Candidate Genter began his brief strong with an Orientation that included key terrain in the area. However, SNC's Execution paragraph not only lacked detail, but completely omitted Tasks and any executable plan to accomplish the mission. The extent of SNC's Scheme of Maneuver was to utilize the planks to move, causing many questions from his fire team members following his brief. SNC's lack of initial plan significantly hindered the sense of urgency with which his fire team moved, and in his absence of direction, another team member began to make decisions and direct the team leader and the rest of the fire team what to do. When SNC did communicate to his fire team, he did so in a composed and calm tone of voice. However, this did little
Candidate Allwood was able to provide all of the information required for the operation order brief. SNC included most of the information he was given; however, SNC briefed that the ammo needed to be delivered to the bridge and not to the designated LZ. SNC was able to control the movement of his squad as they began the execution; however, SNC lead his squad through dense brush causing the forward movement to be slow. SNC was able to make the required adjustments to put his squad back on track as they retrieved the ammunition. SNC made the decision to cross the bridge with the first fire team, putting him in the best position to control his squad. During the engagement, SNC was only able to provide minimal information for an ADDRAC. SNC
Candidate Caughran delivered his 5 paragraph order phenomenally. SNC ensured to cover all information as it was relayed to him, as well as add information regarding the terrain and climate conditions. SNC displayed the utmost confidence, through the inflection in his voice as well as the assertiveness used when assigning tasks to the fire team. During the execution, SNC positioned himself properly so that he was able to direct the team. He encountered minor error when the team reached the friction point. His position was no longer effective and he was forced to become more hands on with the mission. Once hands on SNC was able to help his team progress forward, and prevent any casualties. SNC posted security before and during the execution,
SNC stated all of the required components of the five paragraph order maintaining a calm, confident demeanor with minimal use of filler words. The first two negative points arose immediately after SNC completed the brief. Although he understood what was required to accomplish the mission he failed to develop a plan of execution. Because of his lack of planning and before he made an attempt to do anything, the first words out of the candidate’s mouth after his brief were “Do you have any suggestions for what to do?” He posed this question to the two fire team (FT) members not posted as security. Once one of the FT members gave the first suggestion SNC immediately jumped back into his role as the FT leader. This was most evident when SNC recognized
Background Information about the Agency History Ms. June Michaux is a licensed Speech Language Pathology Assistant for the State of Tennessee and the owner, founder and publisher of the lifestyle magazine Slips Digest that provides health, research and industry information to Speech Language Pathologists in a print media format. She works part-time for Let’s Talk Therapy in Antioch, TN where she provides therapy assistance and evaluation treatment for clients with autism, speech and learning disorders, swallowing deficits and other impairments. She holds a provisional patent on an item called the “Check 4 the Baby Sign” that addresses a universal critical health concern of babies dying in hot cars. She is an Air Force Veteran who served
Candidate McGinnis posted security prior to issuing her order, this displayed having situation awareness of the enemy. SNC demonstrated an understanding on how to brief a five paragraph order, however she did omit the administration/logistics and command/signal paragraphs from her order. The execution paragraph outlined a vague scheme of maneuver with tasking statements that gave an idea of what needed to be done to accomplish the mission. Once they began the execution SNC took an excessive amount of time to look over the problem, causing the team to lose focus. Upon the first friction point SNC was hesitant to alter her initial plan. After several failed attempts SNC continued to stick with her initial plan which slowed down the momentum
Candidate Wallace successfully briefed the entire five-paragraph order, though she added an additional element, referring to the environment as urban terrain, and neglected to brief the location of the friendly platoon. Candidate Wallace also briefed that communication would be arm signals only, but utilized only verbal signals on the obstacle. Once on the obstacle, Candidate Wallace came up with a good plan, which was unfortunately poorly executed. In the conduct of her plan, Candidate Wallace also removed the fire team's security, bringing in that candidate to assist, and did not replace security for two minutes. Additionally, Candidate Wallace had a candidate who was doing well throwing the rope over the top bar, but replaced her with
