Operations Functions Of The Css

The National Guard success comes largely from training. From real-life training exercises, field training, simulation training and distributed learning. In the event of an activation, leaders must

The 82nd Combat Aviation Brigade (CAB), 82nd Airborne Division Fort Bragg, North Carolina (NC), received orders in early 2010 to deploy to Afghanistan in support of Operation Enduring Freedom (OEF) 11-12. Our brigade commander was a very maintenance-oriented, analytical forward thinking leader. He decided to implement task force organization for the brigade very early. He based the decision on troops and companies within the brigade fully integrating different aircraft, pilots, maintainers, and support personnel into new organizations. Aviation, in general, remains filled with many different low-density Military Occupational Specialties (MOSs). Certain MOSs work on different aircraft and others work on one type of aircraft specifically. Soldiers, Non-Commissioned Officers (NCOs), and Officers would need to fully integrate and understand the unit’s mission and various functions. A Troop, 1st Squadron, 17th Cavalry Regiment (1-17), with myself as the First Sergeant (1SG), moved hangars and integrated with 1st Battalion, 82nd Attack Helicopter Battalion (AHB), and then again into Task Force (TF) Wolfpack. There were several reasons why A Troop, TF Wolfpack1-82, and 82nd CAB were one of the most successful Brigades during all OEF

Our mission expects and demands 100 percent readiness and accountability at all times; this means personnel and equipment. The mission of the CST relies on a constant state of readiness. We have accepted the challenge

It is mandatory of the users of this channel to ensure that the chain of command is kept informed of actions implemented through the NCO support channel and to eliminate the possibility of the NCO support channel operating outside of command policy. The NCO support channel is used for executing the commander’s orders and getting routine, but important, jobs done. It is used however most often to effect policies and procedures and to enforce standards of performance, training, appearance and conduct. Although the first sergeant is not part of the formal chain of command, leaders should consult them on individual soldier matters. There are many areas in which the NCO Support Channel assists the chain of command. The NCO support channel ensures junior enlisted maintain a professional appearance. They plan and conduct day to day operations, train soldiers in there respective MOS and help them build a better knowledge of soldiering.

To better service our new employees, a hybrid orientation will be implemented to train them on their responsibilities, objectives, and day-to-day functions (Benefits of). The combat medic course coordinator orientation will require three days of orientation due to the importance of paperwork and attention to detail. The combat medic course coordinator is a position that is mandated by the Army Emergency Medical Services (EMS) to be the liaison between the agency and the individuals’ unit. Army EMS is the bridge between all combat medics and the National Registry of Emergency Medical Technicians (NREMT) (Envision, n.d.).

As Career Fair Chair for the Student Engineers’ Council, I have had the opportunity to gain experience in Operations and Logistics. I am responsible for coordinating and planning all aspects of the Engineering Career Fair from coordinating with Reed Arena to assigning volunteers for the days of the fair. Through this position, I have learned how important experience, communication and detailed planning are for an event or organization of any size. I believe that this experience would help me greatly if selected as the Operations/Logistics/Training Sergeant.

I served as the 24th MI BN HHSC Training Room NCOIC. My duties and responsibilities include developing and maintaining all training records, monitoring, scheduling, and preparing training for NCOs and junior enlisted soldiers. I assisted Soldiers in scheduling service school attendance, as well as schedule MOS related development training. I tracked and maintained all Army Mandatory Training, Intelligence Security Command Mandatory Training, and advised the Operations Readiness NCOs on deployment training tolerances. I attended BN level meetings, such as Battalion Command and Staff, as well as Battalion Training Meetings. As a Staff Sergeant, I served as the Battalion S2 NCOIC of a MI BN with four geographically separated Companies conducting

The Army is in a period of transitioning to a new construct on how it trains and employs Brigade Combat Teams (BCTs). This new idea is called Regionally Aligned Forces (RAFs). The basic concept for RAFs is to align BCTs to a Combatant Commander (COCOM) for use as needed by that COCOM. By being aligned to a COCOM, the BCT and its respective Soldiers will receive specific region cultural and language training and also be provided specific training focus as determined by that COCOM. On a rotational basis units within those regionally aligned BCTs will deploy to their designated region to support the COCOM and in return the unit and Soldiers receive invaluable experiences and realistic training. This essay is to discuss how the Army’s move to RAFs is a great strategic move for the Army on many fronts. Listed are a few of the fronts that the transition to regionally aligned forces addresses. As the Army draws down its forces in Operation Enduring Freedom (OEF) it has to find ways to remain relevant and useful in a time of budget reductions, smaller conflicts and greater uncertainty across the Department of Defense (DoD). With the reduction in size of the Army and the contraction of forces stationed abroad, there needs to be a plan to address this cultural exposure our forces are losing. In addition, the Army needs to preserve the lessons learned over a decade at war and not fall back into a garrison mindset where realistic training becomes unrealistic and worthless.

SPC COLEMAN’s desire to improve his skill set both within and outside of his MOS paired with his eagerness to learn led him to be cross trained as a 14E (Patriot Fire Control Enhanced Operator/maintainer). In the absence of 14E’s within the

o closely monitored, encouraged, and trained one NCO and six Soldiers, on MOS tasks and skills; achieving a section average of 255 on APFT

This role, however, still only necessitates the management of approximately 35 warrant officers, hardly garnering the management level of a Sergeant First Class (SFC) in the conventional army and not high enough on the priority for a senior CW3 or CW4 180A to be allocated toward. With around 85 180As per group (usually less), the Group level is the appropriate position for the CCWO within the Special Forces Regiment. The Company and Battalion headquarters would not be positively affected with the addition of a

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

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Empowered and mentored soldiers and other junior Non Commissioned Officer's by implementation team member developed, conducted and peer evaluated classes on equipment and job specific tasks. In addition to being trained on multiple weapons, combat life saver, hand to hand combat, room clearing, small team tactics and being able to navigate through just about any type of terrain with only a map and

The discussed process of restructuring the Brigade Combat Teams (BCT) illustrates the third phase, the development of organizational models. In his speech, Gen Odierno says that significant flexibility and capability