An armed Fort Bragg soldier opened fire on first responders in Fayetteville Friday evening. The incident began around 10 p.m. at the Austin Creek apartments on Capeharbor Court when police say, Staff Sgt. Joshua P. Eisenhauer began firing at firefighters responding to a fire call.Police were called in, and several officers and firefighters were pinned down as the soldier opened fire.Investigators say Eisenhauer then retreated back into his apartment, prompting an evacuation of nearby units.Crisis Team negotiators were called in and tried to make contact with the suspect for several hours, but were unable to do so.Around 2:30 a.m., the Fayetteville Police Emergency Response Team used explosives to take out the front door and sent a robot in to survey the scene.The robot discovered the suspect lying on the kitchen floor. He was taken into custody and initially taken to Cape Fear Valley Hospital for treatment.Later Saturday morning, he was transported to the UNC Hospital where he was listed in critical, but stable condition. Police say his injuries do not appear to be life threatening.Eisenhauer is charged with 15 counts of attempted first degree murder, six counts of felony assault on a law enforcement official with a firearm, and nine counts of felony assault on a government official with a firearm.Two police officers suffered minor injuries. One was transported to the hospital, while the other was treated on the scene....
The Quiet Governance Risk Credit Unions Should Talk About By Grant Sheehan, CCUE | CCUP | CEO, NCOFCU Having spent many years both serving on a credit union board and leading as a CEO , I’ve had the opportunity to see governance from both sides of the table. That perspective has given me a deep appreciation for the delicate balance that must exist between management, leadership, and board oversight. When that balance works well, credit unions thrive. But when it slowly shifts — often unintentionally — it can create governance weaknesses that regulators and examiners increasingly watch for. In conversations with governance professionals and through years of industry experience, one theme keeps emerging: most governance problems don’t begin with bad intentions or misconduct. They begin with boards that gradually become too dependent on management. This is rarely obvious at first, but in fact, it often occurs within high-performing organizations. But slight patterns ca...
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