IS2 Mills Case Summary

Imagine you are a detailer and you receive notification that a critical mission will go gapped because a Sailor did not submit their Operational Screening. Senior Enlisted Leaders are should know the importance of completing and reporting the results of Operational Screening in a timely matter. This essay will cover a brief background of the Overseas Contingency Operation Support Assignment (OSA), discuss a problem within the program and give recommendations for decreasing delays in Operation Screening reporting and unexpected mission drops.

HS1 Clement Watkins is an exceptional example of a Health Services Technician and Coast Guard member. Demonstrating unbridled loyalty and dedication to his rate and the Coast Guard, HS1 Watkins has repeatedly answered the call to duty, volunteering twice with in a calendar year for extended deployment to SMTC Camp Lejeune to assist the Medical Branch in providing high level medical care to the many ranges and in conducting the administrative duties inherent within the branch itself. Without need for prompting, HS1 Watkins seeks out challenges to overcome and initiates processes and improvement everyday as he strives to improve himself, his shipmates and his unit. HS1 Watkins consistently demonstrates exceptional communicative skills, without

Captain Steven Tamborelli contributed significantly to United States Army Aviation throughout his aviation career, he deployed to Afghanistan for OEF 13-14, and has excelled in every position he has held. He is a consummate mentor for officers, warrant officers and enlisted Soldiers. He is a consistent and competent source of advice for superiors. His outstanding performance reflects greatly upon the Warrant Officer Corps and United States Army Aviation.

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

This event was a Multi-Agency response that involved the every aircraft platform from 2-151st SSABN along augmentation from the 59th AVN TRP CMD, 351st ASB, US Forest Service, SC Forestry Commission, EMAC from GA, along with external Aviation resources. Over 21 days over 200 hrs. were dedicated to the response. During this rating period 2-151st forward was recovered back to home station, I provided rear coordination for the reception and recovery of all personnel and equipment the SWB mission (Task Force Liberty). I led the planning and coordination for all facets of the battalion’s participation in Patriot South Exercise a National Guard Bureau Joint Service Multi–Agency response to a DOMOPS exercise, a first of its kind conducted at Gulfport, MS. I spent count hours in the logistical planning, planning meet, and development of event scenarios for a Battalion sized Aviation Task Force. I worked with planners from other services from a year out in the development and coordination for the safe and successful employment of our Aviation resources from SC. As a result over 150 hours were flown in transit and execution of Patriot South Exercise missions. I worked with B/2-238th GSAB in the implementation of the Pre-Mobilization training horse blanket for that unit allowing for a success mobilization

Served as the Command Combat System Senior Enlisted and Combat Systems Training Team (CSTT) through (2) FRTP cycles which included scenario development, training and execution supporting the operational commander mission and objectives for FST-U, FST-GC, and FST-J. Specifically, oversaw operator configuration, scenario setup,

MSG Scott has been our higher headquarters focal point for fixing numerous issues as we transitioned of our mobilization personnel within the 80THTraining Command. Her assistance in re-energizing halted ADOS-RC packets and MOB packets enabled a viable solution to complex staffing actions affecting our ARPRINT mission. Totally immersed in every aspect of our concerns, she managed the myriad of tasks associated with deploying our training units. She is very adept at finding workable solutions to vexing complex problems. Her skilled leadership is exemplified by providing firm guidance and mentorship to his subordinates and others.

General Hugh Shelton was selected as a leader for this assignment since I served in the United States Army’s Group Support Company, 3rd Special Forces Group as he was the Commander in Chief of the United States Special Operations Command before he was nominated as the Chairman of the Joints Chiefs of Staff. General Shelton was the 14th Chairman for the Joint Chiefs of

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.

While serving as the Senior Computer Information Systems Specialist to the Commander of HQ, North Atlantic Treaty Organization’s Allied Land Command from 10 August 2015 to 19 August 2016, SFC Thompson displayed endless dedication to duty and commitment to excellence by providing classified voice and data communications support to the Commander, and the Commander’s Joint and multinational staffs which included 28 nations while executing coalition operations throughout the NATO area of responsibility.

The brigade will execute its mission of providing mission control of all its assigned, attached, and operational controlled units in order to provide sustainment throughout its area of operation. In order for the brigade to meet this requirement ahead of and during its upcoming deployment the replacement of one-third of its HMMV with JLTV is intended to fill a capability gap. The allocation of which units within the brigade will receive the JLTV was determined through how each unit will be employed throughout the battlespace. The units that are maneuvering forward throughout the battlespace will receive the bulk of the allocation to increase

-COMPETENT and PROFESSIONAL. His team adeptly provided 360 degree force protection for a high valued MSC asset berthed, anchored and during transit, while carrying fuel, combat cargo, and supplies for distribution to Coalition Forces operating in theater.

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

On 13 NOV 14, USACAPOC (A) OIP team conducted an Initial Command Inspection (ICI) for the 2nd Psychological Operations Group; 04 FEB 15 a Subsequent Command Inspection (SCI) for the 350TH CACOM; 11 MAR 15 a SCI for the 352ND CACOM; 09 APR 15 a SCI for the 1ST TNG BDE; 12 MAY 15 an ICI for the 353RD CACOM and 14 SEP 15, an ICI for the 351ST CACOM with subject matter experts from each directorate within the Headquarters Staff.

SFC Foxworth demonstrated dedication to duty by successfully managing the NTV Fleet valued at $13.7 million in accordance with AR 58-1. She completed 35 hours of Contracting Officer Representative (COR) training requirements through the Defense Acquisition University. Additionally, she served as the NTV and TMP COR for the Kuwait-Base Operations and Security Support Services (K-BOSSS) valued at $2.71B. She successfully sustained steady state operations, during peek personnel transition in the absence of the OIC and Deputy.