Soldier 2020 Research Paper

Frequent deployments and changing times created a distraction in the Professional aspect of the Army. The distraction created a deficiency in maintaining the highest standards of the Profession of Arms. In an effort to refine their understanding of the Army Profession, the Secretary of the Army and the Army Chief of Staff directed that a review of the Army Profession be conducted, thus the creation of the Profession of Arms Campaign.

The U.S Military is very one of the biggest and strongest branches ever in the US Especially The US Army Branch is why I chose this specific branch,It was started in June 14,1775.But as becoming a Soldier you would have to be a strong minded individual entering this stage is just pretty much something really big to take into ,You can make this out of a life long career into this with plenty of opportunities in life as being a Soldier,There are two options when your are signing your contract you can either go Active Duty or Reserves,when you are choosing your job while being evaluated for your jobs there are so many jobs you can choose from or help being it chosen for.

Once the analysis of the current APFT exercises have been completed the research will move on to the combat oriented tasks described in the TRADOC PT Manual. This leads us into stage two of the research. The tasks describe within the manual can be found within chapter 13 of the manual. The TRADOC manual is also Army wide guidance concerning what types of tasks Soldiers must be able to perform in combat situations. The actions prescribed in the manual will be evaluated on the same criteria as the current APFT format. The tasks specifically include: marching, running, lifting from ground and overhead, lunching pushing and rotations. These actions will again be broken down into the different body actions used in each movement and associated with the type of muscle contractions used. The TRADOC Tasks will be categorized and their characteristics identified on the following graph.

During the latter part of FY16 and the beginning of FY17, the EEOCA cadre successfully conducted three Institutional Army Warfighter Assessments (IAWAs) designed to test the validity of the proposed curriculum. Substantive changes were instituted throughout the IAWA process and the finished version of POI 16.0 is pending approval and validation. Since the IAWA process, there has been a graduate rate of 64% and a total of 270 Soldiers will be trained during FY17. The desired outcome is a course that better meets the needs of all components, reduces resources, and trains the critical tasks to

MRT is part of Comprehensive Soldier and Family Fitness, CSF2, program. It is designed to build the resilience and enhance the performance of those who serve by giving them the skills to thrive, not just in the Army life, but also within their personal lives. This is all accomplished while meeting a wide range of operational demands. MRT has often been misunderstood and overlooked as a program in the Army. When implemented properly, it provides soldiers skills that can be applied in a day to day capacity. Resiliency is a prized commodity within the Army. MRT is a crucial instrument in developing leaders and soldiers in today’s Army.

development. Specifically, the National Guard’s dual role posits a divide between state governor’s perception of the National Guard as a homeland security asset, and DOD utilization of the National Guard for operations abroad. Thus, the question of civilian support to DOD homeland defense operations often arises, as a symbiotic relationship will require a commensurate effort from both parties. Karen Guttieri of the Naval Postgraduate School states, “Civil-military relations are critical to homeland security…to support a large number and variety of civil agencies in the event of domestic upheaval” (2003, p. 6), but a civil disturbance may be insignificant in relation to homeland defense efforts. For example, the number of deployed troops to

Have you ever met a combat veteran? Have you ever felt their pain or experienced what they have? Well, 18 A DAY just can’t stand it. That’s the number of veterans that commit suicide every day. That is 126 suicides a week and 6552 veterans that are lost each year.

B.H. Roberts quotes Lieutenant-Colonel P. St. George Cooke: “The Lieutenant-Colonel commanding congratulates the Battalion on their safe arrival on the shores of the Pacific ocean, and the conclusion of their march of over two thousand miles. History will be searched in vain for an equal march of infantry.”1 Roberts goes on to say that “the only other historical marches that are comparable with the Mormon Battalions’ march are Xenophon’s and Doniphan’s, the former in ancient, the latter in modern times.”2 The United States was at war with Mexico, and president James K. Polk requested five hundred Mormon men to help in the war effort. After much discussion, Mormon leaders, including Brigham Young, agreed the Saints would benefit from accepting the call. Some of these benefits included such things as military pay, the arms, which the volunteers could keep, a monetary allotment for uniforms, and government funded transportation west. This seemed to be an answer to their prayers. What can arguably be considered the longest infantry march in history officially began July 2o, 1846 on the Little Pony River in Council Bluffs, Iowa.

For employees of the U.S Military including the air force, army, navy, marine and coastal guards, one can get tax advice and help from the free tax services provided by the Armed Forces Tax Council. These services are provided at different levels. If you are in the military or you are a veteran, you can find out more about these free services by enquiring from your local administrative office. Below is the structure of this free military tax service:

According to the Occupational Outlook Handbook members of the U.S military, service maintains the U.S. national defense. The military is made up of enlisted and officer careers. They work with hi-tech machinery to help in the field. People in the military wear uniforms that show their ranks by badges. This job is so important because without the military people would be in danger and lives might not be saved.

Tendencies to seek out alternate physical training programs over the THOR3 program are likely the result of misinformation, a lack of program education, or preconceived notions that are easily dispelled. Discussion with different individuals within USASOC will bring varying reasons for not taking advantage of the THOR3 program. In a survey of people that did not use the THOR3 program despite knowing it was available, their reasons ranged from the perception that it was too time intensive to a personal preference for an alternate program such as Crossfit or Military Athlete. The most consistent reason was the belief that individuals were capable of managing their own physical training program without outside assistance. Because USASOC personnel rely heavily on physical fitness and mental toughness, there are long founded means for physical fitness that are not easily dislodged. This was an observation made by RAND when the initial desired improvements for the THOR3 program were expressed: “THOR3 articulates a target of 20-percent improvement in all aspects of human performance, rehabilitation, and recovery… because these soldiers [USASOC] already maintain a high level of fitness, such large improvements are impossible.” But rather than attempting to dislodge these methods, showing ways in which the THOR3 program can enhance or improve upon an already successful program is preferred. As discussed previously, the THOR3 staff are flexible and seek to enhance operator

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.

“Special Forces must be prepared to meet a variety of unusual mission requirements. With little notice Special Forces could be assigned a mission requiring great aerobic demands when their immediate physical training was directed toward another component of fitness (ex. strength training). Marked improvements in maximal aerobic power will generally require several weeks of intense training, which unfortunately will also be associated with manpower attrition because of orthopedic injuries.” This is an excerpt from a study conducted by the US Army Research Institute of Environmental Medicine in 1986. In 2009, some 23 years later, the same problem still plagued Special Forces. As a potential solution to this problem and in holding true to

Any member of a military force are taken as someone ready to serve at any moment, with all his/her skills, intelligence, strength and presence of mind; much like someone readily set on the starting track, totally geared up to run from the moment 'go'. This explains how much preparation it takes to condition one's body and mind to attain that level of ability and agility. It requires a continuous, disciplined practice of skills as well as lifestyle conducive to retain and augment those skills.

SUBJECT: Regular Army Precision Retention: The Commander’s Allocation Process 1. Purpose: To provide information on Precision Retention which can be found at: https://www.hrc.army.mil/milper/12-308 2. Facts: a. The Army Retention Program has denied over-strength Soldiers the opportunity to reenlist for continued service in their primary Military Occupational Specialty (PMOS) or forced them to reclassify.