# Presentation: 166866

## Command Introduction

- Page 5 in *Guide*
- 20 minutes
- Instructor: See Notes View of this overhead.

- (B) Command Introduction

- CLC

**Notes:**
This is the only file (e-mail attachment) you will need to do a great presentation! Use the overheads as your briefing notes. Overheads appear in the same sequence as they will appear in the Student Guide. The overhead above shows the students what page to turn to.
The overhead also tells you how many minutes your entire presentation should take, including time for questions and comments. If the overhead has “Includes Case Study” you will need to budget that time to complete the case study as well. Case studies are required, and appear (with textbook answers) as the last of these overheads. This is because case studies build on lecture and get learners actively involved in personalizing the information. They make it interesting and fun, too!
Your primary job in preparation is to make sure the information on the overheads is correct, complete, and current. You may need to check the CAP regulations  and forms; and you may need to consult key CAP members for more information. Their e-mail addresses are usually found in the Wing web page.
If you add, delete, or change any overhead, need audio-visual devices (other than an overhead projector) and/or copies of your handouts, please contact the Activity Director no later than one week before the first class day of the activity. This allows time to make changes, run copies (including overheads) and put them in binders. After that date, if you choose to print your own handout materials, you may do so, but at your own expense. 
Please wear either the blue military-style uniform with service jacket and ribbons OR aviator shirt-gray pants/skirt combination with tie and blazer, during your presentation.
Arrive at least 30 minutes early so time schedules run smoothly.
Stick to your time schedule so we can avoid dead time or over time. Remember time for questions and comments, and your Case Study. It is better to end early than run over.
We welcome you to stay with us before and after your presentation. It is a good chance to discover new material and ideas from other talented people! 

## Commander’s Role  

Wing Staff’s Responsibility to the Wing Commander

Expectations about this Corporate Learning Course

Core Values

**Wing Staff’s Responsibility to the Wing Commander**
**Expectations about this Corporate Learning Course**
**Core Values**

- Main Points

- (B) Command Introduction

- CLC

## As State Commander
Lead officer over all subordinate units in the state 
and commander of the wing staff
Responsible for wing’s safety program
Responsible for the wing’s accomplishment of CAP’s missions
Primary CAP representative to the state government
Memorandums of Agreement
State CAP funding
General relationship with state agencies

_**Lead**_** officer over all subordinate units in the **_**state**_** **
**and commander of the wing staff**
**Responsible for wing’s safety program**
**Responsible for the wing’s accomplishment of CAP’s **_**missions**_
**Primary CAP representative to the **_**state**_** **_**government**_
**Memorandums of Agreement**
**State CAP funding**
**General relationship with state agencies**

- Commander’s Role

- (B) Command Introduction

- CLC

## As Corporate Officer
Makes policy as a member of the National Board
Voting member
Charged with establishing national CAP policy
How this policy sometimes conflicts with wing’s desires
The National program comes first

**Makes policy as a member of the **_**National Board**_
_**Voting**_** member**
**Charged with establishing national CAP **_**policy**_
**How this policy sometimes conflicts with wing’s desires**
**The National program comes first**

- Commander’s Role

- (B) Command Introduction

- CLC

## Wing Commander’s experts in vital areas
About 66 percent of staff drives from outside Columbus 1 to 2 times a month.
Administer wing headquarters as a CAP unit
Coordinate functional areas with their counterparts in subordinate units

**About 66 percent of staff drives from outside Columbus 1 to 2 times a month.**
**Administer wing headquarters as a CAP unit**
**Coordinate functional areas with their counterparts in subordinate units**

- Wing Staff Responsibility

- (B) Command Introduction

- CLC

## Who should be attending 
Those seeking a bigger picture beyond your unit and your CAP specialty
Those seeking more authority and responsibility
What you should be learning 
How the three missions and mission support elements complement each other
How wing, group and squadrons work together
How to work with your classmates when working the case studies
How you should apply what you learn
Provide other members with a sense of respect and cooperation inside and outside of your unit and CAP specialty

