Battalion Commander
LTC XXX consistently ensured the Battalion's individual readiness statistics were maximized, and challenges mitigated, to surpass the USARC standard in many categories. His attentiveness to readiness tracking, in conjunction with the S1, facilitated the timely completion of evaluations, medical appointments, and other administrative requirements that resulted in the Battalion readiness average improving from 90% to 95% with multiple instances of the Battalion reporting readiness metrics of 100% across the unit.
LTC XXXXX worked diligently to build professional trust with higher echelon counterparts and adjacent training centers. These plans have resulted in a 25% increase in training capacity by leveraging classified workspace (SCIF). His creative thinking and guidance were key in the Battalion's efforts to re-empower the unit's Commissioned Officer Corps, which not only improved the efficiency of the Battalion, but reignited its esprit-de-corps as well. As a result, the Battalion maximized attendance and engagement of its Soldiers.
LTC XXX distinguished himself by exceptional superior service as the Battalion Commander for the XXXX from XXX to XXX. The outstanding intelligence, leadership, and tireless efforts of LTC XXX resulted in major contributions to the effectiveness and success of many Battalion run programs in support of Soldiers and Family Members. He continuously led Soldiers of all ranks to perform to the highest standards whether in the school environment or while achieving personal goals.
MP Battalion Commander
As the commander for the XXnd MP BN (CID), COL XXX exuded leadership every day. He continuously mentored Soldiers and civilians to perform to the highest standards whether in the conduct of a criminal investigation, a deployment to an operational environment, or while achieving personal goals. COL XXX's battalion set the bar for achievement. During his tenure his Soldiers and civilians took honors in the 2007 USACIDC Soldier of the Year and 2008 XXnd MP GRP (CID) Soldier, Civilian, and Agent of the Year.
COL XXX's emphasis on conducting criminal investigative training in a combat simulated environment was unprecedented throughout USACIDC. His was one of the few battalions in USACIDC to conduct this training at a battalion level. His guidance led his battalion to conduct six battalion level training exercises during his two years in command. These STXs were carefully balanced to maximize the agents' limited time between gaining a solid foundation in the critical Army Warrior Tasks and improving their investigative abilities.
The value of battalion training was evident as COL XXX deployed agents to OIF, OEF, KFOR, and JTF-E. His Soldiers and civilians also performed magnificently during the conduct of a highly publicized murder investigation in OIF and the investigation of the death of a defense attache. One of the most resource intense criminal investigations in recent years was performed by COL XXX's battalion. His agents and DST members meticuously planned and executed a 30 day undercover drug investigation into established Soldier drug rings.
COL XXX achieved the highest safety standards possible in 2007. His battalion was honored as "One of the 50 Safest Units in the Army" by the Department of the Army. This recognition was only possible with COL XXX's leadership and emphasis on safety in all facets of both on and off duty safety as well as the overall welfare of this Soldiers and civilians.
13F, Ground Support Detachment NCO
SFC H served with distinction, honor, and commitment to the Army. His dedication to service proved paramount throughout his entire term of positions. As the Fire Support NCO for the 8th Fighter Wing at Kunsan Airbase, SFC H built a program to train Security Forces Airmen in Emergency Close Air Support, ground to air communications procedures, and small unit battle drills and tactics. SFC H trained over 87 Airmen and an additional 46 Airmen at Osan Airbase between his time at the 8th and 51st Fighter Wings.
SFC H's dynamic and enthusiastic leadership and skill was essential to the 8th Fighter Wing security counsel rewriting the ground base defense plan and merging it with a new airborne base defense plan which increased base security and met the Wing Commander's top priority. SFC H applied the same leadership and skill when the 51st Fighter Wing revised an existing base defense plan. He modernized the 51st Fighter Wing's plan to include drone and insurgent threat considerations.
SFC H wore two hats as the Plans NCOIC and the BCD HQ NCOIC. SFC H was instrumental in helping the 3rd BCD navigate the COVID-19 pandemic by developing the BCD's sponsorship and reception program, streamlining the administrative reporting metrics from 3BCD to 7th AF and 8th Army, and created a method to ensure new Soldiers to the BCD would be able to complete their quarantine with access to internet, cell phones and ensured they had an established residence with all daily essential needs already provided.
