Mr. Edward Benton, Installation Operations Security (OPSEC) Program Manager, Information Security Division, 88th Air Base Wing, Air Force Life Cycle Management Center, Air Force Materiel Command (AFMC), Wright-Patterson Air Force Base (WPAFB) Ohio, is recommended for the Air Force Exemplary Civilian Service Award in recognition of his demonstrated leadership and command-wide impact from 21 June 2009 to 28 November 2016. During this period, Mr. Benton displayed keen insight in reducing mission vulnerabilities and increasing the efficiency and effectiveness of maintaining OPSEC for the largest program in AFMC. Moreover, Mr. Benton’s vision coupled with his attention to detail and leadership ability led directly to the development of rock solid processes, ensuring the very best protection is afforded to WPAFB 115 mission partners and its twenty seven thousand plus base personnel.
On his watch, he has conducted OPSEC surveys and Information Protection Security Reviews to ensure compliance and help guide improvements, while also providing critical feedback to leadership on health and status of security programs. He developed targeted training programs that successfully guided unit OPSEC Coordinators through several major inspections where by his actions and proactive approached
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Benton is a visionary leader with extraordinary ability to quickly grasp issues, improve upon concepts, demonstrate proficiency, and educate the principles of operations security to all levels. From unit coordinators to headquarters Air Force, his fingerprints can be seen on program improvements. His masterful administration of the Installation OPSEC program led to being recognized as AFMC OPSEC “Organizational Achievement” Award 2011, “Organizational Excellence” Award 2014 and “Best OPSEC Program” 2014, 2015. The distinctive accomplishments of Mr. Benton reflect great credit upon herself and the United Sates Air Force and truly make her deserving of the exemplary civilian
Smart, J., & Kropp, C. (2005, Winter). Waves of Change: Army Transformation at Aberdeen Proving Ground Reaches Technical Escort Unit. Chemical and Biological Defense Information Analysis Center, 6(1), pp. Cover, 12-14. Retrieved from http://www.hdiac.org/islandora/object/hdjournal%3A38/datastream/OBJ/view
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
A big challenge faced by those planning the operation, was that no one had the full picture. The command and control of units in Afghanistan were split into three separate entities; each had their own assets and intelligence sources. The U.S. ground forces under United States Central Command (CENTCOM) were lead by Lieutenant General (LG) Paul Mikolashek out of Kuwait. How...
After more than ten years of persistent counterinsurgency (COIN) conflict and multiple simultaneous responses to several natural disasters, the United States Army is at a crossroads regarding professional education for its officers and enlisted force. Considering overseas contingency operations in Iraq are due to conclude in December 2011 and by 2014 for Afghanistan, it is plausible that strategic planners are considering the future make-up of what will constitute the Total Army Force to include new educational criteria for what could be a smaller force than was needed for present day operations. While this may be “peace dividend” speculation, there is precedence for the Army to reevaluate its force structure and personal qualification requirements after every major conflict over the last century. . Even though defense budget reductions should redoubt army equipment priorities, training deferrals because of persistent contingency operations have inhibited enlisted professional development despite that counterinsurgency operations require refocused soldiers training to improve their sense of situational understanding and application of observable operational ethics through conceptual enlisted leadership evaluation efforts.
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
The surroundings of Counterintelligence (CI) duties requires that CI Special Agents hold the highest levels of proficiency, maturity, moral values, and honorable intelligibility. All newly graduates from Counterintelligence Special Agent Course (CISAC) will be part of the Counterintelligence Probationary Program (CIPP) in the accordance with AR 381-20. The CIPP is an evaluation and mentoring program that allows Evaluating Agent (EA) to employ the CI Probationary Agent (PA) in a manner that allows growth in development. The PAs are retained in the 35L military occupational specialty upon completion of the CIPP. The real question that lingers in every PA’s mind is; how does the evaluation process take place?
LT Pierce has served superbly as the Bde S4, which is a field grade officer position. He possesses the technical competency of a company grade Multifunctional Logistician by his innate ability to effectively adapt innovative solutions, to the unique shortfalls of this AOR. His achievements demonstrates an exceptional attention to detail during the procurement and distribution of 100 gals of class III, monthly; 50k cases of class VI, commemorating the US Independence Day, as he was a vital lead planner during this milestone event in over 25 years.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
As the Executive Officer for the 478th Aeronautical System Wing (478 AESW) I have a unique position of significant influence, ensuring the ability of the USAF to provide Air Dominance well into the 21st century. But, as you will see it has been a winding road that got me here, and a unique set of experiences that have prepared me to serve in this position.
Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities in the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment. It is plain to see the benefits of having the greatest navy integrated with the world's greatest army and air force. However, even in the wake of a relatively successful joint operation in the Middle East (Desert Storm), certain weaknesses are evident in the current joint employment tactics and/or capabilities. By analyzing past operations such as Urgent Fury and Desert Storm, we are able to see sufficient evidence that the Joint Warfare Concept can be disastrous in one instance and virtually flawless in another.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
In today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
Management- private security manager is answerable and accountable for improving definite programs in training security employees or pe...
In summary, my Air Force story highlights my journey to becoming an officer in the USAF. It takes into account my Puerto Rican heritage and values and advocates the benefits of maintaining a diverse workforce. My role as a Force Support officer has placed me in situations and enabled the experiences which have shaped my understanding of the profession of arms and better developed me as a leader. Lastly, my contributions to the Air Force mission, at home station or in the area of operations (AOR), have facilitated Airmen at all levels (Tactical, Operational, Strategic) within our Air Force and enabled them to make informed decisions affecting their careers and quality of life.
There are many types of technological developments in the military happening at all times. They range from new aircraft to sophisticated guidance systems. Teams of specialists work for years to develop some of our simplest equipment. These people’s everyday lives are devoted to the safety and protection of the citizens of the U.S.