Program Planning and Evaluation Essay

The Far West people group is an ever-developing network that is introducing numerous open doors particularly for a differing populace. Since the manner in which society is overall it is significant that there are socially various networks not just for ones that need the introduction to decent variety however for the way of life that need a spot they can call and feels like home. Inside people group, for example, Far West there is an immense requirement for the teachers to have the option to give great training too instructive projects that keeps an eye on the differing needs of a various populace. Far West is a network endeavoring to give the ideal network and instructive environment for those that hope to call Far West home. A program that is concentrating on creating a fruitful program for an assorted populace would need to use some program arranging. This is particularly exact when a dominant part of the school populace is of an Asian plummet. Not exclusively will program arranging need to happen to think of approaches to accommodate the Asian populaces needs however for different societies also. Because of the developing populace of Asian individuals inside Far West there has additionally been a spike in the number of inhabitants in other social gatherings. Not exclusively will a requirement for instructive projects for the Asian culture be an absolute necessity yet in addition for others, for example, the Hispanic populace. Not exclusively will bilingual teachers be required yet additionally bilingual projects, course readings, and different materials to accommodate the multicultural school populace. The program is wanting to utilize the initial four years of evaluations kindergarten through fourth g rade as the change time frame to change these unilingual to bilingual American understudies. Another program that will be established is an assorted variety program. Making arrangements for this program is going to take some outside of the crate thinking and some commitment from the instructors and from the guardians of the students. Recruitment of workforce and staff will occur to help run this program. The chief is energetic about the program and plans to try to enlist all the bilingual staff and paraprofessionals to help make this program run effortlessly. Guardians will be expected to make this program a triumph too. The requirements for devoted, caring guardians are expected to shape a decent variety program advisory group to design and execute everything, (â€Å"Http://www.ehow.com†, n.d.). There have been discussions of making another class to help in this program just as an after school program. It will all rely upon the financing whether the class will be executed however the after school program is a go. Alongside the day by day afterschool program there will likewise be a month to month program festivity that will commend an alternate culture every month. Deciding the praised societies will be founded on the various societies that go to the school. During that month all understudies associated with the program will become familiar with the ways of life, conventions, history, and any regular information on the commended culture of that specific month. To get this going effectively it is critical to permit understudies to be included and have a state in the projects arranging and booked exercises. This is the methodology to keep the understudies drew in and give them a feeling of significance and obligation. Everything is set up for this program and applications for the awards have occurred and this will be what will decide whether there will be a class given during school hours just as the after school program. Another territory of need to ensure that the Far West grade school is offering worthy and effective types of assistance is the utilization of program assessments. A few projects do this kind of assessment yet it typically happens on a quarterly premise. Far West intends to use an every other month assessment so the fundamental measurements are recorded to ensure that the program is powerful. This helps the understudies as well as gainful for the educators and associates. With the understudies the assessments gives understanding on the learning level of the understudies and how well they are acquiring and learning the material instructed inside the program. All understudies learn on various levels and it is essential to decode what a child’s realizing level is so the program doesn't bomb the understudy. The assessments are additionally significant for the instructors and associates since it permits them to investigate the information gave to check whether modifications should b e made with the goal that lower level understudies can get additional help. Theâ evaluations can likewise give educators bits of knowledge on any zones of progress required on how they are showing the educational program to the understudies. Assessment is expected to help make a program effective and it likewise helps in the proceeding with development of a program. Far West intends to concentrate on their program arranging and assessment by following a check records. This check records centers around Curriculum, especially an assorted educational program. The following zone would be guidance. The guidance given to these understudies will be as various as the schools populace with the utilization of innovation, for example, PCs, recordings, music, and work of art. These techniques will be added to the run of the mill customary utilization of course readings and other media sources that can be acquired inside the school’s library. Assessment is another methodology on the agendas that was at that point addressed, and finally culture. A school’s culture establishes the pace for how much the student’s esteem assorted variety in others just as how sure they feel acting naturally, (â€Å"Http://www.ehow.com†, n.d.). Program arranging and program assessment go connected at the hip with this association and generally a larger part all things considered. Some portion of the arranging that has occurred is to give an assessment program on an every other month premise. Accomplishment for this program depends on the persistent wanting to make the program productive and the constant assessment to ensure that the program is powerful for understudies and the educational plan is compelling too. Both of these interrelate on the grounds that with this program, arranging and assessment is required for the general achievement of the program. Far West accepts that they have an educational plan, program, which is just needing some additional staff, some committed guardians, and some financing to cause everything to occur. In spite of the fact that everything introduced inside this composed report has been all positive and is by all accounts idiot proof there are consistently hindrances and potential impediments that must be confronted while actualizing a program of this nature. Specialized issues are something that could slow the procedure of such a program if the necessary assets are not accessible. Since this is such a differing program, that is required to have an enormous and various measure of members the requirement for innovation is required. Innovation isn't just required for assets yet for interchange showing systems, programs, record keeping, correspondence, understudy connecting, research, and a lot more regions. As a result of the size of the various populace that is normal at Far West, some portion of their financial plan isâ going to have the requirement for additional PCs and diverse bilingual projects to take into consideration increasingly plentiful guidance of the projects education al program. Another zone of concern with regards to beginning a program would be political viewpoints. Governmental issues is engaged with nearly all that one can consider. There is a huge possibility that there are a few guardians or different residents inside the Far West people group that may feel that the award cash required for all the instructive changes can be used in different regions. A few guardians that might be of another ethnic fair or part of a family