SFC H was an outstanding asset to the 51st Fighter Wing (FW), 8th FW, the 7th Air Force (AF) and the 3rd BCD-K. His knowledge and competence during planning and execution contributed to the success of 7 Combined and Joint Pacific Air Force exercises, 5 Special Operations Command-Korea exercises, 5 7th AF exercises, and countless Wing and Squadron level Combined and Joint level exercises between his tenure with the 8th FW at Kunsan Airbase and the 51st FW at Osan Airbase.
Military Police Operations NCO
SFC XXXX was selected as the Operations NCO for the XXXth MP Bn Rear supporting four combat support MP companies and two law and order detachments. He managed the production of 300 orders and taskings with no discrepancies that supported the XXth MP Brigade, 8th TSC and USARPAC. He personally supervised the successful deployment and redeployment of 30 individuals ISO worldwide contingency operations. In addition, he displayed exceptional organizational and managerial skills far beyond his peers.
In the absence of the Battalion Operations SGM, SFC XXXX ensured the S-3 shop continued operations with minimal direction. During high OPTEMPO, he successfully synchronized the deployment of the XXth MP Company in support of OEF, while simultaneously setting the conditions for a smooth redeployment and reintegration of the XXXd MP Company. He expertly managed and coordinated numerous training events, to include an Air Assault Course and four new equipment fielding/training missions.
SFC XXXX was instrumental to the development and implementation of the 728th Military Police Battalion law enforcement certification program. A unique, world class MP training program which enabled the battalion to achieve a level of public safety and emergency response proficiency that surpassed the Army's standards. SFC XXXX certified over 1000 MP on 69 law enforcement specific tasks, including active shooter, standardized field sobriety testing and RADAR & LIDAR operations.
While performing duties as a Military Police duty officer, SFC XXXX provided exceptional law enforcement support to USAG-HI and the DES. On multiple occasions, he flawlessly established an incident command post, coordinating fire, EOD, ambulance and multiple other agencies in real-world incidents. SFC XXXX's dedication and commitment to excellence greatly enhanced the installation's ability to provide a secure environment for over 93,000 Soldiers and their Family members residing on Oahu.
FOR EXCEPTIONALLY MERITORIOUS SERVICE IN POSITIONS OF INCREASING RESPONSIBILITY CULMINATING A 20 YEAR ARMY CAREER AS THE OPERATIONS SERGEANT FOR XXXTH MILITARY POLICE COMPANY. SFC XXXX'S PROFESSIONALISM, INITIATIVE, COMPETENCE AND LEADERSHIP WERE INVALUABLE TO THE SUCCESS OF THE COMPANY. HIS VAST ACCOMPLISHMENTS INCLUDE MULTIPLE INDIVIDUAL AND UNIT DEPLOYMENTS AND THE ESTABLISHMENT OF THE LAW ENFORCEMENT CERTIFICATION PROGRAM. SFC XXXX'S SUPERB LEADERSHIP, LASTING CONTRIBUTIONS AND SERVICE TO NATION REFLECT GREAT CREDIT UPON HIM, THE XXTH MILITARY POLICE BRIGADE, THE XXTH THEATER SUSTAINMENT COMMAND AND THE UNITED STATES ARMY.
Senior Logistics NCO
SFC xxxxx was the catalyst that fostered and maintained a subject matter expert and liaison relationship with TRADOC for the Command's Equipment Review and Validation Board process. This relationship resulted in the transfer and fielding of 454 pieces of equipment valued at over $10 million. Her actions directly affected the Commands readiness to train Soldiers with new equipment.
Provided Subject Matter Expertise, oversight, and supervision of 2917 Equipment Authorization requests for the Command. This oversight ensured that all Command Training centers, facilities, and unit had all needed equipment to ensure Soldiers get training in compliance with the One Army School System.
SFC xxxx was chosen for her vast logistical knowledge to train support Personnel thought the Command via TDY and DCO. She trained individual support staff across the entire Command on the correct submission of authorization documents. This training was crucial the successful approval of changes to units' Table of Distributions and Allowances and resulted in increased training readiness due to equipment availability.
SFC xxxx meticulously managed transportation of unit Personnel for the Command. She supported 3 Divisions, 1 Logistics Support Brigade, and the HHC by processing 77 bus requests and the management of transportation funding in excess of $331,000. SFC xxxx was also the custodian of the Command Headquarters GSA fleet and managed reservations, repairs, services, and administration of 7 vehicles.
