Major Wagoner's FPCON Bravo Support Design To The Intervention

I had the opportunity to work with Maurice as part of the command team of Bravo Battery 3-6 ADA. As a Battery Commander, Maurice was keenly aware of the importance of his mission to train the future Soldiers of the United States Army and Air Defense Artillery. Although the mission was always first, Maurice made a point of ensuring that the Soldiers under his command understood the importance of their contribution to the organization.

Among these leaders was Bravo Company’s 1st platoon’s SFC Robert Gallagher. The platoon endured terrible living conditions including no running water and filthy living space. These inadequate living conditions must be met with some relaxation on the standards they were expected to follow. Company leadership viewed this as a bribe to keep the soldiers in high spirits. In reality, they set the stage for the erosion of the morals the enlisted soldiers are supposed to possess. While the morals were being chipped away, so was the original plan the battalion had hoped to follow. Fragmentation orders became a pseudo-standard for the boys of Bravo Company. What had originally started as short-term overnight patrol bases turned into fortified traffic control points with the exception of any form of fortification other than in notion only. Despite the fact that platoon-level leadership requested for supplies they were repeatedly turned down. A major breakdown in the communication between the leadership created a loss in faith in the higher leadership for the lower-enlisted soldiers on the ground. Very soon into deployment, Bravo Company began to experience contact with unseen enemy forces. The enemy was able to engage and plant IED’s and cause casualties while remaining elusive. After the first few casualties within the company, the mission to start set up traffic control points was to begin. While conducting patrols down the road time and time

Wilson, Faggella-Luby, & Wei (2013) present a cogent plan for Tier 3 Response to Intervention (RTI) for secondary students with reading disabilities, content, and pedagogy planning tools, content instruction, and instructional method implementation. Both research application lacks concerning Tier 3 RTI in high schools (Wilson et. al). RTI is curriculum that addresses the learning needs of all students that also includes screening and monitoring progress. Continuing, Wilson et. al define Tier 1 RTI, core curriculum for all students serving the needs of 80% of students, Tier 2 RTI, small group instructional intervention, serving the needs of 15% of students, and Tier 3 RTI, an intense one to one intervention for students who continue to struggle beyond Tiers 1 and 2, serving 5% of students. Wilson et al. provides information the reader needs to understand in the article without clutter, expressing their writing with economy (Zinsser, 2013). The article is unified in theme, gives enough information without giving too much, and follows a clear progression (Zinsser). “More simple, than complex” (Henson, 1999, p. 58), Wilson et. al’s article is an example of good writing.

In July 2000, COL Mahoney became the new Battalion Commander and the area Provost Marshal at Camp Humphreys, Korea. He immediately began working on a Base Defense Plan for his area of responsibility which included: Camp Humphreys, Camp Long, Camp Market, Camp Page, Camp Red Cloud, Yongsan and the DMZ. He worked tirelessly on plans for the gates and front lines, training and certification of MPs, and training and certification of Soldiers helping the MPs. The result was an exportable training DVD that proved to be quite helpful in the upcoming September 11, 2001 (9-11) situation.

The conditions they took over from where atrocious, the unit closed many of the roads to military units because they had taken to many IEDs on them, they had rats in their living quarters, garbage all over the place, and they couldn’t wait to get out, they had a rough time in the triangle and it left a bad first impression on the men of the 1-502nd that they were in for a rough deployment. Going into the deployment Goodwin was still one of Kunk’s favored commanders and was assigned to one of the tougher sectors. Kunk thought that Goodwin would be able to wrest control of the “wild west”. The Bravo Company AO had three main tasks, to secure the Jurf Al-sukr Bridge, man 6 traffic control points, and patrol and maintain quick reaction force should anything go wrong at any of those points. Bravo Company had 3 rifle platoons to get all of these tasks done, each platoon would take control of one of these tasks and rotate between them. First platoon was led by Lt. Britt who was liked by his men and had good control over them. He had strong squad leaders that ran their squads well. 1st squad would be the most trouble, it was led by Staff Sergeant Nelson. 1st platoon was tasked with manning the traffic control points when the first blow to their leadership would happen. There was one soldier who had to accidental shootings within a week of each other but both where cleared as

