basic tasks have been learned and refined, individual soldiers are then trained in the basic tasks that are required as a fire team. This process continues on in the same manor until individuals are capable to execute combat operations as part of a maneuver task force. Every soldier within the task force relies on the idea that every individual is competent in each of the basic skills necessary for mission