FOR EXCEPTIONALLY MERITORIOUS SERVICE WHILE SERVING AS THE G4 SENIOR LOGISTICS NONCOMMISSIONED OFFICER AND G5 SENIOR SUPPLY SERGEANT FROM 26 JUNE 2013 TO 29 MAY 2015. SERGEANT FIRST CLASS xxxx HAS DISTINGUISHED HERSELF BY DEMONSTRATING CLEARLY THAT SHE IS A PROFESSIONAL SOLDIER, DEDICATED TO EXCELLENCE IN HER FIELD OF EXPERTISE. HER UNTIRING EFFORTS, LEADERSHIP ABILITY, AND ATTENTION TO DETAIL SINGLE HER OUT AS AN OUTSTANDING MEMBER OF THE xxxxx COMMAND. HER OUTSTANDING PERFORMANCE OF DUTY IS IN KEEPING WITH THE FINEST TRADITIONS OF THE NONCOMMISSIONED OFFICER CORPS AND REFLECTS GREAT CREDIT UPON HER, THE xxxxx COMMAND, AND THE UNITED STATES ARMY.
Battalion Executive Officer
As Battalion Executive Officer, CPT xxxxxxxx took charge of a brand new battalion staff, developed systems and training to harness their strengths and formed a functional team that was capable of conducting decentralized operations throughout the Western United States with great success. He led the staff to prepare, train, deploy, and redeploy the battalion to four major Reserve Component CTEs at remote locations throughout the Western United States. Their performance at those CTEs made the unit the go to battalion for the xxxTH IN BDE.
During his tenure as the Battalion Executive Officer, CPT xxxxxxxx quickly adapted skills acquired through two commands to the leadership environment of the 1A advising and influencing three active component and multiple reserve component battalions to successful meet their commands' training goals at multiple CSTX, FTX, and xCTC rotations. He built lasting relationships with three active component brigades on xx xxxxx beginning the practice of mutual support of training objectives that continues today and has become standard in 1A.
Selected as one of two active component officers for the 1A's last training mentor team mission to Afghanistan, CPT xxxxxxxx served as the team's S3 and S3 mentor. He deftly directed the planning and coordination of training for five ANA Kandaks during their five to nine month training programs. CPT xxxxxxxx developed highly productive and lasting relationships with NATO partners greatly enhancing the effectiveness of combined ISAF efforts. He was also selected by the Canadian CFC commander to lead a Canadian training assistance team.
As Battalion Operations Officer, CPT xxxxxxxx created several staff products such as a battalion long range calendar that provided greater predictability for personnel and became the Division West standard, the partnership plan format to meet the Total Army Force Policy, and training meeting formats all which became brigade standards. He also established a lunchtime LPD group for company grade officers in the brigade to spur discussion and circulation of the most current ideas and TTPs within the Armor, Infantry, and Field Artillery communities.
S6 NCOIC
SSG Williams provided outstanding leadership as the 1st Military Information Support Battalion (Airborne) S6 NCOIC. His dedication to duty, and extreme sense of caring for mission and personnel ensured the completion of over 2000 Change Request and 500 trouble tickets while assigned to the battalion S6. He planned and executed communication plans for two Warrior Skills FTXs, three Pre-Deployment Training rotations, conducted over 40 communications capability classes which greatly enhanced unit readiness.
Upon being assigned under the USASOC command SSG Williams' orchestrated the equipping, and installation of all automation and radio equipment of the first IOTF-A complex in Afghanistan. His technical and tactical expertise allowed for the initial stand up of a communications infrastructure that has supported four rotations of MISO operations in a combat zone. He was directly responsible for facilitating over 400 daily briefs and teleconferences that were invaluable to the operation of the MISO force in Afghanistan.
SSG Williams took the lead in the preparation and execution of all operational requirements that related to pre-deployment activities for 1MISB (A) S6 mission. He immediately assumed responsibilities to ensure 53 deploying personnel received pre-deployment training and were proficient in all trained task. His leadership and experience in operations yielded excellent results and enhanced overall unit readiness which directly resulted in the unit's successful deployment to Operation Enduring Freedom (OEF).
SSG Williams skill and planning was the singular vital element in the success of three Pre-mission Training (PMT). His determination toward self-sufficiency not only ensured mission-readiness, but contributed to the overall success of the entire mission of providing automation verification and signal support to over 400 personnel. His planning, and dedication ensured that the best and brightess Soldiers of 1st Military Information Support Battalion (Airborne) were selected to deploy to the SOUTHCOM Area of Responsibility.