that may not feel that it is significant for their youngsters to be socially differing could be against this program proposition. These families may imagine that it would be a misuse of cash or recourses. A few families may feel that more consideration ought to be given to classes of expressions of the human experience, for example, craftsmanship, and music. Or on the other hand they might be some that accept that financing might be required for increasingly extracurricular exercises, for example, sports or travel clubs. Different regions of concern could be office improvement or upkeep. Other policy centered issues could be on how a family takes a gander at political perspectives. Republican s might be against such a program since they may feel that the cash could be utilized in different zones, while democrats could be totally supportive of a program that is set up to help those included. Different zones could be the general childhood and social customs that families follow. Prejudice is as yet a tremendous issue inside society and there could be families that vibe that it isn't in their children’s wellbeing to learn social decent variety and may likewise feel like it is against their privileges for such a program to be educated at the school their youngsters joins in. That is the reason the program is discretionary and not a necessity. The in school class would be where understudies that are intrigued or their folks are intrigued can enlist them into the class. The after school program will be discretionary too. Albeit Far West is contributing a great deal of time and work into this program they won't permit this program detract from some other territory inside the school. This is to keep from anybody to feel that they are being oppressed. Far West isn't removing any points of interest from different understudies they are simply getting familiarize to the regularly developing school populace for quite a long time to come. This program is significant. Kids are the fate of this nation and if youngsters are to be effective they are going to require the right learning air, and assets to have the option to do as such. The Far West populace isâ becoming increasingly more various continuously and this is the situation for the Far West grade school. Far West has built up a program that will advance learning in a territory that is another lifestyle with social decent variety. This is attitude of things to come and by a long shot West El

A design of the promotional gift Essay Example for Free

A structure of the limited time blessing Essay Hello, women and men of honor. I’m Jackie Lee, fashioner of an organization. Much obliged to you for allowing me a chance to take part in this opposition to present my limited time blessing structure. The objective of my introduction is to present my limited time blessing structure, silicone watch, which is for my organization. Right off the bat, I will present my organization foundation and the explanation of why I have a capability to take part of this opposition. Next, I might want to discuss why my plan can have the market esteem. At that point, I might want to portray the element and advantages of my structure, and clarify how do my plan can advance my organization business. At long last, I will have an inquiry and answer. I might want in any case some foundation data. My organization is a huge enterprise which is with numerous organizations and the matter of my organization are mostly build up some inventive and innovation items. As last time I have planned another silicone watch to be my company’s limited time blessing. After this, we have gotten numerous positive remark from our customers. As the outcome, my organization request that I join this opposition to improve our organization prevalence. See more: Unemployment issues and arrangements exposition As all of you know, instant blessing in the market are not fulfill the dynamic structure of pattern. In this manner, my organization structure extraordinary organization endowments which best to suit our clients’ ordinary needs and way of life. The result of this sort of silicone watch is famous these days. Many watch organization and electronic organization are both produce and selling the silicone watch and the majority of the client are very enthusiasm of this item in light of the dependable quality and it is common sense. Accordingly I plan a one of a kind silicone watch for our organization customers. Also, this is the structure of my silicone watch. On my plan, I have picked diverse shading extent to suit to my item that can let our customer to pick their shading which likewise speak to our organization is giving many decides to our customers. In addition, I likewise include a waterproof capacity into the item which can make it enduring and to introduce the high expert nature of my organization. What's more, the last extraordinary advantage of the plan is there are a capacity can interface with your octopus which likewise demonstrating our organization innovation and make the client increasingly helpful. After we sent the blessing to our customer, we got numerous positive remark of our customer lastly advance the matter of our organization viably.

Settlement of Oil and Gas Disputes Domestic and International Perspectives free essay sample

They are utilized for various items, notwithstanding filling in as the universes essential fuel source. The procedures and frameworks associated with delivering and dispersing oil and gas are profoundly mind boggling, capital-escalated and require best in class innovation. In spite of the fact that endeavors are being made to create elective wellsprings of vitality the world over, Oil and Gas will no uncertainty remain the biggest fuel in the worldwide vitality advertise for quite a while and interest for the assets will consistently make exchanges and the orderly questions. We as a whole realize that enormous business implies huge issues! The focal point of this paper is to feature the sorts of questions which emerge in the Oil and Gas industry, the kind of Dispute Settlement/Resolution components accessible for settling such debates, issues of locale opposite private worldwide law, thought of the empowering instruments and laws and a training manual for beginning/protecting oil and gas related suits lastly a thought of the Petroleum Industry Bill. We will compose a custom exposition test on Settlement of Oil and Gas Disputes: Domestic and International Perspectives or then again any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page 1. Kinds OF DISPUTES IN THE OIL AND GAS INDUSTRY. Debates in the oil and gas area the world over can traverse a scope of topic, including differing parties. A portion of these regions of debates are sketched out as follows: | * International and Local Maritime Boundary Disputes: With the expanded interest for oil and gas and the vulnerability concealing oil costs as of late, there has been a stamped increment in questions among Countries and furthermore between states inside Countries including issues of regional rights and asset proprietorship. A case of a nearby oceanic limit debate is that in Attorney-General Rivers State v. Lawyer General, Akwa Ibom State amp; Anor (2011) LPELR-SC. 27/2010, (2011) 8 NWLR (1248) 31. The case included a debate between the administrations of Rivers State and Akwa Ibom State individually over the distribution of 172 seaward oil wells inside the ocean limit shared by the two states. The gatherings had before as per a Political Solution, in a gathering went to by the two states and the Federal Government, arrived at an understanding which was put down into composing and dated 31st October, 2006, that the two states would share the income collecting from the 172 oil wells at an even extent of half every I. e. 86 oil wells to each gathering. Be that as it may, in 2008 the Nigeria Boundaries Commission (NBC) and Revenue Mobilization Allocation and Fiscal Commission (RMAFC) in the interest of the Federal Government, singularly designated all the oil wells to Akwa Ibom in accordance with a Historical Solution which had been a type of arrangement proposed in a prior activity in