Outstanding Airmen of the Year
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Combat Squad Leader's Course Billet Description
c:\mydocu~1\billetd.lwp 5 May 98 Combat Squad Leader’s Course Billet Description: Infantry Squad Leader A Draft Proposal for inclusion in MCO 1510.35C MCWL 5 May 1998 c:\mydocu~1\billetd.lwp 5 May 98 UNITED STATES MARINE CORPS Marine Corps Warfighting Lab Marine Corps Combat Development Command Quantico, Virginia 22134 5 May 1998 From: Capt Brendan B. McBreen To: Director, MCWL Subj: PROPOSED CHANGE TO MCO 1510.35C: INFANTRY SQUAD LEADER BILLET DESCRIPTION 1. The MOS Manual, MCO P1200.7P (5 Apr 95), contains no duty descriptions for infantrymen. The manual states “For a complete listing of duties and tasks, refer to MCO 1510.35C.” 2. MCO 1510.35C, The Individual Training Standards for Occupational Field 03, contains no duty descriptions either. It merely lists training tasks required for each rank. There is no prioritization. There are no stated minimum requirements. 3. FMFM 6-5 Marine Rifle Squad does not contain a comprehensive description of the duties of the rifle squad leader. 4. This document attempts to fill this gap. The following draft squad leader billet description is proposed for inclusion into MCO 1510.35C. 5. A billet description serves the following purposes: a. Defines the requirements for promotion. A Marine should be competent in his current billet before being considered for promotion. b. Defines the school curriculum. A squad leader course teaches those skills required by the squad leader billet description. Both units and schools refer to a common reference, which resolves differences of opinion. c. Guides training and evaluation. Marines can train and prepare for their next billet. -
Bridging the Gap from Coordination to Integration RUBEL
BRIDGING THE GAP FROM COORDINATION (Briana Jones) U.S. Air Force TO INTEGRATION By CURTIS V. NEAL, ROBERT B. GREEN, and TROY CARAWAY Legacy AC2 [airspace command and control] elements buy airspace today for tomorrow’s war. Airspace control measures (ACM) such as Restricted Operating Zones . do not inte- grate airspace users . ACMs deconflict users via exclusive volumes of airspace. Because airspace is a finite resource, as the number of airspace users increases, AC2 elements run out of airspace. To effectively put more users in a given volume of airspace, AC2 elements must provide real time separation from other users and fires. Real time control of a volume of airspace, whether positive or procedural, requires communication with all users, a common reference system, and authority to direct/control the users without affecting their flexibility and freedom of maneuver.1 Colonel Curtis V. Neal, USAF (Ret.), is a Theater Air Ground System Senior Advisor in the Joint Integration Division (JID) of Air Combat Command. Colonel Robert B. Green, USA (Ret.), is a Joint Special Operations Forces Senior Advisor in JID. Lieutenant Colonel Troy Caraway, USMC (Ret.), is a Marine Air Ground Task Force and Naval Senior Advisor in JID. Airmen participate in Tactical Air Control Party training mission ndupress.ndu.edu issue 67, 4 th quarter 2012 / JFQ 97 FEATURES | Bridging the Gap from Coordination to Integration RUBEL n the past, when faced with a large of a joint campaign, executing operational- ments integrate organizationally and procedur- number of competing airspace users level actions to achieve strategic effects.2 ally to conduct operations in a more efficient, and limited command and control To maintain responsiveness and flex- linked, and situationally aware manner. -
2020 Annual Report 2021 Objectives a Letter from the Adjutant General Maj
This document is made available electronically by the Minnesota Legislative Reference Library as part of an ongoing digital archiving project. http://www.leg.state.mn.us/lrl/lrl.asp MINNESOTA NATIONAL GUARD 2020 Annual Report 2021 Objectives A Letter from the Adjutant General Maj. Gen. Shawn Manke The Adjutant General To the Citizens of Minnesota: As Minnesota’s 32nd adjutant general, Maj. Gen. Shawn Manke is the senior leader of On behalf of the more than 13,000 Soldiers and Airmen of the Minnesota National the Minnesota National Guard. The adjutant Guard, I am pleased to present our annual report for 2020. This report is designed to general is the administrative head of the state’s share an overview of our organization’s missions, activities and accomplishments over Department of Military Affairs whose duties the past year, as well as to articulate a direction for the near future. and responsibilities are defined in Minnesota State Statute 190.09. The adjutant general is a The last year certainly tested the resolve and resiliency of all Minnesotans. Together, we state employee appointed by the governor of faced an unprecedented 2020, and amid angst and uncertainty we were reminded that Minnesota for a seven-year term. people matter most. Learn more about the adjutant general: In 2020, we were also reminded of the National Guard’s value to our communities, https://MinnesotaNationalGuard.ng.mil/TAG state and nation. I’m extremely proud of and grateful for the Airmen and Soldiers from across Minnesota who continue to step up and serve when called upon. -
