Case Study: Civil Air Patrol

The Royal Canadian Air Cadets is an example of a community activity that I have actively taken many leadership roles in. Having served the Royal Canadian Air Cadets for more than four years with the 540 Golden Hawks Squadron, I partake in various activities. I have also learned numerous invaluable life and work skills such as teamwork, leadership and confidence, all of which are not spoon-fed to us, but rather acquired from the experiences that I have been through with cadets. We are constantly coached and supervised by Officers who encourage us to lead others. As we age and climb up the ranks, we are encountered with many leadership opportunities that we are strongly encouraged to take.

While the Corps sets academics as their number on priority, it's easy for cadets to experience burnout, exhaustion, and a decreased desire to study when the opportunity arises. The first lesson that I learned in the Corps is how to study and devote myself to academics despite being tired. The Corps also gave me a new level of resilience that I never imagined myself developing. There were many points throughout my freshman year that I genuinely wanted to quit the Corps- the stress, exhaustion, and

Followership and leadership are both very important aspects for cadets in Civil Air Patrol. All cadets must exhibit good followership, but there is a difference as to how much, as they earn grade and are assigned positions. As cadets progress through the program, they earn more responsibilities and their leaders have higher expectations of them. They will still report to another person in the chain of command; however, they must also be able to transition into leaders.

Although the training First Year Orientation Progam (FYOP) officer cadets receive is not exactly the same as that conducted at the now defunct Cornwallis training base, the principles remain the same. The biggest challenge observed in the early days of training was to get a group of people to act as one team. Each person arrived as an individual with their own set of values, behaviours and regional characteristics. These individuals were then subdivided into platoons, squads, or sections. During this integration process the instructors ensured stress levels remained consistently high through the use of yelling, inspections that found minute faults that were exacerbated through the dismantling of our bunk space, and decreased sleep. I now realize that these simulated or over exaggerated stresses are required to provide an indication of future tolerance for this in operations.

One of civil air patrol's motto's in the cadet program is "rise to the challenge". When I first joined shortly after my 12th birthday I had NO idea what that meant. BUT over time I've learned SO much about myself and my abilities despite my age. Like most cadets...I want to use MY TIME in civil air patrol to inspire and lead...BUT--most of all I want to offer my service....to my friends , my family and my community....

2Lt Fisher was employed as a Platoon Commander (Pl Comd) on the Army Cadet Leader Course during her time at the CTC. At the beginning of the summer, she displayed disinterest and lack of motivation towards her position and associated responsibilities. During her initial interview, she identified two areas she would work on throughout the course of the summer: enhancing her organizational skills and ensuring cadet participation during scheduled periods of instruction.

US Army Cadet Corps has summer activities and activity schools for youthful colleagues and women ages 13 to

“My squadron performs well on graded event and inspections. We have a good atmosphere, cadets who believe they are doing well have developed this behavior in the last year. They mimic that operationally every semester,” “Empowering cadets to work solutions and problems on their own,” “Cadet chain of command, they understand the military side. Squadron adapts to changes well, the cadets keep squadron clean, hallways and the morale is good,” “I started the academic

One of the organizations dedicated to rebuilding the NCO corps was the NCO Subcommittee of the Command and Leadership Committee in the Leadership Department at the United States Army Infantry School at Fort Benning. Besides training

Civil Air Patrol survey data has shown that the number one reason youth become cadets in Civil Air Patrol is an interest in flying. Upon joining and becoming an active member of the Civil Air Patrol program, cadets are entitled to five instructor-led flights in a powered aircraft (usually a single engine Cessna), five flights in a glider plane and an unlimited number of backseat flights. CAP Senior Member pilots have all of the qualifications required for the FAA pilot’s license, but must meet additional requirements set forth by Civil Air Patrol to be eligible to lead an Orientation

The Aviation Branch of the U.S. Army, as we know it today, did not exist at the turn of the 1800 to 1900 centuries. The military did use a Balloon Corps and Detachment for the Civil and Spanish-American Wars respectfully. However, the Army deactivated both organizations after their usage in the campaigns. These artillery spotters and reconnoiters were helpful. However, the leadership did not see a usage for them outside of war. Therefore, it would take someone understanding the potential of air power to open a door for its peacetime usage. This occurred with the birth of the Signal Corps.

Annual Retiree Summit, Career Fair & MWR Showcase: FFSC Joint Forces Expeditionary Base Little Creek: FFSC Oceana’s representatives participated in the Annual Retiree Summit, Career Fair & MWR Showcase located at FFSC Joint Forces Expeditionary Base Little Creek. The FFSC Oceana representative duties consisted of escorting register employers and individuals to their assigned table, setting up a marketing resource table, and providing additional resources from their assigned center. The initial data assessment suggested the event was a success as 500+ military affiliated personnel attended the event and 200+ individuals received their annual flu shot. The event had 40 employers on-site, 8 Educational Institutions on site, and MWR presented

He had been selected to escort my C47 in the assault! We both briefly celebrated and were able to relax for the first time in weeks. After months of training, we finally met our paratroopers. They were a tough bunch, and I felt slightly awkward next to them. These were people who had been training for years, and I had only trained for a few months. I put on a confident face and explained their mission. We were to fly at night and drop them in the early morning. They kept their emotions well contained, but I could sense the tension among them. We practiced the operation to perfection, but they had no idea of what we would encounter behind the beach. All we knew was that we were to prepare for every possibility. We practiced everything from helping wounded soldiers on the plane to evading flak. Flak shells are fired into the air and explode at a certain altitude. They are one of a pilot’s greatest fears. No matter how hard we tried, we always thought of something else for which to train. We eventually decided that we were ready for the

The Australian Defence Force (ADF) is the largest military organisation in Oceania and has more than 57,000 personal in active duty and more than 55,000 in the reserve forces, both active and standby personnel. The ADF has a very large and effective employment cycle that may at a glance seem incredibly complicated and overdone, but looking into the finer details you can see just why they have it as such a complicated process. The ADF’s strong point is in its long and efficient establishment phase, but it never dies down, priding itself on being a strong and employer of choice. The ADF has planned its employment cycle out very systematically so that each phase has a specific way it needs to go, simplifying the process down to a fine art.

Within the Air Test and Evaluation Squadron One military organization, segments of the squadron come together and perform various tasks to support and fly aircraft to meet the organizational goal of operational test and development. In accomplishing this goal, the squadron incurs joint costs when people from multiple departments travel across the globe to perform mission objectives (Hicks, 2010). The squadron travel budgets are smaller ceiling appropriation allocations of the larger National Defense Authorization Act (NDAA) authorized by Congress and the budget division ensures financial resources are spent wisely during each fiscal year (October 1 through September 30) or operating period (Hicks, 2010). The travel division monitors spending on 23 funding lines totaling $1.17 million where each funding line, referred to as different colors of money, is obligated for a specific travel appropriation or purpose. To manage these costs, the travel division is responsible for arranging travel accommodations, processing travel vouchers and claims, tracking Government Travel Charge Cards (GTCC) charges, and validating allocation of funds. Budget preparations begin by predicting future year requirements such as off-site pilot and flight crew flight-testing, off-site pilot and flight crew training, professional schools, occupational training, conferences, and other official travel (C. Sacksen, personal communication, September 19, 2016). To assist in budget execution,