Court (AG Federation V. AG Abia (2002) 6 NWLR (Pt 764) 542) yet which was anyway not conceded as a type of goals by the Supreme Court. It was based on the activity taken by NBC and RMAFC that Rivers State brought an activity under the steady gaze of the Supreme Court. The premise of the choice of the Supreme Court which was agreeable to Rivers State was the guideline of estoppel and different standards of law of Contract which were vigorously depended upon ahead of the pack judgment. | * Disputes emerging from State acts:| | The Government I. e. National Government awards concessions or licenses to nearby and outside financial specialists to direct oil and gas investigation and creation. Notwithstanding, with the ongoing flood in oil costs, questions have emerged as government presents estimates, for example, seizure and nationalization, so as to increase some godsend from spikes in the market. Debates likewise emerge from usage of government’s rights or approaches under licenses allowed to oil organizations or agreements marked with organizations. A case of the last type of contest is the situation of Nigerian National Petroleum Corporation V. Famfa Oil Limited amp; Anor (2009) LPELR-SC. 178/2008; (2009) 12 NWLR (Pt. 1156) 462 where the Federal Government of Nigeria practiced its entitlement to â€Å"back in† and re-procure taking an interest enthusiasm for an Oil Mining Lease allowed to an indigenous Oil and Gas Company. See additionally The Federal Government of Nigeria amp; Ors V. Zebra Energy Limited (2002) LPELR-SC. 268/2001; (2002) 18 NWLR (Pt. 798) 162. | * Disputes emerging from understandings: Disputes regularly crop up among providers and merchants in the downstream market when gatherings are in difference over the amount and the cost at which items are to be provided. A striking model in the global scene remember the contest among Russia and Ukraine for the issue of gas flexibly between these 2 nations. A nearby model is the situation of Nigerian National Petroleum Corporation V. Klifco Nigeria Limited (2011) LPELR-SC. 33/2003; (2011)10 NWLR (Pt. 1255) 209, which included a gas gracefully contract between the NNPC and an indigenous Nigerian organization. * Disputes emerging from Constitutional/Statutory interpretation:| Disputes likewise emerge adhering to Governments’ endeavor to execute laws, guidelines and strategies in the area. A. G Federation V. A. G Abia (No 2) 2002 6 NWLR (Pt. 764) 542; Attorney-General Rivers State V. Lawyer General, Ak wa Ibom State amp; Anor (supra); NNPC v. Famfa (supra). * Disputes emerging from harms cause by oil investigation exercises/remuneration issues: Rates of oil spillage and contamination are regular with oil investigation exercises everywhere throughout the world. These types of debate emerge significantly between nearby host networks/states and additionally people and National/Multinational oil and gas organizations where investigation exercises occur or where oil and gas pipelines go through. Different neighborhood models incorporate the instances of The Shell Petroleum Development Company Of Nigeria Limited V. Abel Isaiah amp; Ors (2001) LPELR-SC. 75/1997; (2001) 9 NWLR (Pt. 723) 173; SPDC v. Maxon (2001) 9 NWLR (Pt. 719) 541. 2. Gatherings As can be seen from the cases before refered to, as a rule these debates are between:- a. States-A. G Federation v. A. G Abia (No 2) (supra)Attorney-General Rivers State v. Lawyer General, Akwa Ibom State amp; Anor (supra). b. Government and Investors-NNPC v. Famfa (supra), IPCO v. NNPC (FHC/L/CS/1060/2004) c. Host people group and Investors-Nigerian AGIP Oil Ltd v. Kemmer (2001) 8 NWLR (Pt. 716) 511. d. Business and Employees-Idoniboye Obu v. NNPC (2003) 2 NWLR (Pt. 05) 589; Chukwumah v. Shell (1993) 4 NWLR (Pt. 289) 513. 3. Sorts OF DISPUTE SETTLEMENT MECHANISMS There are a couple of notable characterizations or kinds of settlements systems utilized in the settlement of oil and gas debates. In any case, these orders are a greater amount of expressive references instead of characterizing what type of settlement of debate is conceivable or accessible, gatherings can make their own contest goals components dependent on their insight and innovativeness infact in America today, they presently talk of â€Å"expert determination†. Having expressed the abovementioned, Litigation and Arbitration are presumably the most notable or the conventional settlement components utilized in settlement of oil and gas questions anyway others incorporate ADR instruments like Negotiation, Conciliation, Mediation and Mini-preliminary. Anyway the kind of debate settlement instrument embraced for each situation would rely to a great extent upon the idea of the question or even the gatherings in question. A. Prosecution Litigation can maybe be called one of the two (2) conventional and, should I say, significant techniques for contest goals in the oil and gas industry. Gatherings frequently resort to suit where the agreement doesn't accommodate a particular method of debate goals. In different cases, case speaks to the most practical and doable choice accessible to the disputants. Anyway it very well may be costly, tedious, specialized, unduly awkward. In any case, suit in Court is here and there the main reasonable choice open to parties. For instance: a. Ward debates b. Injunctive cases c. Where there is no protection to the case I. e synopsis judgment. d. Where the arbitral procedure is being tested: IPCO v. NNPC (supra) B. Discretion This is the other customary and significant strategy for contest goals. Infact when debates emerge in regard of agreements with remote financial specialists/parties; there is currently an expanding propensity to allude such questions to goals through International Commercial Arbitration and especially to International Arbitration habitats everywhere throughout the world. Assertion is a coupling question goals strategy including both the gatherings and their legal advisors assuming a functioning job. For the most part, the intervention strategy is chosen at the time the agreement or relationship is made and is practiced before the debate, by a discretion provision remembered for the agreement, or by a different understanding between the gatherings likewise preceding the presence of a question. The gatherings normally assume a significant job in choosing their mediator who goes about as the nonpartisan leader. This procedure permits gatherings to choose people who have the imperative information and experience on the topic of the debate. Since discretion is party-driven, the gatherings likewise have the adaptability to characterize the techniques that will be followed, for example, disclosure of reports, entries and the introduction of proof, e. t. c. Assertion, when contrasted with suit, is normally commonly quicker, more affordable, classified, and empowers the chief to concentrate on the subtleties of the question while considering the traditions and practices of the business. Intervention stays increasingly appealing decision in oil and gas contracts particularly in understandings including remote organizations as gatherings are typically careful about submitting to the purview of the other party. C. Exchange Lawyers routinely haggle a few or all parts of their customers debates. At the point when a contest emerge

Critical-thinking Skills to Identify - Free Essay Example