The Armored Infantry Rifle Company
POWER AT THE PENTAGON-byPENTAGON4y Jack Raymond NIGHT DROP-The American Airborne Invasion $6.50 of Normandy-by S. 1.L. A. Marshall The engrossing story of one of 'thethe greatest power Preface by Carl Sandburg $6.50 centers thethe world has ever seen-how it came into Hours before dawn on June 6, 1944, thethe American being, and thethe people who make it work. With the 82dB2d and 1101Olst st Airborne Divisions dropped inin Normandy awesome expansion of military power in,in the interests behind Utah Beach. Their mission-to establish a firm of national security during the cold war have come foothold for the invading armies. drastic changes inin the American way of life. Mr. What followed isis one of the great and veritable Raymond says, "in the process we altered some of stories of men at war. Although thethe German defenders our traditionstraditions inin thethe military, in diplomacy, in industry, were spread thin, thethe hedgerow terrain favored them;them; science, education, politics and other aspects of our and the American successes when they eventually did society." We have developed military-civilian action come were bloody,bloody.- sporadic, often accidential. Seldom programs inin he farfar corners of the globe. Basic Western before have Americans at war been so starkly and military strategy depends upon decisions made in candidly described, in both theirtheir cowardice and theirtheir America. Uncle Sam, General Maxwell Taylor has courage. said, has become a world-renowned soldier in spite In these pages thethe reader will meet thethe officers whowho of himself. later went on to become our highest miliary com-com DIPLOMAT AMONG WARRIOR5-byWARRI0R-y Robert manders in Korea and after: J. -
The Mobility Forum
THE MOBILITYTHE MAGAZINE OF AIR MOBILITY COMMAND | SUMMER 2014 FORUM The Evolution of The Mobility Forum AMC WELCOMES NEW LEADERS Volume 23, No. 2 Summer 2014 AIR MOBILITY COMMAND Gen Darren McDew IN THIS ISSUE ON THE COVER I AMC NEWS 3 AMC Introduces New Commander DIRECTOR OF SAFETY 3 New AMC Command Chief Col Paul Murphy Connects with Airmen [email protected] 4 60th Anniversary: The Evolution of The Mobility Forum 6 20 Years of Excellence: The U.S. EDITORS Air Force Expeditionary Center Sherrie Schatz 16 Rogue 52: Mission to Sheree Lewis South Sudan [email protected] 24 What Happened Aboard Shell Graphic Design 77? AIB Determines Cause of Elizabeth Bailey KC-135 Crash 28 MAF Electronic Flight Bag: Data Fusion in the Hands of The Mobility Forum (TMF) is published four times a year by the Director of Safety, Air Each MAF Aircrew Member Mobility Command, Scott AFB, IL. The con- 36 Yearlong Effort Shifts U.S.’ Joint Base Charleston received the last C-17 tents are informative and not regulatory or Main Afghanistan Air Hub to Globemaster III, P-223, during a delivery directive. Viewpoints expressed are those of the authors and do not necessarily reflect the MK, Romania ceremony Sept. 12, 2013, on the flight line at Joint Base Charleston, S.C. DE policy of AMC, USAF, or any DoD agency. I FLIGHT SAFETY USAF PHOTO BY A1C CHACARRA NEAL Contributions: Please email articles and 8 What Could Possibly Happen? photos to [email protected], fax to (580) 628-2011 or mail to Schatz Publishing, RISK MANAGEMENT REGULAR FEATURES 11950 W. -
Main Command Post-Operational Detachments
C O R P O R A T I O N Main Command Post- Operational Detachments (MCP-ODs) and Division Headquarters Readiness Stephen Dalzell, Christopher M. Schnaubelt, Michael E. Linick, Timothy R. Gulden, Lisa Pelled Colabella, Susan G. Straus, James Sladden, Rebecca Jensen, Matthew Olson, Amy Grace Donohue, Jaime L. Hastings, Hilary A. Reininger, Penelope Speed For more information on this publication, visit www.rand.org/t/RR2615 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-1-9774-0225-7 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2019 RAND Corporation R® is a registered trademark. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface This report documents research and analysis conducted as part of a project entitled Multi- Component Units and Division Headquarters Readiness sponsored by U.S. -
Comcam Multi-Service Tactics, Techniques, and Procedures for Combat Camera Operations
