The NCO 2020 Strategy

“Sorry, no. You’re deaf.” That is what Keith Nolan was told too many times to count. Because of ideologies, the general public considers deaf individuals to be handicapped or disabled. However, this is not the case. Those who are deaf or hard-of-hearing are more than capable of doing most of the things hearing people can do. In this paper, I relate the Ted Talk, “Deaf in the Military,” to communities of practice.

The Junior Reserve Officer Training Corps’ mission statement is to, “To motivate young people to be better citizens.” JROTC prepares young men to have leadership and to have benefits in their citizenship. JROTC prepares young men to be independent to be in charge of others that could benefit others to be better leaders. JROTC provides different activities such as service learning projects, which is a project which gives opportunities of knowledge, discipline, and a sense of responsibility to take for the future. There are certain goals that JROTC wants cadets to accomplish to be a better citizen. First is knowing and exercising the rights, taking responsibilities and good citizenship. Gaining leadership abilities to live and work cooperatively

Throughout the years of being a part of Navy Junior Reserve Officer Training Corps, (NJROTC) one can start to see a trend. From unmotivated Naval Science One cadets to motivated and dedicated Naval Science Three and Four cadets. It’s due to the fact that we have instructors who guide and mentor us, and teach us how to apply the lessons we learn into everyday scenarios. As time passes, you realize that you have become a more involved active citizen in the United States. It’s beneficial because current events have created a spike in debates. In this case, it’s definitely a great thing that NJROTC is affecting the development of being an active citizen for the future.

The United States Army has been in constant conflict since September 11, 2001. It is currently drawing down its forces but at the same time needs to prepare for an increasingly unpredictable future. The readiness models of the past are not able to provide the level of readiness and flexibility needed in the future with the combination of less troops and continued operations around the world. To ensure we maintain an effective fighting force we will need the new readiness model to maintain our current capabilities and allow enough flexibility to deal with any unforeseen future missions. SRM’s goal is to keep a higher rate of readiness by using our reserve components and resources more efficiently. By switching

The Mississippi Army National Guard (MSARNG) is a unique organization that has built its foundation and reputation by empowering its leaders to execute its current leadership development plan. When thinking of everything that goes into the plan you have to have the basics covered before creating the final product. This paper will discuss how the MSARNG can incorporate new ideas into its leadership development plan to preserve its background, enrich its core values, and create a new purpose, mission and vision statement which will make the organization stronger and grow powerful leaders.

(U) HQDA EXORD 10-13 in support of the HQDA FY 13-15 Active Component Manning Guidance. (U) (ATSG-NCOA). The purpose of this executive summary (EXSUM) is to identify the strategic intentions within ALARACT 293/2012; DTG: P 181732Z. Currently, as well as in the future, the Army will be reducing the force structure in order to eliminate the wartime allowance. This force drawdown will diminish manning flexibility and reduce Active Duty for Operational Support (ADOS) personnel. The mission within the ALARACT focuses on providing the Army Active Component (AC) with Manning Guidance (MG) for FY13-15 that is synchronized with the Army’s priorities. Key tasks are as follows: Man the Army and preserve a high quality all-volunteer force, provide minimal

b. Significance: The modern day officer must become a student of history, requiring evaluation of these influences on how we fight. Societal views change or differ, political environment and views often differ, and economic posturing is ever present. These factors determine not only if a country wages war, but how a country wages war. The modern day officer must understand the environment and how these influencers are shaping future conflict and create criteria for planning that addresses those aspects. Miscalculations of political alliances, economic reliance, and societal evolution have generational impact as we see in the Great War for Empire and the Civil

Nearly 100 years ago, with the passage of the National Defense Act in 1916, The United Sates Army Junior Reserve Officers’ Training Corps, JROTC, came into being. Under the provisions of the Act, high schools were authorized the loan of federal military equipment and the assignment of active duty military personnel as instructors. While, in 1964, the Vitalization Act opened the Junior Reserve Officers’ Training Corps up to the other services and replaced most active duty instructors with retired members of the armed forces. As the Junior Reserve Officers’ Training Corps first began it was more directly used as a source for young men to enlist as Officers promptly. Yet, over the years, the Junior Reserve Officers’ Training Corps