Apply critical-thinking skills to identify, explain, and defend the selection of the critical leadership problem.   Use relevant facts and assumptions from the 4th ABCT case study below to support your argument.   (30 Points) Applying concepts and processes from case study below, describe how you will solve the problem, implement your vision, and measure effectiveness in achieving your vision.   (50 Points) The introduction clearly states the thesis and introduces major points. Major points are fully developed using clear reasoning. The conclusion reinforces the thesis and major points. Style is concise, primarily in active voice, and generally free of errors in grammar, punctuation, and spelling. You are LTC (P) Pete Owens, a promotable lieutenant colonel who commanded a battalion in the 4th Armored Brigade Combat Team (ABCT). One month ago, you returned to the post where the 4th ABCT is stationed to assume command of the brigade after attending the Army War College. The current brigade commander, Col Michael Lanks, is retiring early due to medical reasons. Your change of command is in 30 days. While you are excited about getting reacquainted and acclimated with your old unit, you know a lot has happened, including a deployment. In the last 30 days, you have had an opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade.  Ã‚   The 4th ABCT returned from Afghanistan 55 days ago. The most significant event in the next 12 months is the brigade rotation at the National Training Center (NTC), just prior to assuming the transition/mission/committed period in the new Sustainable Readiness Module (SRM) with a Regionally Alig ned Force (RAF) mission. The RAF mission in support of U.S. Army Africa requires two maneuver battalions to deploy consecutively for nine months during the mission phase. Simultaneously, the RAF mission requires the remainder of the 4th to support over 90 theater security cooperation engagements on the African continent ranging in size from two-person teams to company plus. While U.S. Army Africa may cancel some of the existing 90 engagements, they expect the number of engagements to increase, many with limited time for preparation.   During the recent deployment the 4th’s parent division headquarters and the other divisional BCTs did not deploy with the brigade. Instead, the 4th ABCT worked for two other divisions during their deployment and with a number of other BCTs. Further, due to operational needs and capability shortfalls in another brigade, the 4th detached one of its combined arms battalions for nine months. This battalion, â€Å"The War Hawks† gained a rep utation for being superstars and they are very proud of the other division patch they wear on their right shoulder. The brigade has been back at home station for almost two months; reintegration training and block leave are complete. As you continue your assessment, you realize that few, if any, of the ABCT staff remains from your last assignment with the unit. Further, many of the current ABCT staff will PCS in the next few months. The change of command for three of the battalions is in the next 60 days. Your initial perception of COL Lanks, the brigade commander, and CSM Ivor, the brigade command sergeant major, were positive. COL Lanks has been very gracious, allowing you to observe key events and have access to key leaders in the brigade to facilitate your transition. You know you will not have the luxury of having a deputy commander, based on the recent TOE changes, however, your discussions with LTC (P) Tagoli, the outgoing deputy brigade commander, seemed inconsistent with wh at you discussed with the brigade commander and command sergeant major. You remember just three short years ago the 4th ABCT was considered among the best maneuver brigades in FORSCOM. By all measurements, the brigade excelled. Morale across the brigade was high, as it seemed the brigade attracted the best of the officer and non-commissioned officer corps. The brigade had focus. Leaders and Soldiers were dedicated to the mission and a supportive family atmosphere existed among the battalions. There was a strong work ethic. Problems existed but there was a prevailing attitude that most problems could be resolved. More often than not, leaders solved problems at lower levels, they rarely reached the brigade command level. Competition within the brigade existed but it was positively oriented toward the success of the brigade. Frequent coordination occurred among peers to share information, resources, and lessons learned. Often the brigade and battalion officers met informally for happy-hour type social events. Although these were definitely social occasions, the leaders could not help but discuss ways to improve their brigade. Leaders shared information freely with little regard for ownership or competitiveness. Often the battalion and brigade commanders were active participants. Their peers in the division often ridiculed brigade officers as â€Å"whackos† who always wanted to discuss work issues. A similar environment existed among the battalion and brigade non-commissioned officers. Now it appears the environment is different and the battalions are competing not to improve the brigade, but to set themselves apart from the brigade. Camaraderie amongst the outgoing battalion commanders and command sergeants major appears to be only skin-deep.  Ã‚   Prior to your departure to attend the Army War College, the 4th ABCT received notification of a twelve-month deployment to Afghanistan. As a battalion commander, you took pride as you observed all leaders pitching in to â€Å"make it happen.† Soon after the notification and your departure, the brigade experienced a change of command. The new brigade leadership team assumed responsibility for the pre-deployment train-up period. Your remaining brigade contacts indicated that the transition and train-up seemed to go as well as could be expected. The 4th completed its mission readiness exercise (MRE) at the NTC and deployed for war. While the majority of the brigade took block leave over the last month, you had the opportunity to review a number of historical documents, observe routine meetings, speak with members of the brigade, and walk around the brigade’s footprint.   Your review of the brigade’s historical unit status reports indicates the 4th ABCT completed all necessary training and received its required equipment prior to departure. The ABCT deployed at 92 percent strength, although the assigned strength was 105 percent. The commander’s comments specifically highlighted that brigade leaders and Soldiers were well- trained and qualified. The majority of the non-deployable Soldiers remained at home station for medical reasons that surfaced within 60 to 90 days prior to the departure date. During the deployment, the brigade redeployed more than 100 Soldiers for non-combat-related medical problems. While the installation’s medical providers addressed many of the non-deployable S oldiers’ medical concerns, a significant number of non-deployable Soldiers remain on unit roles. Additionally, since returning, the number of medical non-deployable Soldiers has slightly increased above pre-deployment numbers. The brigade’s historical records from Afghanistan indicate the unit was fairly successful in accomplishing all missions. Two of the battalions performed Security Force Advisor Team (SFAT) missions. Personnel from the battalions not involved with SFAT requirements were cross-leveled in the remaining battalions of the 4th. The documents suggest violence in the 4th’s area of operations did not significantly increase, nor did it decrease; and casualties in Afghanistan were considered light. Security of the populace and US forces was a major priority that was accomplished very well, but the records indicate the ABCT’s ability to support the host nation was mixed; the SFATs had marginal success influencing Afghan Army units and police forces. It appeared the ABCT staff was able to manage day-to-day operations effectively, but struggled with their ability to capitalize on opportunities and to anticipate potential threats. Even though the casualties were few in number there was one critical incident that influenced the ABCT dramatically. Approximately three months into the brigade’s twelve-month deployment, a suicide vehicle-borne improvised explosive device detonated on a patrol in one of the maneuver battalion’s area of operations. The attack killed the brigade commander, COL Timmons, the brigade command sergeant major, and one of the battalion commanders, as well as wounded several other Soldiers and Afghan Security Forces. In the immediate aftermath of the attack, LTC (P) Tagoli assumed command of the brigade until the arrival of COL Lanks and CSM Ivor. The division headquarters assigned LTC Rouchard, a battalion command-selectee already with the brigade, to assume battalion command. Another document you reviewed is a Center for Army Lessons Learned (CALL) report compiled from