Special Forces
SFC Smith successfully completed over five combat missions from 2005 to 2008 in which he participated in over 400 combat patrols while assigned as a Team Leader of a Tactical Assault Convoy (TAC) in 7th Special Forces Group. In November 2006, SFC Smith led a team that provided the on-site perimeter security during the capture of Abu Abdullah al-Shami, one of the senior Al-Qaeda leaders on the most wanted al-Qaeda operative roster, in Kost province, Afghanistan.
During Operation Willing Spirit, SFC Smith supported the Special Operations Command Forward (SOCFWD) providing on-site coordination to aid the recovery effort of three hostages taken by the Fuerzas Armadas Revolucionarias de Colombia (FARC). SFC Smith's outstanding leadership and tactical prowess led to a successful rescue of all three hostages and capture of two senior FARC leaders in July 2008.
SFC Smith's gained combat experience, over seven deployments led to his selection as a subject matter expert for the Theater Specific Individual Readiness Training (TSIRT) program. His techniques to counter Improvised Explosive Devices (IED) and vehicle borne IEDs, detainee search, small arms weapons and close quarter marksmanship techniques were invaluable for preparing over 600 personnel for deployments in support of Operation Enduring Freedom and Operation Iraqi Freedom.
SFC Smith served with distinction, honor, and commitment to the Army and our Nation; from forecasting fuel and ammunition to ensuring that proper delivery platforms and safety precautions were executed. SFC Smith's vast technical expertise across two Military Occupational Specialties 92F and 89B resulted in vital logistical support over the course of his career and during the military's tumultuous 13 years of US engagement in combat operations.
Clinical Nurse OIC
1. Coordinated with Resource Management Division the means to recoup funds for VA patient care by developing pre-approved order sets for diagnosis-linked patient visits, medication approval, and treatment regimens. This was presented to the Medical Product Line services as a means to get needed care for VA patients without the constant need for approval of VA non-formulary medications, and appropriate number of patient visits.
2. First Clinical Nurse OIC of the Surgical Admissions Center (SAC) to comprehensively collect, analyze, and utilize operational and Lean Six Sigma data to improve SAC operations. This data was used to increase staffing levels, improve pre-operative patient visits, and map patient flow patterns for the day of surgery.
3. Team member of a MEDCOM pilot plan to develop and implement automated patient tracking technology. This will dramatically improve awareness of patient progression the day of surgery, plan for patient arrivals, decrease difficulty in anticipating and tracking patient progress, and provide awareness of surgical progress to patients and loved ones. As a result of this project, he is presenting this project to the Rutgers 28th Annual Nursing Technology Conference in Baltimore.
4. Served as Co-Chair of the Nursing Leadership Committee. This committee increased average attendance from 12 nurse leaders to over 25 officer and enlisted nursing leaders regularly attending meetings. These meetings brought together nurses and speakers to solve nursing issues and increase communication. Senior nursing leadership was invited to meetings, which increased interface between middle managers and senior leadership. MAJ H. began a web site for sharing information, contacts, and presentations from the committee.
Proposed Citation:
For exceptionally meritorious service as Clinical Nurse OIC, Surgical Admissions Center. Your energy and enthusiasm in carrying out the mission of the Surgical Admissions Center resulted in increased quality and quantity of care for healthcare beneficiaries. Your performance reflects great credit upon you, Tripler Army Medical Center, the Army Medical Command, and the United States Army.
Engineer
CSM served for over 31 years in the 579th Engineer Battalion as an Engineer Enlisted. His tours included the LA Riots (1992), Northridge earthquake (1994), multiple floods (1994, 1997), built schools in Honduras (1995), built roads and schools in Panama (1996), and several fires responses (I will have to research the dates). CSM's faithfulness through these times was and is a testimony for others to follow.
As the Senior Enlisted Advisor to the Commander, CSM provided mentorship and leadership to over 900 Soldiers in a modular Engineer Battalion consisting of 11 UICs and 13 armories. Under his mentorship, he skillfully groomed the next generation of leaders, which resulted in the Soldier and NCO Warrior of the Year competitions for the Brigade in (what year).
