Common Operational Picture Manager Paper

Chief Warrant Officer Three Teddy Vanzant is an extraordinary instructor whose technical abilities and extensive combat systems experience make him uniquely suited to train United States Army, Ordnance Warrant Officers. Teddy has spent the last 13 months completely redesigning the Programs of Instruction for the M1A2SEPv2, Abrams Main Battle Tank and the M3, Bradley Fighting Vehicle. He provided sound guidance and assistance to the CASCOM, Training Development during the validation of not only these two critical combat systems, but for the M109A6, Paladin as well. Due to these qualities and his dedication to the instructional mission, I recommend CW3 Vanzant to compete for the Distinguished Instructor Award, and the Army Logistics University,

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

Master Sergeant Jeffrey J. Baker distinguished himself throughout a 25-year career through exceptionally meritorious service in a succession of positions of great responsibility to the Army and to the nation. Previous leadership positions of significant achievement include Human Resources Operations Branch (HROB) NCOIC, 82d Sustainment Brigade, Fort Bragg, North Carolina; Advanced Individual Training (AIT) Series Chief and Headquarters/Alpha (HQ/A) Company First Sergeant, Fort Jackson, South Carolina. MSG Baker's career culminated as the First Sergeant of the Headquarters and Headquarters Company (HHC), 369th Adjutant General Battalion, U.S Army Soldier Support Institute (USASSI), Fort Jackson, South

On 27 March 2013, SGT Reinhardt reported to Alpha Company, 50th Expeditionary Signal Battalion. Upon arrival to Alpha Company, 50th ESB, SGT Reinhardt was assigned the title of STT Operator for CPN Team 57115. For SGT Reinhardt’s time spent at Fort Bragg, NC, he was awarded the Army Commendation Medal and 3- Certificates of Achievement. During SGT Reinhardt’s time in Alpha Company he completed Security+, Combat Lifesavers Course, Combatives Level I, Air Assault School, and the Basic Leaders Course; earning Commandants List for BLC. SGT Reinhardt also completed 25 Semester Hours. Once SGT Reinhardt completed his tour at Fort Bragg, NC, he received orders for and PCS’ed to Fort Richardson, AK.

BCT modularity and increased deployments over the past 15 years has validated the need for mobility experts at every level of command. MWOs today typically start their career in Brigade Combat Teams (BCTs). The MWOs

On January 23, 201 an interview was conducted with Milton E. Maddox, CPT, SC Operations Officer for United States Military Expeditionary Training Support Division .Captain Maddox’s credentials include over 18 years of military experience with eighteen months of supply chain experience. Captain Maddox is a Communications Officer for Expeditionary Training Support Division. In our interview he prefers to be called Milton. Milton stated that he serves as the primary Operations Officer for Deployable Instrumentation System Europe (DISE) which is responsible for providing home station instrumentation training support and equipment for U.S. and Multinational Soldiers, Sailors, Airmen and Marines training throughout

He provided 50 midterm and performance evaluations, submitted six Sailor of the Year packages, updated 42 Division Officer Records, and provided personal and professional mentorship to the entirety of the N3 department. He supervised eight Circuit Actions personnel in the review and correction of 358 circuit block diagrams and the transition from the aging Asynchronous Transfer Mode system to the Multi-Service Provisioning Platform. He supervised 36 Technical Control Facility operators through four supervisors in the daily monitoring and troubleshooting of 358 mission-critical circuits and the processing of 1,000 Emergency Action Messages to tactically deployed submarine units in the Far East Area of

All leaders in the group will concentrate on the mental and physical wellness of Soldiers and subordinate officers. Contingent upon the recent training and the information acquired from the previous deployment, commanders and NCOs continue to arrange and plan for reintegration of Soldiers and families, recuperation of gear and new hardware preparing, and the accession of new Soldiers. All collective training requirements above section or team level for units will stop. Subordinate officers and NCOs develop, arrange, perform, and evaluate training in fundamental skills at the individual, crew and section level. Management of the unit will decentralize, giving junior officers the scope to oversee training within the brigade commander's objective. Leaders direct Soldiers to professional military education and functional training to cover the capacity gaps experienced in the previous deployment. Officers create and execute their tactics to prepare, teach, and give the right encounters to subordinate officers, which for the most part is individual training and education, team building, and developing the 4th ABCT to conduct collective training in the next phase. Officers and NCOs evaluate the development, formulation, and implementation of the individual and small-team training done by juniors and give

- As Tactical Support Communications (TSCOMM) Watch Supervisor, she provided 10 critical voice and data circuits to Patrol Reconnaissance Force, SEVENTH Fleet and deployed VP/VQ squadrons during 130 real-world flight missions and exercises encompassing a total of 12,210 flight hours in direct support of Commander, Task Force SEVEN TWO (CTF 72), Commander, Task Group (CTG 72.1) and Commander, Task Force SEVEN FOUR (CTF 74) missions and Commander, SEVENTH Fleet’s role in the Asian Pacific

Upon assignment to the 548th Combat Sustainment Support Battalion, I took over the position as the Non Commissioned Officer in Charge (NCOIC) of evaluations.

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

Commander Fischer demonstrated superb leadership, strategic thinking and keen vision in all of his war-fighting missions. Directly supporting ten Flag Officers, Commander Fischer provided exemplary and exceptional leadership as Deputy Commander, Task Group (CTG) 1010.7 and Executive Officer of U.S. Naval Computer and Telecommunications Station, Far East (NCTS FE) from March 2014 through November 2016. CTG 1010.7 flawlessly executed Department of Defense Information Network (DODIN) defensive cyber and electromagnetic spectrum operations resulting in assured command and control and battlespace awareness for Commander, U.S. Fleet Cyber Command, Commander, U.S. TENTH Fleet, Commander, Task Force (CTF) 1010, Commander, U.S. SEVENTH Fleet and his

Proper training provides any organization with the fundamental base for successful operations. The importance of training is even more crucial when teams are expected to deploy in small elements and provide commanders with operational and strategic options for the conduct of UW. The modern Jedburghs provide Joint Force Commanders with the capability to conduct the most difficult aspects of UW campaigns by understanding, influencing, and shaping the operational environment, deterring adversary forces, and when necessary, defeating threats to U.S. national security. The operational tempo that 4th BN’s face today obstructs from the operator’s ability to receive advanced unconventional warfare training, military training directly related to the

Combative positions are the most elite MOS’s that the United States armed forces has to offer. They require an immense amount of knowledge, training, and physical ability, making them the hardest to enlist in. Such high standards and requirements ensure that those filling such positions are equipped in every way possible to successfully complete each mission that they are placed in with as few casualties as physically possible. Combative positions carry a much

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)