The Emotions of 9/11 and the Mechanisms of Defense In the days and weeks that followed Sept. 11, we all worked through many emotions: anger, grief, hate, despair, denial and helplessness. As I attended meetings with the Army staff at the Department of Defense family assistance Center, I realized that the three letters M-W-R stand for much more than the programs we deliver in Army Morale, Welfare, and Recreation. Those letters embody what it means to be an American – which we have free time and the freedom to make choices about what we do with that free time. They also embody caring: caring about and supporting soldiers, children, families, retirees and our civilian neighbors. Those letters also remind us of our heritage. Morale-boosting programs have always been there for our armies, from the Revolutionary War to the Balkans.
We applied lessons learned to make our MWR programs stronger and better. We endured. We must be mindful that our first and foremost mission is service. Service is the cornerstone, the hallmark of MWR. Because of our resolve, we will overcome this situation and move on with the business of supporting those who defend our flag, our country and our freedom. God bless America. With these words, Brig.
Gen. Antonio M. Taguba, commander of the Alexandria, Va.-based U.S. Army Community and family support Center, rallied the 37,000-member Army Morale, Welfare, and Recreation workforce around the world as the impact of 9-11 events rippled through the ranks. Business was anything but usual for MWR in the hours and days after the terrorist attacks in New York and at the Pentagon. Army MWR includes not only recreation programs, but also family support programs. Next to expressing sorrow and offering prayers, every military leaders primary concern – from the four-star chief of staff in the Pentagon to the platoon sergeant in a unit – was for the safety and security of soldiers and families. That concern was reflected immediately in heightened states of alert called the force protection condition. The higher the level of force protection, the more restricted access to federal buildings and military installations and facilities becomes a condition that had an immediate impact on MWR that continues today. Here goes the Headquarters Top Priorities: Accountability and Assistance report.
The Term Paper on Operation Management Family Support
I had little knowledge of operations management prior to this course, I think I had perceived it as something exclusive to manufacturing and industry. I linked it purely to oily machine shops and large, noisy machines producing goods. I discover that the principles and techniques of operations management apply equally to the effective running of services and although not there yet it is my ...
At CFSC, the commands first order of business was to physically account for each of the nearly 3,000 civilians and soldiers working for or assigned to the agency: 500 in Alexandria and the rest scattered around the country and the world from Germany to Korea. Five employees, including the commanding general, were in the Pentagon when American Airline flight 77 crashed into the building. All were safe. Employees traveling to or from myriad destinations were contacted by cell phone. Two CFSC public affairs staff members were at Reagan National Airport on their way to Fort Carson, Colo., when they saw the plume of black smoke rise from behind the airport in the direction of the Pentagon. An Army Entertainment staff member coordinating the Far East tour of the U.S. Army Soldier Show was stranded in Saipan, the Northern Mariannas. Countless other CFSC travelers were forced to mark time when all aircraft were grounded. Everyone eventually arrived safely at their points of origin. A CFSC headquarters operations team consisting of the command group (the commanding general, his deputy, the chief operating officer, the sergeant major, and the chief of staff), the judge advocate and directors of financial management, information management, public affairs, policy and family programs assembled within hours and commenced daily meetings. Decisions had to be made regarding upcoming CFSC-sponsored MWR conferences and events: whether to hold them, cancel them, or postpone them.
The Essay on The Roman Army Organization Soldier Legionaries
The Success of the Roman Army Brendan Walsh Ms. Kraljevic NRE 3 A 1 25/05/00 The ancient world was a dangerous place. An upstart nation always ran the risk of destruction, either by barbarian nations or strongly armed neighbors. How is it that the small nation of Rome managed to survive and conquer for so long, in such a hostile environment Rome's success can be attributed to the skill of its ...
Among those were the Battle of Bands, a competition among soldier garage bands from around the Army, and the Stars of Tomorrow talent search. The U.S. Army Soldier Show, already embarked on its 2001 season tour, continued to march on, albeit to a more patriotic tune (see separate story).
Twenty miles away, in Leesburg, Va., more than 200 soldiers and MWR staff were attending the annual Better Opportunities for Single Soldiers conference. The conference continued (see separate story).
After putting increased security measures in place locally to ensure the safety and security of CFSC employees, the command’s next order of business was supporting the Department of Defense staff in standing up the Family Assistance Center in Arlington, Va., near the Pentagon crash site. The FAC was a centrally located, one-stop, joint operation where Army, Navy and DOD civilian families could meet, get accurate information about search and rescue proceedings, and avail themselves of a wide range of services from financial to legal to spiritual. The same services were made available to the families of the American Airlines victims. Each branch of service staffed a cell within the FAC, which operated 24/7 from Sept. 13- Oct.
11. It fell to Delores Johnson, CFSCs director of Family Programs, to organize and coordinate the Armys cell. For the Army Community Service staff, this is part of our mission, to establish a family assistance center, whether its for a deployment or a disaster, she said. We called for volunteers from within CFSC, and people were incredible, said Johnson. More than 70 employees stepped forward to work shifts at the FAC, some of them in addition to their normal day-time hours. I think its very.