observations of the 4th in Afghanistan. From all accounts, the ABCT and its leaders performed as well as possible in Afghanistan, given the circumstances. However, the official record indicates significant challenges requiring attention. The extensive study identified several specific issues that may have an impact on the organization’s future effectiveness. You highlighted the following sections of the report. Multiple and often incompatible communications systems hampered command and control throughout the brigade. At battalion and below levels, the varying battlefield, electronic, and environmental conditions required leaders to carry multiple radios to communicate effectively. Further, the dispersed nature of multiple combat outposts and forward operating bases (FOBs) created significant digital network challenges for the brigade’s network technicians. The digital network frequently crashed, making communication loss between the brigade and subordinate battalion headquarters a normal, if not daily, occurrence. While tactical satellite and high frequency radios provided some redundancy, the limited number of systems and frequencies available to the brigade in some cases created operational and personal friction. Personnel authorizations on the battalion staffs were not sufficient to allow 24hour operations over a sustained period. Often, battle captains were taken â€Å"out of hide† to conduct the mission, resulting in unqualified and untrained personnel attempting to perform battalion tactical operations center functions, especially during the evening hours. This contributed to increased friction between the brigade and battalion staffs. During the brigade’s deployment, the brigade commander tasked the deputy brigade commander to supervise the SFATs operating within the brigade’s area of operations, synchronize the operations of the brigade support battalion at a different forward operating base, be the â€Å"voice† of the ABCT to the media, act as liaison officer to coalition forces, and act as a chief of staff. These varied missions for the deputy created confusion within the brigade, and this confusion created the perception of a weakened ABCT command structure. COL Lanks contributed to this confusion when he left many of the responsibilities for daily operations with the deputy brigade commander. The modular BCT structure continued to create training challenges, especially within the combined arms battalions. Whereas previously the maneuver battalion commanders and staffs were able to focus on traditional infantry and armor skills (e.g., Bradley and tank gunnery, individual infantry and armor Soldier skills, infantry and armor platoon skills), the same commanders and staffs were required to attain and maintain proficiency at planning and executing individual and collective skills in areas outside their areas of expertise. Moreover, the report identified that this diversification diminished subject-matter expertise, once resident within the maneuver battalions. The Army’s decision to align two battalions with the SFAT mission just prior to the MRE required the leaders to rethink combat organization. The ABCT never quite compensated for this additional mission even after COL Lanks, who had SFAT experience, arrived to take command. Many key leaders and Soldiers in the ABCT, as well as the division staff, were aware of the strain between the SFAT mission and the combat role of the ABCT. The Afghanistan environment placed severe demands upon available resources. Specifically, the need to protect the population and expand operations in previously unsecured areas increased the need for infantry squads. As a result, armor, engineer, artillery, and other Soldiers filled the void, performing typical infantry tasks and not their own military occupational specialty core competencies. Soldiers from the forward support companies also augmented maneuver platoons as vehicle drivers and as alternate quick reaction forces within the maneuver battalions. The 4th ABCT trained for the wrong mission-essential tasks during its training â€Å"ramp-up† for deployment to Afghanistan. The brigade trained predominantly on combined arms maneuver tasks with little emphasis on wide area security scenarios. Upon arrival in theater, operational necessity required use of seven versions of mine-resistant armor protected variant vehicles. The brigade was able to train on only one version at home station. The brigade had few assets available at Bagram Airbase to execute drivers training during reception, staging, onward movement, and integration, requiring the creation of a driver’s training program to train drivers during the first two months in combat. The high OPTEMPO forced the filling of a large number of â€Å"patrol sets† to support the mission. This adversely influenced the maneuver units, the brigade’s special troops battalion (STB) and the brigade support battalion (BSB). A lack of critical mission table of organi zation and equipment (MTOE) authorizations especially affected the brigade STB’s ability to support both brigade and battalion operations. The dispersed nature of the battalions required the BSB to spend increased time on the roads resupplying outlying locations. Lastly, during pre-deployment train-up, the artillery battalion focused on fire support tasks and not small unit operations.  Ã‚   The stability operations mission created unique issues for the 4th ABCT. Although the size of the ABCT staff had a positive effect on shaping operations within their area of operations, the additional tasks associated with resourcing and supporting the SFATs from members of the staff created a â€Å"dual-hatted† staff, reducing the staff’s effectiveness.   The CALL report also indicated a potential problem existed within the culture of the organization. The desire to be seen as an elite, highly professional unit led to the development of behaviors that were generally goo d-natured and helped instill an esprit de corps within the unit. However, the CALL reports contain information that implies some non-commissioned and junior officers allowed these events to devolve to an extreme degree during the deployment. The report suggests that the events have progressed from esprit building to â€Å"sanctioned hazing† according to one junior non-commissioned officer.   You also reviewed a 360-degree commander and staff assessment of the 4th ABCT from the Center for Army Leadership’s Leadership Assessment and Feedback Program. A summary of trends from the assessment indicates that the staff had the trust and confidence of the subordinate units. It also revealed the non-commissioned officers display confidence in their abilities and have a good tactical and technical knowledge. On the other hand, the assessment revealed that commanders shared a lack of willingness to include subordinates in decision-making and they fell short of expectations on developing subordinates, coaching, and counseling. There is a perception by many officers of a seeming lack of concern for leader development by the brigade commander. The report indicates battalion commanders do not routinely counsel company commanders on their performance and the captains receive little to no developmental guidance from either their rater or senior rater. One company commander commented, â€Å"I have always been a top performer, I just do my best and hope it is good enough, if no one is yelling at me, I’m golden.† Recently the ABCT HQ completed a command climate survey. There are some inconsistencies in the survey report. Many of the Soldiers within the HQ seem to like being a member of the ABCT but report stress because of the unknown requirements of the RAF mission and the effect they anticipate on their families. There is clearly some disappointment amongst the leaders in the ABCT. One entry read, â€Å"COL Lanks tells us in formations to take care of our families but he never gives us time to do the things we need to do for them. My wife is really fed up with this unit.† Another comment reads, â€Å"Major Wilson (brigade S4) is always talking to the female Soldiers. I can tell he makes them uncomfortable by the amount of attention he pays them. He even goes out of his way to get certain females into his office. I think it is affecting the performance of the section, but what can I do, I am only a specialist.