COMCAM MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES FOR COMBAT CAMERA OPERATIONS FM 3-55.12 MCRP 3-33.7A NTTP 3-61.2 AFTTP(I) 3-2.41 MAY 2007 DISTRIBUTION RESTRICTION: This document is approved for public release. Distribution is unlimited. FOREWORD This publication has been prepared under our direction for use by our respective commands and other commands as appropriate. RICHARD J. ROWE, JR. THOMAS L. CONANT Major General, US Army Brigadier General, US Marine Corps Deputy Director/Chief of Staff, Director Army Capabilities Integration Center Capabilities Development Directorate TIMOTHY L. DAVISON ALLEN G. PECK Captain, US Navy Major General, US Air Force Acting Commander Commander Navy Warfare Development Command Headquarters Air Force Doctrine Center This publication is available through the ALSA Web site (www.alsa.mil); through the Army at Army Knowledge Online (AKO) (www.us.army.mil) and at the General Dennis J. Reimer Training and Doctrine Digital Library (www.train.army.mil) Web sites; and through the Air Force at the Air Force Publishing Web site (www.e-publishing.af.mil). PREFACE 1. Purpose Multi-Service Tactics, Techniques, and Procedures (MTTP) for Combat Camera (COMCAM) Operations provides commanders and staffs at all echelons essential information to effectively employ COMCAM capabilities. 2. Scope This publication details procedures to integrate and synchronize tactical and operational COMCAM support for military operations. It is designed for planners and commanders at all levels and details methods to fully integrate visual imagery documentation capabilities with warfighting staffs. 3. Applicability This publication provides guidance for planning, employing, and integrating COMCAM forces. Use of this publication ensures synchronized COMCAM capabilities and visual imagery documentation support by tailored COMCAM force packages. -
Kyrgyz Republic
Updated January 25, 2021 Kyrgyz Republic Overview While no date has been set for new parliamentary elections, The Kyrgyz Republic (commonly known as Kyrgyzstan) is a snap presidential vote and a controversial constitutional a mountainous, landlocked country that borders China (see referendum on the country’s form of government took place Figure 1) and maintains close ties with Russia. Formerly a on January 10, 2021, raising concerns about the future of constituent republic of the Soviet Union, Kyrgyzstan democracy and rule of law in Kyrgyzstan. Japarov was became independent in 1991. As a parliamentary republic elected president with 79% of the vote amid 40% turnout, that holds contested elections, Kyrgyzstan has long been lower turnout than in previous elections; 84% of voters considered the most democratic country in Central Asia, supported reverting to a presidential system. The specifics with a vibrant civil society and a higher degree of press of the planned constitutional reform remain unclear. freedom than found elsewhere in the region. Corruption is pervasive, however, and political institutions remain weak. Figure 1. Map of the Kyrgyz Republic In recent years, international observers have voiced concerns about democratic backsliding in Kyrgyzstan, particularly in light of the political upheaval that followed the annulment of the country’s 2020 parliamentary elections. Some Members of Congress have also expressed concerns about Kyrgyz government pressure on independent media outlets, including the U.S.-funded Radio Free Europe/Radio Liberty. Because Kyrgyzstan is an impoverished country that relies heavily on foreign remittances, the ongoing Coronavirus Disease 2019 (COVID-19) pandemic is causing significant economic strain. -
The Logic of Kyrgyzstan's Base Policy
The Logic of Kyrgyzstan’s Base Policy PONARS Eurasia Policy Memo No. 72 Shairbek Juraev American University of Central Asia, Bishkek September 2009 Kyrgyzstan’s February 2009 decision to close the U.S. military base at the country’s Manas airfield caught many by surprise. The decision was not preceded by domestic debate about a possible closure, nor had such an issue been raised bilaterally in formal Kyrgyz-U.S. discussions. Moreover, the 2006 renegotiation of the original 2002 agreement had seemed to put an end to any new challenges to the U.S.-leased base. Indeed, despite the announcement, a new Kyrgyz-U.S. agreement was concluded in June, establishing a so-called “Transit Center” on the premises of the Manas airbase. The agreement was widely seen as a reversal of the February decision, with the renaming of the base as a public relations move. Soon after, Kyrgyz president Kurmanbek Bakiev and Russian president Dmitri Medvedev signed a memorandum stipulating the possible stationing of additional Russian troops on Kyrgyz territory, a move rumored to presage a second Russian military base in Kyrgyzstan. The timing, sequence, and nature of these events caused observers to wonder again about the source of such decisions in Kyrgyzstan and the trajectory of Kyrgyz policy on foreign basing. The formal explanations of Kyrgyz, U.S., and Russian authorities are of little help in explaining (to borrow from political scientist Alexander Cooley) the “base politics” that have surrounded Manas. Two conventional approaches to Krygyzstan’s base politics exist. One has been to link the entire episode to high-level geopolitics, in which the involvement of Kyrgyz authorities is just a formality. -
(ADP) 6-22, Army Leadership and the Profession
