CRISIS MANAGEMENT PLAN
The Commandant of the Marine Corps (CMC) has just arrived via government ground transportation at Marine Corps Base Camp Hansen, Okinawa Japan. I have been assigned as the Non-Commissioned Officer in Charge of the CMC’s React Team (A platoon of thirty Marines) that is responsible for the security of the highest-ranking officer of the Marine Corps during his visit to Camp Hansen.
Upon the arrival of the CMC, he is driven to the Camp Hansen Base Theatre, and is casually engaged in conversation in front of the theatre with the Commanding Officer of Camp Hansen.
Exactly five minutes after the CMC’s arrival to the base his driver’s cell phone receives a call from a group identifying themselves as the Japanese Right of Sovereign Soil. The group is demanding that all United States Marines and other service members evacuate the base immediately or the CMC will be assassinated in one hour.
In the event of this fictional event occurring and as the NCOIC of the React Team, I would immediately notify CMC and the Base Commanding Officer and recommend that they move into the base theatre for better protection. The base theatre would have the best cover, due to the fact that it has concrete walls and no windows.
After the CMC and the Commanding Officer are placed safely inside, I would place the base on Thr...
COL Freeman beloved by his men, finally left the RCT at noon on 15FEB1951 with tears forming in his eyes. He was devoted to his Soldiers and his ability to assess the situation and ultimately secured a successful mission in Chipyong-Ni. He would issue orders with a “handshake, a grin, and provided words of encouragement before dangerous missions.” Chipyong-Ni was that type of mission. He didn’t like the situation, but issued the order as if he thought of the idea. He set the climate that extended down to the lowest Private in the RCT, to be proud and be victorious.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
In January 1965, Caputo, now an officer, is sent to Okinawa, Japan with men in the Third Marine Division. While waiting for the call to join the war, the young men start getting antsy and discouraged by the long delay of battle. Two months later, on March 7, 1965, Caputo’s company, along with many others, are assigned to a war location, D...
Colonel Delgado the artillery officer took one look at the site and shuddered. "Any youngster could have done better in choosing a site. What ground did the
The Marines’ survival struggles during their first century and a half were mere skirmishes compared with what was to commence following the Second World War. Even as America was still trying to see through the smoke of Pearl Harbor, there were problems which were seen that were far more serious. A carefully designed plan which, if implemented, would destroy the Marine Corps as a fighting force. The scene was set according to Krulak by three events. In early October 1942 Krulak was a member of a team of four Marine officers assigned to the Army’s 25th Infantry Division at Schofield Barracks, Hawaii to conduct instruction for the divisi...
As a Wall Street Journal Pentagon correspondent, Thomas E. Ricks is one of America’s elite military journalists. He has been nominated for a Pulitzer Prize and awarded a Society of Professional Journalists Award for his writings based on the Marines. Thomas E. Ricks lectures to military officers and was a member of Harvard University’s Senior Advisory Council on the project on U.S. Civil-Military Relations. As a Pentagon correspondent, he can access information where no other civilian can step foot—traveling with soldiers abroad, his eyes tell the tale of the life of a Marine.
According to Army Doctrine Publication (ADP) 6-0, mission command philosophy is, “the exercise of authority and direction by the commander using mission orders to enable discipline initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations.” Commanders execute mission command throughout all phases of the operations process. ADP 5-0 states that, “Commanders drive the operations process.” The six steps that allow Commanders to drive the operations process are: understand, visualize, describe, direct, lead, and assess. I will discuss four of these steps used by COL Freeman’s analyze his ability to properly execute mission command in this Battle.
The Emergency Operations Center (EOC) serves as an effective and efficient facility for coordinating emergency response efforts. An EOC may serve in a number of uses including operations, training, meetings but its primary use is for the coordination of emergency response. An EOC is the physical location where an organization comes together during an emergency. The Emergency Operations Center may alternately be called the command center, the situation room, war room, the crisis management center, or another similar term. Regardless of the term, this is where the coordination of information and resources takes place. The EOC is not an incident command post; rather, it is the operations center where coordination and management decisions are facilitated (Eastern Michigan University, 2010). A fully capable emergency operations facility is an essential element of a comprehensive emergency management system and a necessity to ensure continuity of operations at Clemson
Emergency management is a career about managing risk that are both technological and naturally occurring. Though these two terms are synonymous with each other in-terms of modern conceptualization of disasters; this has not always been the case. In the developmental history of emergency management these two sources of disaster; were often seen as two completely independent sources of danger, and as a result the emergency management community encountered steep and costly learning curve in managing the hazards associated with these sources risk.
The Administrator alerts the Mental Health Coordinator (CRC) when students/staff have been exposed to a crisis incident
This memorandum summarizes my Leadership Philosophy as the Emergency Management NCO for Region III, 76th Operational Response Command. This philosophy goes beyond the “Right Time, Right Uniform” directive that we apply to all of our Soldiers; it is about being fully involved, not just about being present.
Angela Griffin contacted Mobile Crisis Management (MCM) in regards to her son's recent uncontrollable behavior. She reported to MCM dispatcher her son is yelling, destroying stuff, breaking other children's belongings, and threatening to run away. Ms. Griffin's son name is William. He is a 11 year old white male. Dispatcher contacted MCM Qualified Professional (QP) to respond to crisis. Before arrival to residence, 164 Belle Ln. Siler City, NC 27344, QP contacted Cardinal Innovations (CI) to check for any current enhance services. At 4:22pm QP spoke with Lisa from CI who informed QP, William does not have any current enhance services. At 4:33pm QP spoke with Ms. Griffin and informed her of estimated arrival time, which was 5:29pm.
Accountability is a subject that ranges through every spectrum of life. From simply knowing your food supply by opening the refrigerator, to knowing the exact amount of ammunition a military convoy has at its disposal, down to each individual round. When we know what the situation is, and hold each person responsible for they're actions in the situation, that is the concept of accountability at its root. If we are not to hold each other responsible for each of our own actions and choices then we will never be able to correct problems and concerns, which will make us fail as a whole because the smallest individual action can account for the gravest of concequences. In this essay I'm going to show how important accountability is in the everyday life of a United States Marine. I will do this by presenting the textbook definition of accountability then dissecting it and defining it in my own words. I will then show you how the military practices accountability with everything it does; by applying a system that is similiar to that of checks and balances. I will tie into this the Incident that occurd in 29 Palms, CA on August 31, 1988, where the failure to have accountability of all the marines on Base ultimately resulted in the negligent death of one Marine, and the ruined careers of those who were in charge of him. Lastly I will go down to the basic level of the Marine Corps: the life of the individual Marine and how he can, and naturally does to a point, apply accountability to his every action, be it on or off duty.
I will be honest and transparent with my team and make fair choices in my daily routines by:
...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.