Counter Fire Task Force Mission Report

This paper explores the different aspects in living a firefighter’s life. The topics that will be covered are the various types of technology when being a fireman, the different tactics you see on a day to day basis, the physical abilities one must be capable of, and the types of equipment used. The technology used today to help fight fires is extremely progressed and different than it was even just ten years ago. If it were not for these new inventions, communication would not be as easy and complex for any fire station. Firemen face different obstacles every day and have to be ready to jump right in with whatever the circumstance may be. Tactics such as

If I had the opportunity to change one thing in the Unit, to make it better than it already is, it would be to organize and plan more training events pertaining to the soldiers MOS, the reason I would make this change is so the young soldiers dont feel the way I did, I believe this will be helpful so when the time comes to transition to another duty station the soldiers feel confident and prepared to be successful in their new unit and their MOS. The RTU gets to shoot live fire after we leave the box, I believe we can organize a training experience at least twice or more times a year for us to utilize the live fire ranges in the box. Infantry can perform live fire tactical movements, and clearing building and rooms, of course

While we were awaiting fire mission, Close Air Support (CAS) came on station to help the battalion. I was sitting there on the hilltop for seven hours, that’s when the rest of my platoon linkup with me to further provide the battalion support by fire. When they arrived, the Platoon Sergeant looked at the mortar pit that me and ODA setup. Asked me the direction of fire, max ordinate, deflection and elevation of the gun. “You did a good job here, everything here is good.” “How about the LHMBC?” Platoon Sergeant

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

Fire district 13 is located in the forested valleys and steep foothills of the Cascade Mountain Range at the base of Mount St. Helens. Access to our district, primarily reached by one main county road, is limited. With automatic mutual aid to neighboring districts with, major rail, and freeway- interoperability is key. Located above the Cascadia Subduction zone, Clark County is due for a catastrophic earthquake. The area that includes fire district 13 is a transitional zone between unoccupied forest land and human development. Being a part of the wildland urban interface zone puts us at a higher risk for wildfires.

The core responsibility of the Human Resources (HR) Sergeant in the Profession of Arms is to support the Soldiers in a division level command. The HR Sergeant is responsible for all administrative functions such as personnel actions, financial and personnel accountability, records review, types all correspondence, processes operational orders for tasking, and prepares and processes enlisted actions. These are just a few of the many responsibilities of the HR Sergeants. HR Sergeants are not only responsible for the administrative support of their Soldiers, but have a duty to be a tactically proficient Soldier themselves. They are required to meet all the same standards of basic combat training. They are essential players in the success of all missions by ensuring the readiness of all Soldiers. “The profession requires unwavering, deeply held values on which to base ethic. Those values, when well internalized, are manifested in the character of individual professionals” (The Profession of Arms, 2010).

There are three basic principles that govern the FSBP 2020 program are first, the ability to support a unit’s mission while remaining flexible to the senior leadership and providing the highest quality of housing to Soldiers (HQ, DA, 2014). The second principle is an understanding of the need to take care of Soldiers and provide an improved quality of life through an engaged installation – unit partnership. Lastly, the wise use of resources simply meaning effectively managing barracks to a 95 percent utilization across the installation effectively reducing the need for the unnecessary basic allowance for housing payments to Soldiers when space is available in single/unaccompanied housing (HQ, DA, 2014). Within the scope of these principles, units are required to establish standards and responsibilities for daily maintenance, repair and utilization, durable and expendable furnishings and the assignment and termination/clearing of

Once the initial vision has been developed, it is essential for LTC (P) Owens to create a sense of urgency. The urgency can easily tie into the timeline for the outgoing battalion commanders. By using the forcing function of the change of command that happens in 60 days, LTC (P) Owens effectively creates a sense of urgency for the unit and addresses issue the disengaged leadership at the same time. Furthermore, some of the goals that he can place are the tight timelines for equipment returning from deployment, equipment reset, and reissue of combat systems. These goals create additional urgency and can translate into quick wins for LTC (P)

