Mp Case Study

The Engineer Explosive Ordnance Clearance Agent (EEOCA) was created in 2004 after a technical capabilities gap was identified between Combat Engineers and Explosive Ordnance Disposal (EOD) Technicians. In order to fill this gap, the EEOCA course was designed to equip more Soldiers in the United States (US) Army with the technical skills to be able to identify ordnance by classification, recognize all hazards and protective measures required, perform safe route clearance operations, and have limited blow in place (BIP) capability with unexploded ordnance (UXO). The skills acquired in the EEOCA course were ultimately intended to facilitate the freedom of maneuver for all US and allied forces.

The mission of West Virginia Medical Professionals Health Care Program (WVMPHP) is to provide confidential mental health and/or substance abuse treatment for the healthcare professionals across West Virginia. Collaboration is key to advance growth, which leverages the strengths of all the organizations working together to achieve common goals. WVMPHP should conduct a SWOT analysis to identify their organizational strengths, weaknesses, opportunities, and threats. A SWOT analysis, should be utilized in conjunction with a strategic planning process to enable WVMPH a detailed assessment of their current financial resources. Having established strong collaborative partners across West Virginia, receiving national attention, and positive outcomes enhances the credibility of WVMPHP.

Over the last few months, the Northern Ontario Party has been approached by desperate business owners looking for any kind of assistance with their outrageous hydro bills. One such business owner is Roslyn Taylor who operates Taylor’s sawmill on Manitoulin Island. Roslyn, recently posted on Facebook her hydro bill for the month of July. It was nearly $4000.00 and this was a month where her main saw was down and her company’s production was low. So, you would expect the company’s power bill to be reasonable. But here is what the Taylor’s hydro bill looked like

The DPS has an adverse selection problem and is significantly over capitalized and over-administered for its declining student population.

The subsequent sections will propose how smaller and better-combined joint forces maintain lethality, mobility, and survivability. In spite of some associated risks, force adjustment is an opportunity to form an aggregate joint force. Nevertheless, these contractions will not mirror equally among the services. The result will be a lean joint force that maintains the ability to defeat conventional and asymmetric threats in all domains. Discussed in this order, Air Force, Army, United States Marine Corps (USMC), and Navy general structure will revolve around the integration of skills and capabilities. Next, discussion of the four categories of risk involved in the transition to Joint Force 2020 include operational risk, force management

During my reach into the hiring issues at ABC Inc., it was found necessary to research and read more in today’s hiring process with the current job market. The following is an introduction of one specific company that recently requested a case study of a current internal hiring process that took place or did not take place. In this situation, a new campus recruiter was expecting to bring on 15 new hires to complete for orientation to work in the Operations department. When the operations supervisor contacted the new recruiter and checked on the status of the recruiting process, they were assured that all requirements would be in place.

In a fiscally constrained operating environment and a reduced footprint overseas, the Department of Defense is consistently looking for ways to mitigate challenges associated with rapid global projection. By having multiple means to deliver sustainment to the warfighter, the JMMLV will prevent a single point of failure. The JMMLVs design provides an additional option along with current capabilities that exist to sustain operations and rapidly employ combat power. As Australian Maj Gen Rick Burr, Deputy Commanding General, US Army Pacific highlighted in a 2013 Defense News article concerning logistics, “The potential for anything to happen at any time is very real particularly with natural disasters…being prepared to respond to any crisis that could happen at short notice is clearly the most pressing issue at the moment.” (McLeary 2013) The United States and its ability to respond to a crisis is crucial for success and supporting global responsibilities. The use of the JMMLV offers advantages that will benefit Combatant Commands, the Services, Defense and Federal Agencies, and our coalition partners that routinely provide mutual support to one another to sustain operations.