CSM served as multi CERFP Task Force as the Command Sergeant Major and the Safety Officer, ensuring safety was implementation throughout the exercise. Due to his success, two EXEVAL validations were resulted in perfect T ratings. CSM's leadership was instrumental in the successful completion of multiple national level exercises while also completing CSM academy.
Command Sergeant Major
CSM _____ distinguished himself by exceptional superior service as the 329th CSSB CSM from January 2010 to May 2013. The outstanding skill, leadership, and careless efforts of CSM Dwyer resulted in major contributions to the effectiveness and success of many battalion run programs in support of Soldiers and family members throughout the battalion. He continuously mentored Soldiers and civilians to perform to the highest standards whether in the operational environment, or while achieving personal goals.
CSM _____ applied extensive knowledge and substantial experience, he aggressively pursued and resolved countless military issues and led all efforts to reorganize and focus the staff for greater efficiency. He personally directed several key action groups that made sweeping changes, significantly impacting on the Command's mission and resulting in increased staff efficiencies and resource savings. CSM Dwyer's battalion set the bar for achievement and success through mentoring and reinforcing the Army Values.
CSM _____ was irreplaceable during his tenure. His dedication to duty, commitment to excellence and work ethic were unquestionable. His actions gave every senior leader in his chain of command the freedom to shoot, move, communicate, engage and plan to meet operational standards. In meeting the challenging time restraints of the Army Reserves he was still able to keep in compliance with AR 350-1 by standardizing unit requirements and implementing a monthly mandatory online training program.
CSM _____ keen insight and creative ability to match needed schools with key personnel increased the unit's ability to perform its wartime mission and increased unit METL proficiency insurmountably. His emphasis on individual Soldier training was a direct result in Soldiers attending and completing NCOES, while bringing battalion no shows to 1% and a 99% graduation rate. CSM Dwyer managed a battalion of over 800 Soldiers, constantly enforcing safety standards on and off duty, he achieved the highest safety standards possible.
Training/Schools NCO
During his tenure as the Company Training Non-Commissioned Officer (NCO) SFC Pardon-Varde has distinguished himself through his unwavering dedication to better the unit by establishing protocol specifically aimed to improve the unit Body Fat, DMOSQ, APFT, NCOES and CRM Programs. His skills and efforts were evident as the 704th Chemical Company was able to increase its metrics score by more than 20 points resulting in the unit's ability to consistently remain the top performing company in the 367th Engineer Battalion.
SFC Pardon-Varde jumped head first into his assigned duties as the Company Schools NCO and through accomplished organizational abilities was able to efficiently process over 230 schools applications with zero no shows and a 99% graduation rate. His keen insight and creative ability to match needed schools with key personnel increased the unit's ability to perform its wartime mission and increased unit METL proficiency insurmountably.
Through his tireless efforts SFC Pardon-Varde was able to ensure that his unit's requirements in DTMS were met in only three months. He generated complete Individual Training Records, Historical Training Files, Training Schedules, Mission Statements, unit METL, and METL assessments in DTMS far surpassing the requirements of just Suicide Awareness, APFT and Weapons Qualification data input. At a time when USARC was only 20% in compliance with DTMS he was the first Training NCO in the 372nd EN BDE to accomplish this task.
Demonstrating exceptional competence and professionalism SFC Pardon-Varde was able to effectively drive METL Focused training by freeing up over 20 hours of training time. In meeting the challenging time restraints of the Army Reserves he was still able to keep in compliance with AR 350-1 by standardizing 16 unit requirements and implementing a monthly mandatory online training program. The unit has been able to incorporate greater hands-on and field training time to increase METL proficiency as a direct result of his efforts.
Infrastructure Training and Advisory Team (ITAT) NCOIC
Distinguished himself through meritorious service as the Camp Sayar Infrastructure Training and Advisory Team (ITAT) Noncommissioned Officer in Charge (NCOIC). SFC Barnes provided leadership and administrative oversight of a three man joint team and local national interpreter on a Coalition Combat Out Post (COP) located within an Afghan National Army (ANA) camp. SFC Barnes closely coordinated security and life support operations with the Italian Army on the COP to fully support his team mission.
coordinated 45 separate convoys to resupply the ITAT and to conduct vehicle maintenance at a separate coalition FOB. He drove a total of 675 miles through a region under a constant threat of attack from improvised explosive device, small arms attacks and suicide bombers. SFC ____ trained junior enlisted team members on the stage of planning, pre-combat checks, and after action reviews to execute these missions and to maintain 24/7 secure communications with the RSC-W TOC.
conducted over 200 Key Leader Engagements at Camp Sayar ensuring the responsible transition of over 30 facilities valued at 60 million dollars to the ANA. SFC Barnes personally mentored 30 ANA NCO's on the maintenance and repair of buildings, allowing for a higher quality of life for their occupants and permitting the reallocation of DPW resource for future use. He worked closely with 25 ANA facility maintenance workers to complete their on-the-job-training (OJT) to support the transition of infrastructure by 2014.