† You can find no indication that the ABCT leadership took any action on the issues within the survey. The last historical document you reviewed was the brigade’s reset plan and timeline. A careful study of the document reveals the brigade returned 55 days ago and is in the prepare phase of SRM. According to the DA G3/5/7 SRM EXORD for the brigade’s redeployment, the brigade has another 35 days in the prepare phase before transitioning to the ready phase. Of immediate concern is the pending arrival of the unit’s containers and redeploying equipment from Afghanistan. The ship arrived at the port 10 days ago and immediately began downloading equipment to rail back to home station. The brigade commander expects the equipment to start arriving and be complete over the next two weeks. Of critical importance is the turn-in of ancillary equipment (NBC, NVGs, and radios) to the special repair teams beginning in 10 days. The special repair teams will keep the brigade’s equipment for the next four to six weeks to complete technical inspections and repair. Earlier in the week you had an opportunity to discuss last week’s synchronization conference with COL Lanks.   The conference included representatives from FORSCOM, Department of the Army G1, G3/5/7, G4, G8, Army Material Command (AMC), and the division staff primaries. You learned that the program executive office (PEO) Ground Combat Systems representative reported that because the brigade turned in all of its combat platforms (tanks, Bradleys, M113s, Paladins, and tactical operations center (TOC) equipment) prior to deployment, you will not receive your new issue for at least another 14 days. Further, PEO, Command, Control Communication, Tactical (CCCT), mentioned the brigade will receive all new TOC equipment but he did not think the equipment would be ready until another 30 days. The CCCT representative also provided less than optimistic information regarding the brigade’s satellite communication packages. Since the brigade chose to forego much-needed system upgra des prior to deployment, the majority of the components on the existing satellite terminals are out-of-date and no longer under warranty. Additionally, the Army is fielding new communication trailer systems over the next three-quarters of the fiscal year with the brigade’s equipment not scheduled for delivery until just before entering the transition phase in 125 days. Lastly, the AMC representative said the ancillary equipment (wheeled vehicles, trailers, water buffalos, MHE, etc.) the brigade turned into AMC prior to the deployment as left behind equipment will be ready for reissue over a 7-week period beginning in 25 days. The information provided at the conference was grim. The division chief of staff, who attended the final out brief, pledged to COL Lanks that he would remain on top of the division G4 and G8 to ensure program managers and AMC upheld their end of the agreement and returned equipment to the brigade as soon as possible.   The personnel outlook is mixed. The brigade is losing people as they move to new assignments or leave the Army. Most significantly, the change of command ceremonies for three of the brigade’s battalions will occur in the next 60 days. On a positive note, about half of the field grade officers in the battalions will remain in the brigade because they deployed late after completing the Command and General Staff Officer Course or their division staff time. The battalion XOs all appear competent and have a good understanding of their battalions’ strengths and weaknesses and brigade-level systems. There is also a significant turnover expected in the officers in the brigade headquarters. The brigade did receive some replacement personnel during the deployment, and can expect Human Resource Command to fill the brigade at 80 percent available strength overall and 75 percent senior grade before assumption of the RAF mission. CPT Pat Donelson is the brigade S-1. He just recently moved up to the brigade S-1 section from â€Å"The War Hawks.† He is a recognized self-starter and well respected in the brigade. Yesterday, he was discussing an inbound personnel printout with you and he had some specific concerns. One of the inbound lieutenants is a recent graduate of Ranger School; he wanted to know where we are going to put her since she arrives after your assumption of command. She is a logistics officer. He also mentioned, â€Å"We don’t need this kind of attention or problem, and this is going to be a big one. We have to put her somewhere she can’t mess up.† He also gave you a heads up about a rash of officer actions from some of the battalions. He said he just dropped off seven packets in Col Lank’s inbox of officers requesting release from active duty. He acknowledged it was not your problem yet but he wanted you to know. He also mentioned, based on discussions with the battalion adjutants at the last adjutant’s call, there would be more coming from the battalions. The brigade S2 is Major Pete Stanford. Major Stanford appears to be very confident and competent, but he seems overly conscientious about his recommendations since returning from Afghanistan. He has some good systems in place and has developed a good team. He works very hard to be on top of everything. LTC (P) Tagoli mentioned to you during one of your previous conversations â€Å"Stanford is over compensating. He feels responsible for the deaths of the brigade commander, CSM, and the battalion commander. He briefed the threat along the route at one of brigade updates. He just needs to get over it and move on.† In the last command and staff, Stanford voiced his concerns about the increasing trends of serious incidence reports and blotter incidents. He said, â€Å"I’ve checked with the other brigades and are our numbers are increasing and the other brigades are not.† Major Jeff Wilson is the brigade S4. The S4 section performed poorly during the last deployment. While Major Wilson appears to be a good officer who knows the technical aspects of supply and maintenance management, but appears to suffer from a lack of understanding of how to run his staff. Many of the brigade leaders view his section as lacking commitment to the ideas and direction of the brigade commander. The battalion commanders note that the S4 section can meet critical supply efforts to support operations, but struggles with the myriad of garrison procedures and associated requirements. The S4 section has conflict with the division G4 that has led to an adversarial relationship. The Soldiers in the section seem unmotivated and have a general lack of discipline across the group. Major Sean Springsteen, the brigade’s S6, appeared to be the least likely officer to complain about workload. However, last week after a particularly stressful staff meeting, you heard him discussing something with the XO. He commented, â€Å"Sir, I know you are busy, but I have to talk to someone. I am not sure how much more of this I can take. Nothing we do on this staff seems to be good enough and staffing actions never seem to get the time they deserve. We are not allowed to make routine decisions at our level, and it seems we jump from one crisis to another with no apparent direction. I thought when we returned from Afghanistan the pace would improve a bit, at least for a short while, and allow me to once again get acquainted with my family. It has been far from that! I even had my leave shortened to support the division command post exercise. A division CPX for crying out loud! We just returned from combat! We were told the division’s new staff needed to resolve some internal staffing procedures, so they scheduled an out-of-cycle training exercise. Given this division’s 24/7 mentality and helter-skelter attitude, I would almost rather be back in Afghanistan. At least there everyone knows they have to work 24/7 and no one really expects to know what will happen next. Plus, you don’t have the family wondering why daddy isn’t home. Even my wife, who basically ran the brigade’s family readiness group when we were deployed and is a very dedicated Army wife, is about to throw in the towel.