ADP 6-22 ARMY LEADERSHIP AND THE PROFESSION JULY 2019 DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ADP 6-22 and ADRP 6-22, dated 1 August 2012 and ADRP 1, dated 14 June 2015. HEADQUARTERS, DEPARTMENT OF THE ARMY This publication is available at the Army Publishing Directorate site (https://armypubs.army.mil/) and the Central Army Registry site (https://atiam.train.army.mil/catalog/dashboard). *ADP 6-22 Army Doctrine Publication Headquarters No. 6-22 Department of the Army Washington, DC, 31 July 2019 ARMY LEADERSHIP AND THE PROFESSION Contents Page PREFACE.................................................................................................................... iv INTRODUCTION .......................................................................................................... v Chapter 1 THE ARMY ................................................................................................................ 1-1 A Shared Legacy ....................................................................................................... 1-1 The Army Profession ................................................................................................. 1-2 Army Leadership ....................................................................................................... 1-3 Army Leadership Requirements Model ..................................................................... 1-6 Dynamics of Leadership ........................................................................................... -
US Policy Toward Kyrgyzstan and the Closing of Manas Transit Center
Central Asia Policy Brief No. 19 December 2014 US policy toward Kyrgyzstan and the closing of Manas transit center Emil Joroev, Roger Kangas, Erica Marat For years, the United States has stated that leaving the Manas transit center would be detrimental to its security mission in Afghanistan. Now that the transit center is closed, can we assess any strategic loss for the US in relation to Afghanistan? Or was that mostly a tool to secure a direct channel of communication with Kyrgyz authorities? Emil Joroev The transit center at Manas Airport was an important asset for the US in car- Emil Joroev, Deputy Director, rying out operations in Afghanistan, and its closure is certainly a net loss for OSCE Academy, Bishkek, Kyr- US forces. It remains difficult to assess the significance of this loss more pre- gyzstan. cisely, given that many aspects are involved: from the downsizing of the American presence in Afghanistan, to the greater costs of logistics between Erica Marat, Assistant Profes- Afghanistan and the nearest US bases in the region, to financial gains and sor at the College of Interna- losses from the center closing down. With the crucial year of 2014 closing, it tional Security Affairs, National is now clear that the US will continue a non-trivial presence in Afghanistan, Defense University. and thus holding on to the base at Manas would be a desirable asset, had it been possible. Roger Kangas, Academic Dean and Professor of Central Asian However, the meaning of the center at Manas is said to be broader than Studies at the Near East South simply supporting Western operations in Afghanistan. -
US Transit Center at Manas
ECONOMIC LEVERAGE ECONOMIC IMAGE – Photo by Staff Sgt, Travis Edwards, U.S. Air Force/Released US Transit Center at Manas NATIONS INVOLVED: Kyrgyz Republic; Russian Federation; the United States of America TIME PERIOD: 2001 – 2014 THEMATIC AREA: Economic leverage EXECUTIVE SUMMARY In 2001, the United States established a strategic air base at the Manas International Airport in Kyrgyzstan to support its military operation in Afghanistan. In return, Kyrgyzstan received at least USD 318 million in direct investment and additional indirect financial and non-financial benefits from the US. Russia, however, was wary of a long-term US military presence in the region, and tried to exert pressure on Kyrgyzstan to close the Transit Center. The Russian government made generous offers of financial and economic assistance, while simultaneously exerting diplomatic pressure on the Kyrgyz government. The Russian media focused extensively on supposed negative impacts of the Transit Center at Manas. Russian pressure on Kyrgyzstan would likely have been much stronger from the beginning, had it not been for the US-Russian dialogue in the wake of the Global War on Terror (2001) and the US-Russian grand ‘reset’ attempt (2009). Kyrgyz public opinion grew increasingly critical of the US military presence in the country. Using increasing Russian pressure and growing anti-American public opinion in Kyrgyzstan as bargaining chips, the Kyrgyz government managed to considerably increase US payments. The Transit Center at Manas (TCM) was eventually closed in 2014. KEY POINTS While Russia used primarily economic instruments as leverage, this was integrated with politi- cal, diplomatic measures and informational means to exert influence.