Policy

It is important for the Army Officer to pay attention to the concepts and theories, and not to fall into wrong assumptions that will divert the solution away of the purpose, mission, or goal of the Army Problem Solving Process. When the Army Officer compares the possible solutions it’s important form him to remember all the background and information, and to keep in consideration all the inferences and solutions. The Army Officer critical thinking must keep his options open avoiding to fall into false assumptions, and needs to keep a good baseline of concepts and theories.

Answer 7. Every single child is different and will like and dislike different activities, and their won way and pace of learning. Angela should ensure that both Manshu and Jessica are given equal opportunities and an environment that lets them grow and learn at their own pace keeping in mind the difference in their age, stage and their own individual preferences. They should feel safe, secure and happy in their surroundings. It is her responsibility to ensure she caters to their individual needs effectively by carefully planning for each child, taking observations and getting to know their personal likes and dislikes. She should ensure that both of them are heard, more importantly heard with interest and their views and

In the United States, Veteran’s health care at an economical rate is a continuous debate. It is warranted that the health care should improve at a constant rate to uphold the health needs of veterans, new and old. Government has the veterans association (VA) and with all the help it has available for veterans there are still times when that care is not enough. There are so many individuals that are without health care because of one reason for another and it leaves many injured and hurt veterans without the care they need and deserve. Better access to health for veterans, men and women is important since many new problems such as PTSD have become better understood and need more focus and to be better

b. In 2013 I arrive in South Korea in the middle of GCSS-A field group numbers 17, 18, and 19. I was tasked with the unique mission of fielding two Supply Support Activities in field group 17 and 19. I was responsible for the complete D-180 fielding of both SSA’s and in that time I was able to work hand in hand with the GCSS-A team for nearly 5 months.

NATO and US troops were sent to Bosnia to solidify the fragile peace in Bosnia. Conflicts in Bosnia are largely responsible for the unstable Europe and this can alter the Security of the US as well. In addition to all these factors US planned to intervention in to the Bosnia conflict and suppress the conflicts (Carpenter, 1996). American hopes for a continental solution on Bosnia Problem proved unrealistic. The European Community-soon to become the European Union-could not reach a consensus on the appropriate course of action over Bosnia (70-97-1, 2013). With the American government's decision to become more involved in the peace process and to support the Vance-Owen plan, there was hope once again that a turning point in the Bosnian conflict had been reached (Rigby, 1994). Nations attached to the boundaries of the Bosnia are also in threat because the situation and the intervening countries can trigger war in all European nations.

While the Canadian Armed Forces has 38 forces bases and wings across the country, we also have a vast mobile force that is deployed around the world (Government of Canada, 2013). To find organizational similarities, one looks to the standard operating procedures which govern the mobile deployment sites and safety requirements when completing a forward deployment for troops. While not always similar in placement locally, troops find themselves surrounded by similar services no matter if they are deployed internationally or redeployed nationally, regardless of the Base or Wing. This is done to ensure a smooth transition and ease of relocation for troops and their

SFC Burns' vast technical knowledge has aided the brigade efforts during the preparation stages for the execution of a real-world contingency Non-Combatant Evacuation Operations at Camp Buehring. Additionally,

As the Facility Maintenance Officer, LTC Ostervold ensured that all engineering support required to support mobilizing units was available to reduce training distractions to the units and that the facilities were available 100% of the time. LTC Ostervold’s planning and managing skills allowed the engineering section to coordinate and complete all engineering and maintenance work order requests while processing over 129,000 soldier throughput days at the training center without one complaint.

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

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)

Data to be collected. The research will use a quantitative method approach using a survey questionnaire. The questionnaire will survey current soldiers and leaders at D Company, 65th Brigade Engineer Battalion on Schofield

Army sustainment is based on an integrated process (people, systems, materiel, health services, and other support) indivisibly linking sustainment to operations. The concept focuses on building a combat ready Army, delivering it to the combatant commander (CCDR) as part of the joint force, and sustaining its combat power across the depth of the operational area and with unrelenting endurance (ADRP 4-0, Chap. 1, Intro.) Sustainment maintenance is off-system component repair and/or end item repair and return to the supply system or by exception to the owning unit, performed by national level maintenance providers. National level maintenance providers include the Army

The Army National Guard (ARNG) will inactivate one Infantry Brigade Combat Team (IBCT) and one Armored Brigade Combat Team (ABCT) and will convert one ABCT to a Stryker Brigade Combat Team (SBCT). As a part of the Brigade restructure, all ABCTs will be reduced by two mechanized infantry companies as a part of the "Triangle Design". Every ABCT will consist of three Combined Arms Battalions (CAB). Two will be tank heavy, consisting of two armor companies and one mechanized infantry company. The third CAB will consist of two mechanized infantry companies and one tank company. The Armored Cavalry Squadron will consist of three cavalry troops and one tank company.”1

The Army’s mission is to build forces capable of Unified Land Operations, able to operate effectively with Joint, interagency, intergovernmental, and multinational partners across the range of military operations to provide capable and ready forces to combatant commanders (CCDRs) in support of the National Security and National Defense Strategies, while sustaining and maintaining the quality of the All-Volunteer Force. (United States, 2014)

While pondering these definitions, I was led to review the Army Mission as stated in Army Doctrine Publication (ADP) 1. It states “The mission of the United States Army is to fight and win the Nation’s wars through prompt and sustained land combat, as part of the joint force.” There’s the word sustain(ed) again. The Army Mission goes on to say “We do this by – organizing, equipping, and training Army