Field Medical Training Battalion (FMTB)

Sergeant Willins maintains excellent physical fitness and volunteers to lead physical training, to include the Remedial Conditioning Program. He is a role model and mentor to Marines, and constantly applies his experience and knowledge in physical fitness and nutrition to build individual training plans in order to help Marines achieve their personal health and fitness goals. Sergeant Willins also regularly volunteers to support youth programs such as I Run 4 and Big Brothers, Big Sisters. He has filled in as the Platoon Sergeant of the Operations Platoon, seamlessly managing the daily training, accountability, and operations of the Marines within the platoon. His consistent professionalism and demeanor exemplify the qualities of a seasoned leader, and has earned him recognition as Marine of the Quarter (MOQ) for MCCYWG First Quarter 2016, MOQ for MARFORYBER First Quarter 2016, and Non-Commissioned Officer of the Quarter for MCCYWG First Quarter 2018. Sergeant Willins is a distinguished Marine leader who has been an invaluable asset to MCCYWG's

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

1LT Crader demonstrated clinical expertise and sound judgment in providing medical readiness support. A resourceful leader, he developed innovative ways to facilitate and enhance mission accomplishment. He demonstrated flexibility in being able to focus on the overall mission while simultaneously mentoring to junior soldiers.

Determine if the patient is one of the perpetrators, and therefore likely to be a threat to the providers.

Rank 3: Cpl Anderson leads the way by instructing defensive tactics during sustainment training. SNM is highly mature when conducting infront of other Marines. SNM was the only NCO that helped

The Junior Reserve Officers Training Corps (JROTC) was founded by the National Defense Act of 1916. Since its inception, JROTC has been constantly evolving and continues to evolve. The multitude of differences can become evident through the examination of the program following its inception, its current condition and what JROTC is likely to become in the future.

Today I would like to talk about JROTC and how it has come about in these many years it has been around and what it is meant to do for the youth of America.

My unit is the A detail or shift. I am currently the sergeant of the detail and have held this position for 10 years. Next in the chain of command is the corporal of the shift. He is responsible for assisting me with the day to day operations of the shift including scheduling time off, evaluating officer, and participating in the disciplining of officers as needed. In my absence, the corporal is responsible for running the shift. There are eight other patrol officers assigned to A detail for a total of ten including myself. Of these eight officers, two are also classified as a Field Training Officer (FTO). They have the responsibility of training new officers in the department.

PFC Meany additional duties that he has shown professionalism and determination to progress military and medical knowledge has been completing a

I would like to introduce myself as the 201st Regiment (MF) QA OPNS NCO. I am MSG Otoniel Rivera and have recently joined the quality assurance roles and responsibilities. I will be assisting our commander in assessing the quality of our institution’s ability to meet the Army standards in the development, education, and training of Soldiers and leaders. I am extremely motivated to develop and maintain a collaborative working relationship with your command group in order to continue fostering a culture of continuous improvement and shared added values (best practices).

In early 1986, Lieutenant General Saint and his Command Sergeants Major, Command Sergeants Major Horvath, identified the need to establish an elite organization to recognize stellar Non-Commissioned Officers. These Non-Commissioned Officers are those who have demonstrated excellence in performance and leadership abilities that resemble those of other influential NCO’s. A special group that needed a figure head that all members could emulate and strive to act in accordance with. This figure head could be none other than Sergeant Audie Murphy.

As a kid Ben always wanted to be a teacher, but when he became a junior and senior he could see people in his class getting into bad things like alcohol and drugs. When he saw those kids he wanted to help and that's when he thought he would join some sort of law enforcement to have a chance to help those kids that are going down the wrong path. Later after high school he went to college at Alexandria tech for two years but later found out that his credits would not transfer to get a four year and higher so he went to CLC for two years and then transferred to St. Cloud for his four year and then later on to get his masters. After that he went to a police office to work in his area and started his fto training. Ben said that there are a lot of changes but the biggest is technology.

SFC Newell absorbed a tremendous workload upon assuming his duties as the 2nd Modular Training Battalion (MTB) Readiness NCO. His undertaking of duties that had been handled by Course Managers prior to his arrival allowed them to focus more on instructing their respective courses. He completed My Unit Pay training to take over all unit payroll transactions to alleviate the burden on 235th Regiment after losing key personnel. SFC Newell worked tirelessly in his personal time to prepare the unit for inspections and visitors.

The level of training required to become a paratrooper in the 101st Airborne Division was agonizing. The men were taken on night marches, the first one being eleven miles with full field equipment on. While on these marches, the men were not allowed to have a break, cigarettes or water. As for their level of fitness, it was intense. Their fitness was brutal. The men were required to run Mount Currahee 3 miles up and back down and ran at least three to four times a week unless Lt. Sobel instructed otherwise. After getting adjusted to running, the men could run six miles or more in fifty minutes. They were required to go through an obstacle course daily along with other exercises like: push-ups, pull-ups, and deep-knee bends. However, when it

Implementing a Field Training Officer Program (FTO) or extended post academy evaluation period consisting of 14 weeks and broken into three four-week phases which allow the recruit to gradually gain additional training and experience in the duties ascribed under evaluation (Doerner, 2012) was an attempt to meet federal mandates requiring agencies to hire more minorities and women. Although the agencies were ultimately able to hire and graduate these protected classes, once in the entry level training phase, the loss of these recruits to unfair practices were unacceptable.