As Marine Corps General Joseph Dunford emphasized in his February 26, 2015 statement to the house subcommittee on defense, “The challenges of the future operating environment will demand that our Nation maintains a force-in-readiness that is capable of global response.” Given today's fiscally constrained environment, the United States Marine Corps (USMC) continues to experiment with new tactics, techniques, and procedures to enable mission efficiency and improve combat effectiveness. Recognizing the gap between traditional crisis response capacity and demand, geographic combatant commanders (GCC) require alternative and creative solutions to traditional employment challenges. The Expeditionary Force 21 concept is one way the Marine Corps is answering that challenge. Expeditionary Force 21 is the USMC’s vision and response to threats in the contemporary environment while observing the limitations of

HPPD is 4.8, which means I have lower patient care hour. Therefore, it is below budgeted HPPD of 5.4; I plan to reduce staff hours and adjust accordingly with the number of admissions and discharges.

Between the time initial MRAP tests were conducted and the initial approval in 2006, the military was transitioning away from the original Requirements Generation System (RGS) to the current JCIDS. Requirements from the field through each service branch drove the RGS process resulting in standalone solutions to specific threats often not considering non-material alternatives. “JCIDS provides systematic, integrated and interoperable material and non-material solutions to capability needs.” JCIDS determines requirements from the top and develops joint solutions with long term sustainment plans. The JROC is the final approving authority within JCIDS before passing the requirement to the acquisition process. During this transition the JROC membership remained unchanged but they did change from last to first approving authority in the major defense acquisition program process. This

The Mine Resistant Ambush Protective (MRAP) program featured remarkable speed of development and production at the time the United States shifted its counterinsurgency strategy in Iraq. The controversy over the MRAP program revolved around the three year delay from when the field initially identified its need until its production. This paper asserts that while MRAP development and production speed was impressive, the slow reaction to the enemy’s Improvised Explosive Device (IED) capability and the lack of doctrine and concept development led to delay. To support this position, this essay describes the strategic environment with its competing efforts, and it compares the MRAP acquisition to normal Major Defense Acquisition Programs (MDAP). Furthermore, it recommends rapid acquisition of other MDAPs of equivalent strategic importance and urgency, and it highlights the key roles of senior leaders, the Services and the CCMDs within the MRAP acquisition process.

Per our last conversation with HHS before the solution was put on hold, the technical concern raised by the agency about one-agency level solution was centered around

The MRAP program followed the normal defense acquisition process, but some aspects of the program cannot be duplicated easily. Conatser and Grizio outlined four requirements for a rapid acquisition process – mature technical solution, user’s acceptance of a short term solution, full support by the leadership, and full funding. The MRAP program met all these requirements. There were several MRAP type vehicles already in full production mode that just needed to be mass produced. Using multiple vendors allowed quick mass production of MRAPs. Although later shown to be insufficient to defeat all IED threats as the Insurgents increased the size of IEDs and used Explosive Formed Projectiles (EFP), the commanders in Iraq accepted MRAPs. There were several politicians pushing the U.S. military to procure MRAPs quickly as possible. In 2007, Secretary Gates “made MRAP the top DoD acquisition priority.” Lastly, the Congress allocated sufficient funding for the MRAP program. Secretary Carter cites the MRAP program as an example of “how much can be accomplished with the full backing of leaders in Congress and the

In the early stages of the war on terror the United States military flooded the Middle East with equipment that had not been updated since Desert Storm. Troop carriers and up armored Humvees were flown in to the Middle East along with being sent by naval vessels to accomplish the mission at hand. However, with the changing of times the opposing forces and tactics adapted to impact the US-led invasion. The outdated equipment of yesteryear was causing catastrophic casualty rates at levels never seen before. An innovative enemy was created, the improvised explosive device (IED). With this undeniable threat, a change needed to be employed immediately to increase the survival rate

DP was diagnosed with high cholesterol when he had experienced STEMI 5 years ago. He underwent stent placement to open up his arteries. Since than he is taking atorvastatin. Statins have shown to considerably decrease cardiovascular related morbidity and mortality. Long term statin therapy is recommended to prevent ischemic events in post-myocardial infraction. (2) However, DP get occasional muscle pain with atorvastatin that is abrupt and mild excepecilly after excessive physical activity. On average 5% of the patient does experience muscle pain. DP very much concerned if this occurs with continuous use and what should he do to minimize this adverse effect. Therefore, DP would benefit from reassessment of therapy.