† The ABCT Chaplain, (Major) Mike Cobb, came in this morning. He was on the brigade commander’s calendar and was bumped again, because â€Å"something important came up.† This is the fifth time. â€Å"I have had real trouble getting in to see him since we returned.† His frustration and concerns were apparent. He went on to say, â€Å"You think we have problems, you don’t know the half of it, the things I am hearing and seeing should be his priority.† Last week you witnessed an exchange at an ABCT command team meeting. The commander and sergeant major of one of the brigade’s combined arms battalions provided COL Lanks and CSM Ivor a detailed review of the effect of the installation’s â€Å"red cycle† on their unit training plans, receipt of equipment, execution of the reset of personnel and equipment, reestablish garrison systems, and leader and incoming Soldier training to address shortfalls identified in Afghanistan. The battalion commander stated, â€Å"We’re caught between a rock and a hard place because we tell Soldiers to reconnect with their families after being away for nine months, and then pile so many competing requirements on the plate they have to work until 1900 hours each night to meet suspenses. When you add on red-cycle taskings, the problem increases because you have fewer Soldiers to do the same amount of work. When I have to defer equipment turn-in for two weeks or keep Soldiers lat e telling them it is more important to guard motor pools and ranges than recover our equipment from war, we all lose credibility. Soldiers know the difference between activity to keep them alive, and make-work.† The battalion command sergeant major added, â€Å"This is worse than I’ve ever seen it. It seems we cannot catch a break on the ever-increasing extra duties and work details. When I mentioned this to the division command sergeant major at his last senior non-commissioned officer call, he dismissed me by saying, ‘we have had red cycles throughout my 26 years in the Army. They will always be here, so live with it. Quit complaining! You guys have been nothing but whiners since you returned from Afghanistan! The response of COL Lanks to both of his subordinate leaders was telling. â€Å"Look you are the commander, figure it out! Nothing is coming off the plate. Do not expect me or my sergeant major to plead your case with the division. This is life! Just get it done!† Your experiences with the officers in the brigade S3 section were positive. All appeared professional, cooperative, and well-motivated by LTC Robert Galvez. However, recent comments to you by two battalion S3s indicated a dictatorial side to the brigade S3. They mentioned Galvez’s unwillingness to consider new ways of approaching the diverse training needs brought by the reconfiguration. Moreover, Galvez indicated if they took their concerns to their battalion commanders (one of whom was fairly new) they would regret it. When you mentioned this to LTC (P) Tagoli, he responded, â€Å"Hell, that’s just Galvez flexing his muscle. His system works and there is no better brigade S3 in the division, and everyone knows it. Those battalion officers need to quit sniveling and get to work.† In a private conversation last week, command sergeant major Ivor mentioned, â€Å"I’m worried about my senior non-commissioned officers. They appear competent but I do not see any results from their work. They are sick and tired of the constant barrage of taskers and they don’t believe anything they do is making a difference. There is no priority, yesterday it was that, todays it’s this, tomorrow it will be something else. There appears to be little teamwork among them and their officers. When I ask them why they don’t speak up and get involved, they ask, ‘Why should I? Nothing ever comes of it. Our officers are only concerned about themselves, not the unit.’† As you moved throughout the brigade, you perceived an undercurrent of discussion that centers on potential incidents of sexual harassment within the brigade by an officer. The conversation centers around one of the â€Å"superstar† company commanders, CPT Seth Cooper. As a platoon leader, he was in charge of the personnel support detachment (PSD) for COL Lanks. After the deployment, COL Lanks placed CPT Cooper in command ahead of other senior captains waiting for command. The consensus from the officers, NCOs, and enlisted personnel with whom you spoke is CPT Cooper gets results and is popular with battalion and brigade leaders. Every battalion commander requested CPT Cooper be assigned to his or her battalion after the deployment. However, at least four individuals stated, â€Å"CPT Cooper really got around while he was on the PSD.† Another stated, â€Å"CPT Cooper had a girlfriend at every FOB.† When you mention what you heard to LTC (P) Tagoli he dismisses the issue by stating â€Å"CPT Cooper is very friendly, a real extrovert. Besides, the only person that mentioned anything approaching a complaint had a reputation of being pretty friendly herself so COL Lanks dismissed the allegation.† You also found out the ABCT is experiencing a growing trend in three other negative areas: domestic abuse, DUI, and divorces. The increases are across all battalions as well as the HQ. The reports are a strong indicator of the increased stress across the ABCT. While the ABCT commander put policies in place to ensure immediate reporting of both abuse and DUI cases, there is no plan for prevention. The organization seems to be in a react mode in these areas. Your discussions with the chaplain confirm the increase in divorces. He mentions to you the reason appears to be marital unfaithfulness during the last deployment and a continued operational tempo (OPTEMPO) that is causing the spouse at home to feel alone and without hope. He also indicates he believes most of the issues with infidelity are internal to the brigade, with a few cases among the senior members of the brigade staff that are still ongoing. COL Lanks’ response to the chaplain’s concern about these allegation s was simply, â€Å"Those are only rumors. Don’t bring me that stuff without proof!†Ã‚  Ã‚   Finally, your informal conversations with friends within the division suggest the 4th gained a reputation in Afghanistan for being very â€Å"heavy-handed† in dealing with locals. While the characterization started during the initial relief-in-place/transition of authority, their behavior took a marked downturn after the death of the brigade command team and battalion commander. According to several sources outside the brigade, this approach appeared to inhibit the brigade’s ability to conduct host-nation responsibilities. One of your more trusted sources stated emphatically, â€Å"Tagoli’s negative attitude of the Afghans created a cancer among some within the brigade, and it’s still there. COL Lanks only made things worse with his hyperbole and forceoriented approach to the security in the ABCT area of operations. You need to be very careful.† The past few weeks have been a blur for you. You understand the brigade has undergone numerous changes and know significant challenges lie ahead. Fortunately, the information you received from historical records, CALL and CAL assessments, and conversations and observations with leaders throughout the brigade and division provided some much-needed information. You know there is not much time before the NTC rotation and the brigade assumes the RAF mission, and there are many unknowns associated with the mission. You are scheduled for a meeting with the division commander soon after your assumption of command to provide your assessment of the brigade’s status and to chart a course for the next few months. Your major concern is where to start. As you begin to reflect on the upcoming meeting with the division commander, you know you need to identify the significant challenges you see within the brigade, the processes you might use to improve the brigade, and how you will know you are successful in improving the brigade. You realize you should have this information available for the meeting with the division commander.