("AMEDD/NCO Enlisted Soldier History," n.d.) Education and experience were trial by fire for the initial medical NCO’s. Even though the Surgeon General numerously requested training for these soldiers, it did not happen until General Order #29. The attrition rate for tested stewards was high as 600 attempted and 24 succeeded. Training was introduced at Fort Oglethorpe, Georgia during WW1. The first formal training for NCO’s was in 1924 at Carlisle Barracks. Medical replacement centers were at Camp Lee and Camp Grant in 1941 to introduce special training. The Women’s Army Corps came to be in 1944. Fort Sam Houston was expended as the Medical Field Service School in 1946. 1950 saw an increase of personnel to support the conflict in Korea. From the short time, I have been an NCO. I was educated at Fort Sam Houston for Drug and Alcohol counseling. In Garmisch Partenkirchen for Traumatic Event Management and now online for ALC. This goes to show our humble beginnings to the complex medical command we have

As the Army Junior ROTC program celebrates its 100 year of being established, cadets and instructors start to realize its purpose and its significant changes. I take a glance into the past and gathered information on historical events contributing to the program. Also acknowledging the program’s difference from today and 100 years ago. These aspects will likely determine the future of the Army Junior Reserve Officers’ Training Corps.

a. The Warrant Officer 2025 Strategy seeks to produce a capable warrant officer cohort of trusted professionals who are technologically agile, adaptive, and are innovative leaders for the Army’s Force 2025 and beyond. Through optimized accessions, leader development, and world class professional military education (PME) warrant officers can continue to be relied upon to maintain a depth of knowledge and provide expedient solutions to increasingly complex problems now and in the future. The Warrant Officer 2025 Strategy aims to develop cohort centric best practices

In his speech to the Senate Armed Services Committee on 28 January 2015, General Odierno described the many challenges affecting Army resourcing and readiness. Because of sequestration, the Army has to take risks with readiness to operate within budget guidelines. In particular, the brigade combat teams (BCT) with only 10% of them prepared to pursue their missions, while the remaining brigades lacked the adequate preparation. To fill the void National Guard and Army Reserve unit are being relied on more but with further cuts the unit will not be able to help sustain the Army’s operational requirement worldwide. Younger Officers have underwent separation boards, which has forged a divisive rift between soldiers of the highest caliber. This,

In addition to Sergeant Smiths Testing and Evaluation duties his has proven himself to be a sound leader and Sergeant, constantly challenging his Marines both mentally and physically improving both physical performance as well as office proficiency. Sergeant Smith was selected to hold the billets of Academics Safety Noncommissioned officer as well as Training Noncommissioned Officer in addition to his responsibilities as the training and evaluations noncommissioned officer. Sgt Smith has been a proven asset striving for professional development and completing 5 college courses without losing sight of his professional responsibilities. He set the example ensure both he and his marines were PME

Lieutenant Tyler Patrick has been in Charlie Company, 304th MI BN since 20AUG2015 for the Military Intelligence Basic Officer Leadership Course. During this time he has committed no disciplinary infractions nor incurred any complaints against him. He consistently demonstrates a desire for self-development and professional growth, as evidenced by his efforts during physical training and in the classroom. Lieutenant Patrick is consistently respectful of his classmates, NCOs, and superior officers. Lieutenant Patrick shows great potential as a Military Intelligence Officer. He has both the desire and capacity to learn from and transcend his previous errors. His honest disclosure of these mistakes shows character, as well as a desire to move forward

Since the world around us is constantly evolving, change is inevitable if you want your organization to become more relevant, or if you just want a stronger one. With this, the military is no different. As a military, we need to constantly change and evolve to stay ahead of the world around us. During the course of this paper we will focus in on a issue at hand within my career field, which is the waste of government funding by shipping unnecessary cargo. After bringing this particular matter into the stoplight. We then will go about this, utilizing Kotter's 8-Step Approach to eventually and hopefully transform our military to a more cost effective entity.