**Those seeking a bigger picture beyond your unit and your CAP specialty**
**Those seeking more authority and responsibility**
***What***** you should be learning**** **
**How the three missions and mission support elements complement each other**
**How wing, group and squadrons work together**
**How to work with your classmates when working the case studies**
***How****** *****you should apply what you learn**
**Provide other members with a sense of respect and cooperation inside and outside of your unit and CAP specialty**

- CLC Expectations

- (B) Command Introduction

- CLC

## 
Defined

What Air Force and CAP Core Values are

How applied and impact

**Defined**
**What Air Force and CAP Core Values are**
**How applied and impact**

- Core Values

- (B) Command Introduction

- CLC

## Defined

code of conduct

expected to adhere to

in all we do

**code of conduct**
**expected to adhere to**
**in all we do**

- Core Values

- (B) Command Introduction

- CLC

## Core Values

**Air Force**
_**Integrity First**_
_**Service before Self**_
_**Excellence in all We Do**_

**Civil Air Patrol**
_**Integrity First**_
_**Volunteer Service**_
_**Excellence**_
_**Respect**_

- (B) Command Introduction

- CLC

**Notes:**
The first three Core Values are the ones we share with the United States Air Force. They are more than the minimum standards we should practice. They are the standards that inspire us to do our best in everything we do. The “volunteer” status of CAP demands a higher standard of conduct among its membership. In many situations there is no “big brother” overlooking the conduct of an individual member. It is the duty of each member to practice and uphold the standards stressed in our Core Values. As a leader in CAP, it is your duty to set the example.

## Integrity’s Impact on Wing

do what is right even if personal cost is high
do not falsify documents
be responsible for own actions, not shift blame
do not bring disgrace to self or CAP

**do what is right even if personal cost is high**
**do not falsify documents**
**be responsible for own actions, not shift blame**
**do not bring disgrace to self or CAP**

- Core Values

- (B) Command Introduction

- CLC

## Volunteer’s Impact on Wing

professional service over personal desires
follow the rules
well-being of others ahead of self
freely make a commitment

**professional service over personal desires**
**follow the rules**
**well-being of others ahead of self**
**freely make a commitment**

- Core Values

- (B) Command Introduction

- CLC

**Notes:**
Volunteer Service tells us that professional duties take precedence over personal desires. This means that we:

Follow the rules. As a professional, we realize the importance of rules. We do not choose to disobey rules while expecting others to obey the same set of rules.
Put the well being of others ahead of our own. We are expected to exercise discipline and self-control. This means that we refrain from displays of anger. We do not take our frustrations out on others. We refrain from the excessive use of alcohol. We do not allow sexual harassment any form. We also exercise religious tolerance. We realize that religious choice is a matter of personal conscience.
When you consent to serve as a staff member within your squadron, you are making a commitment. This commitment involves responsibilities. It is your responsibility to become familiar with the duties of that position, to become trained in fulfilling those duties, and to ensure that those who are assigned to assist you have received training.
Each of you has a specialty training track to help you understand your position. This training is essential in helping your squadron fulfill the mission. You also have a wing, region, and national staff that is ready to help.

## Excellence’s Impact on Wing

strive for improvement
technical training
membership
day-to-day operations
equipment and property

**strive for improvement**
**technical training**
**membership**
**day-to-day operations**
**equipment and property**

- Core Values

- (B) Command Introduction

- CLC

## Respect’s Impact on Wing

treat each other with respect
not judge on national origin or gender
use professional courtesy

**treat each other with respect**
**not judge on national origin or gender**
**use professional courtesy**

- Core Values

- (B) Command Introduction

- CLC

**Notes:**
Excellence directs us to strive for improvement. The CAP offers specialty training tracks for all duty positions. This training is imperative if we recruit, train, promote, and retain our membership. Excellence is our day-to-day operations is imperative. We are obligated to ensure our equipment and property is only used for performing CAP missions.