Apol 104 Secular Humanisn and Christianity - 917 Words

Secular Humanism and Christianity I. Part One: Secular Humanism 1. The Question of Origin A humanist rejects any existence and or thought of God and is believed that modern science can answer the question of how life began. â€Å"Atheists†¦propose the idea that God is not necessary for life or morals, and the answer to mankind’s existence is found only in nature itself† (Weider Gutierrez. 2011, p56). They believe that the entire universe as well as life is simply by coincidence and that lucky for us, nonliving matter turned to living cells which eventually led to humankind; also known as Darwin’s theory. 2. The Question of Identity Humanists are always seeking primary truth through experiment and observation. They also†¦show more content†¦Man decides for himself what is right and wrong, and is given the will to change his mind at any point. This goes hand in hand with the whole humanist belief and that man is in control of his own destiny as well as the principles he chooses to live by daily. 5. The Question of Destiny Humanists believe that this world and this life is all we have. Once this â€Å"machine† (the body) breaks down and dies, death is the final and there is nothing more beyond that. Once the body starts decomposing, all that remains or they suggests lives on, is the impact they left on loved ones and through their culture (Weider Gutierrez, 2011, p64). II. Part One: Secular Humanism vs. Christian Worldview 1. The Question of Origin In contrast to the humanist’s worldview that everything happened by chance, Christians believe that from the beginning, everything that exists, including humans was the result of God. Now Christians do believe in micro-evolution, also known as adaption, where an animal can endure some changes to help itself adapt to a different condition, but will never form into a different species. There is still no scientific evidence that can prove otherwise. God made sure of this when he was creating all living things that he kept all species â€Å"according to its kind† (Genesis 1:21-25). 2. The Question of Identity As opposed to the humanist view where we are nothing more then an highly developed animal, the Bible teaches us

Defining Adulthood free essay sample

Gall does this mean a person has established the qualities needed to enter adulthood? To define adulthood one must not solely base it on age but of the emotional maturity of a person. To do so one must get to the root of the word adulthood, adult. To be an adult one must show responsibility, maturity, and some sort of independence. Having responsibilities can start and usually do start before reaching adulthood. The way In which they progress Is how having them helps a person enter adulthood. Cleaning the living room, washing dishes, and washing clothes are a few of the many horses associated with childhood but continuously doing them prepares a person for when they are on their own. Skills assessed in doing chores gear a child up for the real world. Some people get Jobs at the early age of sixteen while others wait till after college. Doing different odd jobs at home gives a person a sense of consistency so that when they get a real Job they will already have time commitment and the knowledge of knowing that when given a task to do It to the best of their abilities. We will write a custom essay sample on Defining Adulthood or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Maturity is also brought on throughout development. Maturity is not an actual stage a person reaches in their life but an ongoing development of ones self growth towards improvement. Using maturity and responsibility go hand in hand. The point at which a person stops complaining about chores and does them because it is Just required everyday life shows maturity. The saying when one enters adulthood a child must put childish things aside applies to this. Maturity applies to everyday life and all aspects that It entails.From home to work to school to being out socially, these are mom examples of places maturity can be exemplified. One must be able to manage personal feelings from managing temper and anger to being able to distinguish needs and wants. So a person may not have all of these and other attributes by a certain age but they are attained throughout growth and progress towards becoming a better Individual. Adulthood requires maturity In Its smallest form at the least by understanding the ability to listen to and evaluate the viewpoints of others. To be independent one can say is the highest form of adulthood. A person must need responsibility and maturity for independence to be sustained. With independence comes bills, chores, and time management. A person needs to be responsible with paying their bills on time, responsible with getting to work on time, and if in college responsible for getting school work done and sometimes Juggling both school and work. If a person Is not mature about these things and takes them independence can fall from under them.This ties back to maturity and needing the knowledge of a persons needs and wants. Adulthood along the lines of the independent aspect is being able to sufficiently provide the necessities for survival without the help of anyone else. Although being an adult is defined in almost all countries by a specific age that does not mean a person has entered adulthood. In the United States a child becomes an adult when they turn eighteen but in legal cases a child can be tried as an adult as early as the age of twelve if certain criteria are met.So does that mean that although the government has established an exact GE at which a child becomes an adult they can deem adulthood qualities prior to that? A child can have children after puberty has come so in some ways the child must enter adulthood sooner than thought and yet they have not reached the age of eighteen. They must learn to provide and take care of that child. Many young adults who have children show a great lack of entering adulthood because often they struggle to take care of that child many times needing the help of their parents or in some cases having to give up that child.Also many adults live with their parents so even though they have reached adulthood th rough the eyes of the government have they truly reached adulthood in the sense of maturity, independence, and responsibility? So a person can establish that people never really grow out of childhood. But Just like adulthood, childhood is a mental development so in some sense this is true. Adults still retain some childish manners; if not then that person would define the exact moment of entering adulthood rather than adulthood being a growth of development.So to truly understand the definition of adulthood a person must take a step back and look at the aspects of independence, maturity, and responsibility in conjunction towards adulthood. Adulthood also depends on the location and culture of the region that person resides in. Adulthood like most words will adhere to the definition that fits in with the timeshare that it is used in. Adulthood will always be a growth never ending in a persons lifetime, but the qualities that make a person an adult can always change depending on the society it is used in.

Traveling With a Companion Essays - Culture, Tourism, Travel

Traveling With a Companion Traveling alone or with a companion ? Whe n I always start to think about traveling, I think about the destination and who I should travel with. There many tasks I should do to prepare for traveling. Some of my friends and relatives have previous experience in traveling to many places around the world. I prefer to travel with a companion rather than travel alone where we can share our experience, save money and have more fun. First, sharing our experience is one of the reasons that I prefer to travel with a companion . Traveling is not an easy activity. Before we travel, we should organize many things like hotel, transportation, restaurants and the places that we are going to go . My companion and I can share these tasks and use our experience to make the trip easy. Second, saving money is another reason why I prefer to travel with a companion. Some Traveling agencies offer special prices for travelers as group. Also paying for hotels, eating food in restaurants and using transportation are more cheap as group than in individually. Traveling with a friend can make the trip less expensive and save a lot of money. Third, another reason why I prefer to travel with a companion is that we can have more fun. When I travel with a companion, we can talk and do some activities. I tried both experience traveling alone and with group. I had more fun when I traveled with a comp anion than traveling alone. S ome people may be like to travel alone and have more freedom. However, traveling is not easy activity and traveling with a companion can help you in many task s , save your money and enjoy the trip . You don't know what is going to happen in trip. We also feel safer when we travel with a companion that h e/she can help me if something unexpected maybe occurs during the trip where we don' t know anyone and away from our families and friends . For these reasons, I always chose to travel with someone than I travel by myself. There are always a lot benefits from traveling with a companion are available for us. The trip can be easy, unexpansive and enjoyable. The advantages of the traveling with someone are always put traveling with a companion first and best idea for traveling plan.