68W, Medical Operations NCO / Healthcare NCO
SFC Valdomar simultaneously served as the Brigade Medical Operations NCOIC and Brigade Support Battalion's (BSB) Support Operations Medical NCOIC. His efforts greatly assisted in identifying and rectifying Medical Chemical Defense Material discrepancies and shortages for 20 Chemical Defense sets vital in support of PACOM, 8A, and 2ID's contingency operations for Area I and III. SFC Valdomar's guidance and mentorship directly resulted in the 1 AD's Best Medic candidates achieving 3rd place in all of USARPAC.
42A, Command Sergeant Major
CSM _____ leadership, technical expertise, and diligence were directly responsible for our climb from being ranked 12th out of 12 brigades in the 79th TSC to 5th place. His knowledge and focus on medical readiness (MRC) contributed to our 88% overall score which is above Army Reserve HQ standard of 85%.
CSM ____ sets the tone for quality and is an example for all NCOs and leaders. His ability to quickly transition into MDMP mode contributed greatly to the success of all missions.
In addition to his assigned duties, SSG Youknowho has assisted with many other training requirements, increasing the deployment readiness of the Troop Command and its Soldiers. SSG Youknowho's willingness to assist in training events resulted in 60 Soldier's qualifying with the M16 rifle, and over 100 Soldiers compliant with Army Physical Readiness Training Standards. Youknowho's dedication to training and ability to mentor Soldiers while assigned to Walter Reed is duly recognized and appreciated by all.
Staff Sergeant ...... was selected to organize and maintain the Battalion UME (Unit maintained Equipment) program. Staff Sergeant Hilton brilliantly executed motor pool operations for multiple units. Successfully completing and processing over 600 work orders while maintaining an overall 98% Operational Readiness Rate. Staff Sergeant ...... worked long hours to reestablish operations to be in accordance with regulations and has maintained a 90% or greater in all motor pool Command inspection areas.
SSG Cardinal continued his efforts throughout the transformation of the 50th Chemical Company by strengthening the knowledge Army Warrior Tasks among junior NCOs and junior Soldiers with the Light Recon Platoon. SSG Cardinal served as the Army Warrior Task training NCOIC, from 20 June 2008 to 31 July 2012. His leadership abilities, management skills and technical expertise were instrumental in Company Field Training Exercises, Marksmanship, and Common Core Tasks during Annual Training.
From December 2007 through December 2009 he volunteered to an assignment with Task Force Wahoo at Camp Bobby, SFC CanMan contributed in the training of over 6000 National Guard Soldiers from over 10 U.S. States and Territories. He was directly involved in the planning, documentation and instructing of training to numerous Army National Guard units; 60th CAB, 60th STB, 69th MP BDE, TF 165 Armor, 1/140 INF, 60th MP Company, and the 460th ASB.
While at TF Wahoo he was assigned to and deployed with the HHT and Bravo Troop of the 81st CAV to the Ukraine for "RAPID TRIDENT '08" as a Training Assistor to instruct, document, and validate the training of the 81st CAV for their preparation to KFOR 9. SFC CanMan's determination provided the HHT and B Troop to validate with a 100% in their Pre MOB training and quickly move to the Post MOB station. For his efforts he was coined by BG Jimmy, Commander of Task Force Falcon.
SGT Smith's technical and tactical expertise extended beyond duties as a 92A Supply Logistician. His knowledge was acquired from over 760 hours of Military Education in 14 specialties outside of his MOS. This knowledge was not a loss as he has imparted his expertise to over 300 Soldiers technically in six different Automated Logistics Systems in as many supply disciplines and Tactically in Pre-Deployment Training, Convoy-Ops, Combat Life Saver, Drivers Training, and field operations.
SGT Smith's impeccable integrity is demonstrated in precision management of nearly 6300 lines of supply inventory valued at over $12.4 million with nearly zero discrepancies throughout his career. His personal courage was recognized for performing lifesaving aid to fellow soldiers preventing serious injury. SGT Smith's untiring honorable service has been recognized with numerous accolades.