EXCEPTIONAL SERVICE WHILE ASSIGNED TO INTELLIGENCE AND SUSTAINMENT COMPANY AS THE FUNERAL DETAIL NCOIC. SGT LUCIER EXEMPLARY PERFORMANCE AND DEDICATION TO EXCELLENCE CONTRIBUTED IMMEASURABLY TO THE UNIT'S OVERALL SUCCESS. HIS ACTIONS ARE IN KEEPING WITH THE FINEST TRADITIONS OF MILITARY SERVICE AND REFLECT GREAT CREDIT UPON HIMSELF, HEADQUARTERS AND HEADQUARTERS BATTALION, 1ST ARMORED DIVISION, AND THE UNITED STATES

As the Brigade Engineer, LTC Ostervold also led the 45th IBCT’s construction efforts. While in Afghanistan, he managed over 10 million dollars in construction projects. LTC Ostervold led the effort to build the Forward Operating Base (FOB) Gamberi in Laghman Province as it was upgraded from 250 Soldier FOB to house over 950. Using his civilian skills as a professional engineer, LTC Ostervold ensured that FOB Gamberi’s construction stayed on schedule to ensure

In thinking about developing an exposure-based model working with veterans who experience PTSD, I plan to use prolonged exposure therapy (PE) because it has been shown to be effective with veterans and in treating anxiety and depression. I plan to use a 15-session model that has been adapted already for use within the Department of Veteran Affairs. This model will be implemented using small groups of six. Knowing that Veterans typically have a trust issue when it comes to personal problems, it will be important that I take the time to establish a trusting therapeutic relationship. Therefore, I will initially meet with each Veteran individually and explain the group atmosphere and the basis of PE, as well as building rapport,

SSG Hickerson served as Supply Sergeant of Intelligence and Sustainment Company of the Division Headquarters and Headquarters Battalion, 1st Armored Division, Fort Bliss, Texas. He planned, prepared, and executed all logistical operations for the Division Iron Focus Field Training Exercise, which ensured mission success. He additionally maintained and accounted for all the unit's equipment, to include during change of command inventories, to ensure no loss or degradation of over 27 million dollars of property.

-He assisted in the line hauling 14 USMC AAV's totaling 756,000 lbs. for the USS Germantown, his efforts provided diverse expeditionary training opportunities that Marines needed to conduct dynamic, training evolutions necessary to maintain proficiency and operational readiness across the range of military operations, further improving the Marine Corps' ability to rapidly respond to contingencies throughout the region.

Major Gray is a versatile Officer, who can fill multiple roles like operations, personnel and logistics on a staff. She is working on her military education, the Advance Operation Course (AOC). Major Gray plans to purse a Master's Degree in Logistics after completing her military education. Major Gray is immediately ready for a key development position in Logistics. Major Gray will be able to fill multiple roles in the Kansas Army National Guard as a Lieutenant

CW3 Smith was responsible for the fielding CGSS-A throughout the entire CENTCOM theater serving the all three Army Compo, strategic agencies and contractors. She was responsible for the management of 800-850 DODDACs from the initial request, alignment, funding, activation and execution. Ultimately, she resolved over 1000-1200 work orders weekly. She sent countless man-hours resolving matters for ASG, 1TSC, CJTF and tenant organizations to ensure forward forces where efficiently equipped in Afghanistan and Iraq.

Bravo Company Commander Captain John Goodwin is the next highest ranking officer after LTC Kunk. Captain Goodwin was in charge of Bravo Company, nicknamed “Bulldogs” throughout their deployment. He is described as being a dedicated, though manic, leader who while in theater regularly slept in the communications room next to the radio so he could monitor all incoming and outgoing radio traffic. His methods, while proving ultimately to be poorly conceived, were acted out of duty and the fear during an unrelenting occurrence of attacks in the form of roadside bombs. Not long into the deployment the stress of his company’s constant encounters wore down his physical and mental state thus further impeding his decisions and clouding his judgment.

SPC Sutton served outside of her Military Occupational Specialty as the orderly room clerk for Packhorse Troop. SPC Sutton never hesitates to take charge of the orderly room. Superb performance by a truly dedicated leader who led by example in everything she does. She always accomplishes her tasks above standard and competently multi-tasks to accomplish a variety of missions on a daily basis. She was responsible for administrative actions and tracking taskings for the troop.

Maj Marcus B. Boone is the Chief of design and Construction, Air Force Medical Support Agency (AFMSA), Joint Base San Antonio-Lackland, Texas, provides program management for the delivery of comprehensive architectural services across the Airforce Medical Service, consisting of $1.4B in design and construction, $340M in initial outfitting and transition, and $225M of support personnel, ensuring compliance with all applicable Codes criteria and standards.