Tsb Brigade Duties

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

In the times in which we live technology, knowledge, development strategies and the environment involve a complex panorama that the U.S. Army must face. The most efficient way is through specialized training and looking for means to develop NCOs for the challenges of upcoming event. The NCO 2020 strategy changes the way we educate and train our Soldiers. The educational model used by the military in the last decade was the Noncommissioned Officer Education System (NCOES). This now going to be transformed into Noncommissioned Officer Professional Development System, or NCOPDS. One of the most important goals of this new educational model is that it will provide the Soldier with a long-term career focused on the training, education and experiences acquired during his career, being these institutional, operational or self-development.

-Meticulous organizer. He identified and inventoried 97 pieces of electronic test equipment, resulting in overall improved accountability. He also coordinated the shipment of the test equipment to other NCTS Far East detachments, saving the command $171,772. As the Command Hazardous Material Coordinator, he updated the detachment's allowance list resulting in zero deficiencies during the 2014 Command Safety Inspection.

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

The 120th Engineer Battalion consists of 8 companies with an assigned strength of 725 Soldiers. He currently oversees more than 20 active construction and improvement projects at Camp Gruber, Broken Arrow and Muskogee Armed Forces Reserve Centers and throughout the State of Oklahoma. LTC Ostervold’s leadership and dedication is unwavering. He personally developed and mentored subordinates within his span of control to improve on all soldier and engineering requirements. During his short time as the Battalion Commander, LTC Ostervold has been able to increase the retention of quality engineer soldiers through realistic and meaningful Military Occupational Specialty (MOS) training. LTC Ostervold has increased the overall strength of the Battalion by over 6% (42 Soldiers) by aggressively recruiting Soldiers that have a passion to serve their country in the Oklahoma National Guard and learn a valuable skill set as an Army

At this time SGT Brothers is serving as the Alternate Communication Security (COMSEC) Account Manager for 1st Cavalry Division providing technical and regulatory support for six subordinate brigade account

SFC Burns was selected above three of his peers, as the NCOIC for the Supply and Service (S&S) section. His impeccable work ethic, knowledge and keen attention to detail has enabled responsive sustainment and fostered an environment to achieve a high state of mission and equipment readiness. SFC Burns' pursuit for excellence and meticulous handling of administrative actions, attests to his professional demeanor to excel in the face of adversity or setback. He is a force multiplier to the team, testify to his personal military achievements.

- Supervised and led the SL3 and maintenance checks of the tactical field equipment used in Wire Platoon.

While serving as a Supply Sergeant with Supply and Transportation Troop, Regimental Support Squadron, 3d Cavalry Regiment, SSG Steele was directly responsible for management of $29 million worth of organizational equipment. Her technical knowledge and responsible work ethic contributed to the overall mission accomplishment of the troop. SSG Steele coordinated all logistical planning of equipment for two change of commands with zero loss of equipment.

The 194th Armored Brigade is a premier Soldier training organization which is part of the Maneuver Center of Excellence situated in Fort Benning, GEORGIA. The mission of the maneuver Center of Excellence and Fort Benning is to provide trained, agile and adaptive combat-ready Soldiers and Leaders; develop the doctrine and capabilities of the Maneuver Force and individual Soldier; and provide a world-class quality of life for our Soldiers, civilians and Army families to ensure our Army 's Maneuver Force remains the world 's premier combat force ready to "Win in a Complex World." Vision: In 2022, Fort Benning continues to be the Army’s best training facility that delivers combat-ready, combined arms maneuver Soldiers

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,

SPC Madden serves as a supply technician covering multi-functional tasks inside the USPFO-PMB. She has assisted in maintaining 100% accountability of all new equipment fielding to the Oregon National Guard. She is responsible to ensure all fielding teams have the proper logistical support to issue new tactical equipment to BDEs. Her ability to cover numerous tasks at once enhances the PMB (usually tasks to a fully). Her tasks also include ensuring the 100% accountability of newly fielded equipment is lateral transferred to the USPFO PBO. This can be a difficult task as both accountable officers use different equipment accountability systems. To distinguish the computer bridge between the two systems requires knowledge, usually obtained by a

He provided information infrastructure to 15,000 combatant and non-combatant permanently stationed mission partners and families. Furthermore, he dispersed information to 40,000 annually embarked combatant personnel throughout various deployment cycles and multi-national exercises to include ANNUALEX, ULCHI FREEDOM GUARDIAN, FOAL EAGLE, MALABAR, VALIANT MARK, ROKN MINEX, KEEN SWORD, JMSDF MINEX and

Since taking over the Supply Support Activity (SSA) Platoon in April 2017, SSG Johnson has been a key player as the Material Manager for 3rd Brigade Combat Team (BCT) SSA in support of the 82nd Airborne Division’s World Wide deployment mission. His responsible for maintaining an Authorized to Forecast (ATF) of over 2,204 lines valued in excess of $3.4 million. SSG Jonson manages expedient processing of requisitions and receipts. Provides daily supervisory oversight for receiving, storage, issue, turn-in, and stock control procedures utilizing the Global Combat Support System Army (GCSS-A). SSG Johnson also provides responsive CL II, IV, VII and IX direct support to 120 supporting units. He is also the advisor to the Brigade Command Sergeant Major (CSM) for all multi-class supply support; providing technical analysis and recommendations for sustainment operations. SSG Johnson is responsible for the professional and technical development, morale, and safety of nine Non-commissioned Officers (NCO) and 19

He provided 50 midterm and performance evaluations, submitted six Sailor of the Year packages, updated 42 Division Officer Records, and provided personal and professional mentorship to the entirety of the N3 department. He supervised eight Circuit Actions personnel in the review and correction of 358 circuit block diagrams and the transition from the aging Asynchronous Transfer Mode system to the Multi-Service Provisioning Platform. He supervised 36 Technical Control Facility operators through four supervisors in the daily monitoring and troubleshooting of 358 mission-critical circuits and the processing of 1,000 Emergency Action Messages to tactically deployed submarine units in the Far East Area of