The United States Marine Corps has an illustrious history forged in the trials of combat. Throughout its history, irregular warfare has and will continue to pose challenges for Marines facing new and radical enemy forces. The rapid, opportunistic, and flexible capabilities of maneuver warfare enables Marines to combat ambiguous enemies whose warfighting capability and doctrine is based on irregular warfare principles. Marine Corps units are organized and equipped to facilitate rapid deployment and to maximize the potential of each asset available to the Marine Air Ground Task Force Commanders. As we wage war against our nation’s foes, the elements of the Marine Air Ground Task Force are prepared to provide mutually supporting roles for the

Firefighter III Joseph K. Wilson is a valuable member of our crew, and his teamwork is apparent in his eagerness to lend help whenever needed. For example, Firefighter Lieutenant Charles Eggers conveyed how impressed he was with Firefighter III Wilson's performance at a structure fire on August 15, 2015. He praised Firefighter III Wilson for being instrumental in the quick stabilization of the incident, in which crews were able to prevent a significant amount of property and content loss for the homeowner. Similarly, Firefighter III Wilson has demonstrated grace, patience and restraint in dealing with difficult personnel issues over the past year, showing maturity in handling conflict. When frustrated, Firefighter III Wilson is able to remove

LTC Kosko can benefit from taken a pre-command and roles and responsibilities course prior to taken Battalion Command. He is not familiar with the basic processing,

November 2nd 1983 marked the official end of combat operations in Grenada. It was on this day that Admiral Wesley L. McDonald appointed Major General Edward Trobaugh as the Commander of Combined Forces Grenada. Although combat operations had ceased, there was still a lot of work required before Operation Urgent Fury would be complete. The 82nd Airborne Division, which peaked at 6000 Soldiers on November 3rd, would not completely redeploy until the new Grenadian government was set up and operational. This task took exactly 48 days and the last unit from the 82nd Airborne Division landed at Fort Bragg on 12 December 1983. During this time, Soldiers from the 82nd Airborne Division were responsible for securing the captured enemy forces prior to returning them to Cuba and guarding both the Cuban and Soviet Embassies in an attempt to prevent the missing Grenadian leaders

For two weeks, I had a staff meeting every morning with my staff. The problem was all the issues came from the Iraqis, but all the solutions came from me. On the third week, I placed myself out of any decision making and informed the command staff they would make any future decisions and correct any problems. I would continue to assist and advice but they were to take full responsibility for their unit and security. Looking back, I realized that I had applied the SOF imperative “Operate With and Through Others.” I did not choice the leaders of that unit, I had my Iraqi counterparts do that. After the training was complete, I became transparent and the Iraqi command staff took control and assumed all authority and responsibility of the unit.

It took three attempts to blow up the car.Showing that a single fighter can pose a dangerous pocket of resistance, an ISIS gunman who had been hiding in a cave or in the network of tunnels leading out of the city opened fire on the Peshmerga. The Kurds engaged the militant in a firefight before he apparently blew himself up.In dark gray smoke rising over Mosul, another explosion erupted down the road from the fighters, likely one of the many car bombs ISIS has planted in and around the city in anticipation of what is expected to be its last stand in Iraq.At one point, several dozen pops from semiautomatic weapons rang out from both sides of the road, followed by what sounded like controlled bursts from an automatic weapon.The gunfire part of

A bright eyed and brand new “shit bag E-4” (as my First Sergeant would joke because of my college) SPC Thompson, fresh out of basic training, arrived in Italy to start my career as an Paratrooper. It wasn’t long before our unit Able Company, 2nd Battalion, 503rd Infantry, 173rd Airborne, found ourselves on the eve of yet another deployment. We had trained for months for an Iraq deployment and at the last minute we were slated to go to Afghanistan, in particular the Pech River Valley in Afghanistan’s Kunar Province. Most my leadership was experienced in combat from their previous deployments, however their combat knowledge came from previous Iraq deployments, and their last deployment to Afghanistan Operation Enduring Freedom