Candidate Larocque presented the first portions of her plan by reading directly from the notes she had taken, avoiding any eye contact with her fire team members. When she started briefing her scheme of maneuver she walked away from her fire team in order to see the obstacle better. Her fire team had to get up from their knees and follow her in order to hear her order. This caused confusion as the fire team went to begin execution, requiring clarification on where fire team members were supposed to start and what their tasks were. SNC’s plan culminated quickly and she immediately asked for suggestions on how to proceed. She promptly accepted the plan she was offered, undid all of the progress she had already made, and began to follow the
Candidate Platt received and briefed all five paragraphs of the operations order. Though her brief was given with confidence and clarity, her command presence lacked for the remainder of her evaluation. She stumbled around while attempting to control her weapon, and failed to move with a sense of urgency, as briefed in the order. Candidate Platt allowed her fire team to step off without going condition one. Though SNC tasked a member of her fire team to conduct the navigation, she never supervised or verified that the navigation was correct. Upon contact, SNC failed to respond for approximately 30 seconds at which time she did not give clear orders to her fire team on how to respond. During the attack her weapon experienced a jam, which
Candidate Hutchison posted security prior to briefing. His brief delivery was at a normal volume, a calm demeanor, a conversational tone, and had occasional pauses. His mission statement was briefed twice and included a main effort. He did not specify if there were any higher, adjacent or supporting units, or attachments or detachments in his Situation paragraph. During execution, he maintained tactical awareness, keeping a security presence during his movement and staying within the tree line. However, he did not move with a sense of urgency and had to be prompted to do so by the evaluator. Upon enemy contact, SNC delivered a solid ADDRAC and got his squad on line. He remained back behind his squad 5-10 meters where he could best oversee
Candidate Couch took a long time to get started briefing. He spoke softly, had a slow pace and a calm demeanor, with occasional pauses during his brief. He briefed a detailed friendly situation, covering missions and roles of higher and adjacent units. He provided a well-thought out mission statement and indicated that his squad was the main effort. He walked his team through his scheme of maneuver and provided a solid initial plan. In his Administration paragraph, he briefed generic Med-Evac and EPW information and did not actually mention which fire teams were to handle these issues. Throughout the movement, SNC stayed within the tree line and made good use of hand and arm signals. He stopped, set up security, and requested permission
Per reporter: Carl is taking the Marvin and Malachi to Mark’s house and Malachi said he is making them watch porn. Since then, Malachi is groping men penises, stripping, and he humped and made sex noises on Don (grandfather) leg. Mark has previous charges of molestation of young children and he also went to jail for killing his father. Mark gives grandma Karl money when the children comes over. It’s like he is paying grandma to bring the children. The children might stay a week or on the weekends. Grandma does not stay with the children, she drops them off and go smoke. Grandma is aware of what Malachi said, she was the who brought it to the reporter’s attention. Grandma acted like the children were going to stop going to Marks but they did
Agency Structure The purpose of this paper is to provide the functional federal budget classifications for the U.S. Army Corps of Engineers, U.S. Bureau of Reclamation, U.S. Coast Guard, and U.S. Secret Service and identify each agency as an executive department or independent agency. Furthermore, provide the appropriate subcommittee for budget requests and give a brief agency history. Additionally, provide the U.S. Secret Services proposed and actual budget authority and outlays for a recent year.
Agency Review on the Family Resource Center Every community mental health and local agency programs provide a needed service in the local community. Each program is important and provides everyone access to crucial mental health treatment and other needed resources. These programs provide services such as access to medication, emergency mental health services and counseling for everyone that do not have the means to pay for these services. Different centers provide specific services that are needed in a high-need area. One centers service may include group counseling, individual counseling, assessments, and pharmaceutical services at a low cost. Another center may provide services such as support groups, classes on different topics,
Agency Conflicts: An agency relationship arises whenever someone, called a principal, hires someone else called an agent, to perform some service, and the principal delegated decisions making authority to the agent.