SFC snuffy was irreplaceable during his two tours during OPERATION IRAQI FREEDOM. His dedication to duty, commitment to excellence and work ethic were unquestionable. His actions gave every commander in his chain of command the freedom to shoot, move, communicate, engage the enemy and win decisively across any battlefield.
Major execution of Fort Benning's annual influenza vaccination program for two consecutive years resulted in the lowest influenza-like illness rate on post from 2010-2011 flu seasons. He established an extended DOD School vaccination program that allowed over 50,000 students to meet all required immunization requirements for their School District. In addition he assured the vaccination of a population of more than 90,000 Soldiers, NCOs, Officers, retirees, and their families.
SSG Mallory served exceptionally as a Preventive Medicine Team Leader. She supervised the efforts of one Noncommissioned Officer and three junior Soldiers in constant motion through a battle space occupying 80,000 square kilometers and containing 29 operating sites. Her precise judgment and technical skill resulted in her team completing 37 base camp assessments, 287 sanitary inspections, and 63 food service inspections, directly preserving the health of a supported population exceeding 40,000 personnel.
SGT Joe took the lead in the preparation and execution of all operational requirements that related to TF-12's mission. He immediately assumed responsibilities to ensure all pre-mobilization and post mobilization training were performed. His leadership and experience in operations yielded excellent results. His organizational skills and attention to detail enhanced overall unit readiness. His constant dedication ensured the unit received the best support which directly resulted in the unit's successful deployment to Operation Enduring Freedom (OEF)/ Operation New Dawn (OND).
SGT Joe served as the Operations NCOIC for the Theater Aviation Sustainment Maintenance Group for TF-12. His leadership abilities, management skills, and technical expertise were instrumental in the development, coordination, and operation of the Aviation Sustainment Team which was tasked with providing contract oversight for contract personnel assigned to TASMG TF-12. He was directly responsible for facilitating weekly briefs and teleconferences that were invaluable to the operation. His Unique skills and can do attitude greatly contributed to mission success.
SSG Smith served as the Training and Operations NCOIC for the xxxx-VA, from 20 June 2009 to 20 June 2012. His leadership abilities, management skills and technical expertise were instrumental in a series of 14 Quarterly Musters and the inprocessing of over 300 Wounded Warriers during his tenure. Without a staff, SSG Smith was the sole S-3 section for a battalion sized element scattered over six states. His constant dedication ensured the unit received the best training support and directly resulted in the unit's successful implementation of the XXXX Mission and helped insure that the XXXX-VA was and is consistently the top performing XXXX in the system.
CW4 Patter was instrumental in reestablishing the brigade's presence in the USAREUR and EUCOM area of operation after the BDE redeployed from OIF in 2009. He was personally involved in the development of the support operation's concept of support, which integrated the BDE's logistical capabilities into the EUCOM and European LCOP subsequently increasing equipment and Soldier readiness. During his tenure, he coordinated RESET support for over $35,000,000 worth of equipment assigned to the BDE's units.
Sergeant First Class Sherry Lopez has served honorably in the United States Army and the Alabama Army National Guard for the past 23 years. Her service includes more than 19 years as a Non-Commissioned Officer (NCO). She has also served 10 years as a full-time Soldier in the Alabama Active Guard Reserve Program. The longevity of her service is proof of her dedication to this country, the United States Army, the Army National Guard and the State of Alabama.
While assigned to 2nd Battalion 22nd Infantry SFC Dunn completed assignments as Senior Instructor in Battalion led Team Leader Courses and selected as a Station NCOIC of 1st Brigade's EIB Course. He has been a principle trainer and evaluator on numerous Team, Squad, and Platoon Live Fire Exercises, Live Fire Shoot Houses, Ballistic Breach Live Fires, Explosive Breach and Explosive Charge Training lanes. His ability to train what he has learned has proved invaluable in preparing Soldiers for combat in any theater of operation.
CW2 Snuffy Joe was chosen by 2D Combat Aviation Brigade to conduct a pre-ARMS and CIP inspection for another Battalion within the Brigade. While assigned to 1-52 AVN BN from APR 04 to APR 05, CW2 Snuffy Joe functioned as an instructor pilot where he progressed and evaluated 36 mission-trained aviators and flew over 210 incident and accident-free hours. His extensive medical knowledge as the company Combat Life Saver Course instructor allowed him to successfully train over 76 Soldiers throughout the Battalion.
CW2 Snuffy Joe displayed selfless service while serving outside his MOS as the Company Executive Officer. CW2 Snuffy Joe turned in over $500,000 in excess equipment and ensured a successful Change of Command inventory. He also organized and conducted two M16 qualification exercises as the range OIC. During the two consecutive monthly ranges, he ensured that over 200 Soldiers qualified on their assigned weapon, raising Bravo Company to the highest average in the Battalion with a total of assigned qualified to 98 percent.
SGT Stone served as the Training and Operations NCOIC for B company, 204th BSB from 10 September 2007 to 10 November 2009. His leadership abilities, management skills and technical expertise were instrumental in a series of 14 Field Training Exercises, one Pinon Canyon rotation, and one National Training Center Rotation. His constant dedication ensured the unit received the best support and directly resulted in the units successful deployment to Operation Iraqi Freedom (OIF).
While assigned to the Ground Robotics platoon, SSG Lugibihl became certified in multiple programs of record for air and ground robotic systems. From Nov 2010 to Nov 2011, SSG Lugibihl was certified on the Class 1 Unmanned Aerial System, Squad Mission Equipment Transport, Small Unmanned Ground Vehicle, and Sense Through The Wall systems. His "go further, faster" attitude and devotion to the mission greatly attributed to the development of the TRADOC and MCoE robotics platform.
SSG Lugibihl was the lead course developer for the Small Unmanned Ground Vehicle Training Course (SUGVTC). His responsibilities included assisting in the creation of the SUGV Program Of Instruction (POI), Student Evaluation Plan (SEP), and he also served as the primary instructor for the course, yielding excellent results. He displayed his vast amount of training as well as knowledge by greatly assisting in the rapid development of the SUGVTC.
Faithfully serving for over 20 years, LTC XXXXXXXXX served in numerous leadership positions and assignments from which he positively contributed to the overall success of many organizations. Assigned to the XXXX BDE from 2015 - 2018, he built and shaped the XXXX to deliver intelligence support for tactical defensive Cyber operations while creating forensics and malware analysis section for the XXX with documented tactics, techniques and procedures that led to decreased analysis response times from weeks to hours.
SSG Ward successfully completed over 400 missions from 2010 to 2015 in which he acted as convoy commander over 127 times with zero losses while assigned as a Squad Leader in a Medium Truck Company Supporting 7th Combat Sustainment Support Battalion, 2d Engineer Brigade, and United States Army Alaska (USARAK). SSG Ward was entrusted with more than $10 million of various equipment and vehicles.
1SG Smith's career encompassed various types of service in numerous capacities. His personal standards have served as the example for others, requiring him to surpass the Army's base requirements so he could serve in increasing echelons of responsibility, culminating as with his service as the First Sergeant of the 870th Transportation Company. As the unit's First Sergeant, 1SG Smith was the primary enlisted advisor for 3 commanders, while concurrently serving the 160+ Soldiers and officers of the company for over 10 years.
Within the last 10 years alone, 1SG Smith has assisted in leading the company to assist in 3 declared state emergency disaster relief operations, including: Hurricanes Ivan (2004), Katrina (2005), and Rita (2005). His leadership, guidance, and planning provided the much needed subject matter knowledge for the unit to effectively move necessary goods and services to innumerable decisive points throughout affected areas of concern. 1SG Smith's faithfulness through those times is a testimony for others to follow.
Due to his professionalism and unlimited leadership potential, SGT Beetle was appointed to serve as the Detachment's Armor NCOIC. He flawlessly provided accountability, maintenance, and training on 400 individual assigned weapons, 120 crew-served weapons, 20 thermal sights, and over 70,000 rounds of ammunition. His efforts undoubtedly enhanced the unit's ability to fulfill its Force Protection requirements while simultaneously conducting its wartime mission.
During recent relocation efforts, 1SG Thomas was entrusted with more than $10 million of various engineering equipment and vehicles. He maintained a 100% accountability of those investments. His mentoring and advice given to Soldiers go hand in hand with what they witness, including his meticulous inventory of the millions entrusted him. Hundreds of Officers rely on him to provide proper training even as he works to ensure their morale and focus. Few can meet such demanding challenges.
