War has always been a dangerous business, bringing injury, wounds, and death, and--until recently--often disease. What has changed over time, most dramatically in the last 150 or so years, is the care these casualties receive and who provides it. This book looks at the history of how humanity has cared for its war casualties and veterans, from ancient times through the aftermath of World War II.
This study presents recommendations to improve recruiting and retention in the New Orleans Police Department (NOPD). The recommendations, tailored to the unique circumstances of the NOPD, include using civilian employees for some jobs now performed by officers; developing a proactive recruiting program; providing housing; increasing the frequency of promotion examinations; eliminating the backlog of promotions; restructuring compensation; establishing a first-responders charter school; and rebuilding the police infrastructure.
War has always been a dangerous business, bringing injury, wounds, and death, and--until recently--often disease. What has changed over time, most dramatically in the last 150 or so years, is the care these casualties receive and who provides it. This book looks at the history of how humanity has cared for its war casualties and veterans, from ancient times through the aftermath of World War II.
In January 2007, New York City Police Commissioner Raymond W. Kelly asked the RAND Corporation to examine the quality and completeness of the New York City Police Department's firearm-training program and identify potential improvements in it and in the police department's firearm-discharge review process. This monograph reports the observations, findings, and recommendations of that study.
As U.S. military forces appear overcommitted and some ponder a possible return to the draft, the timing is ideal for a review of how the American military transformed itself over the past five decades, from a poorly disciplined force of conscripts and draft-motivated "volunteers" to a force of professionals revered throughout the world. Starting in the early 1960s, this account runs through the current war in Iraq, with alternating chapters on the history of the all-volunteer force and the analytic background that supported decisionmaking. The author participated as an analyst and government policymaker in many of the events covered in this book. His insider status and access offer a behind-the-scenes look at decisionmaking within the Pentagon and White House. The book includes a foreword by former Secretary of Defense Melvin R. Laird. The accompanying DVD contains more than 1,700 primary-source documents-government memoranda, Presidential memos and letters, staff papers, and reports-linked directly from citations in the electronic version of the book. This unique technology presents a treasure trove of materials for specialists, researchers, and students of military history, public administration, and government affairs to draw upon.
For more than three decades, the United States has relied on an all-volunteer force to meet its military needs. Today, the sustainability of that force is being tested with high levels of deployment and subsequent "stress." Such an environment raises the issue of how the Department of Defense can continue to manage its personnel. This report looks at the history of conscription versus volunteerism (particularly in Great Britain, France, and Prussia) to understand when and under what conditions conscription has been used effectively to raise the manpower needed. Specifically, what actions could the U.S. Army take to increase the supply of volunteers or reduce the demand for new personnel? The report also focuses on the many programs that have been developed to help military members and their families cope during difficult times, as well as the particular challenges of understanding which programs work." -- p. [4] of cover.
The U.S. Court has exercised enormous influence on American society throughout its history. Although the Court is considered the guardian of the Constitution, the Constitution does not specifically set forth the Court's power to strike down federal or state legislation, nor does it provide guidance on how this power should be applied. In this critical examination of Supreme Court opinions, Bernard Siegan argues that the Court has frequently ruled both contrary to and without guidance from Constitutional meaning and purpose. He concludes that the U.S. Supreme Court has increasingly become more the maker than the interpreter of fundamental law. The author offers a detailed analysis of the Constitution and numerous Supreme Court cases involving controversial issues ranging from the line between federal and state powers to the validity of measures according to preferential treatment for minorities and women. The book is essential reading for everyone interested in understanding the differences between activist and literalist traditions in the high court.
The growth in power of government bureaucracies is one of the more profound developments of 20th-century society. Bureaucracies impact the quality of life of every person in this country and many millions outside American borders. The president, governors, mayors, legislators, judges, and the public now are increasingly concerned with how bureaucracies are using their power, and accountability is at the heart of these concerns. For what and to whom are bureaucracies accountable? This acclaimed text examines these questions, primarily in the context of the federal bureaucracy. Building upon the second edition of the text, Rosen updated the entire work to incorporate significant subsequent developments. Among the most important are the Chief Financial Officer Act of 1990, the Government Performance and Results Act of 1993, and the Government Management Reform Act of 1994. These three laws, with the Clinton administration's National Performance Review initiative, could substantially improve performance and accountability. The text clearly and systematically examines issues of accountability that are of concern to students and researchers as well as policymakers in the area of public administration.
As U.S. military forces appear overcommitted and some ponder a possible return to the draft, the timing is ideal for a review of how the American military transformed itself over the past five decades, from a poorly disciplined force of conscripts and draft-motivated "volunteers" to a force of professionals revered throughout the world. Starting in the early 1960s, this account runs through the current war in Iraq, with alternating chapters on the history of the all-volunteer force and the analytic background that supported decisionmaking. The author participated as an analyst and government policymaker in many of the events covered in this book. His insider status and access offer a behind-the-scenes look at decisionmaking within the Pentagon and White House. The book includes a foreword by former Secretary of Defense Melvin R. Laird. The accompanying DVD contains more than 1,700 primary-source documents-government memoranda, Presidential memos and letters, staff papers, and reports-linked directly from citations in the electronic version of the book. This unique technology presents a treasure trove of materials for specialists, researchers, and students of military history, public administration, and government affairs to draw upon.
For more than three decades, the United States has relied on an all-volunteer force to meet its military needs. Today, the sustainability of that force is being tested with high levels of deployment and subsequent "stress." Such an environment raises the issue of how the Department of Defense can continue to manage its personnel. This report looks at the history of conscription versus volunteerism (particularly in Great Britain, France, and Prussia) to understand when and under what conditions conscription has been used effectively to raise the manpower needed. Specifically, what actions could the U.S. Army take to increase the supply of volunteers or reduce the demand for new personnel? The report also focuses on the many programs that have been developed to help military members and their families cope during difficult times, as well as the particular challenges of understanding which programs work." -- p. [4] of cover.
In 2003, the National Commission on the Public Service, chaired by Paul Volcker, issued a report detailing problems within the federal government today and recommending changes in its organization, leadership, and operations. This book suggests practical ways to implement the recommendations and defines a research agenda for the future. Thirteen essays address the primary problem areas identified by the Volcker Commission, and the commission report itself is included.
The authors developed a new methodological framework for assessing military personnel and military family needs. This monograph describes the development and testing of a survey based on that framework that the Department of Defense and local military commanders can use to gauge the problems and problem-related needs of service members and their families, how well those needs are being met, and the barriers and bridges to accessing services.
This book is the second in a series that looks at how America has cared for its war casualties and veterans, picking up where the first book left off, after World War II and just before the start of the Korean War, and continuing through today.
Since Hurricane Katrina, resignations from the New Orleans Police Department (NOPD) have increased, and the department went more than a year without recruiting enough candidates to justify a police academy training course. The authors present practical recommendations for change that could help the NOPD improve recruiting and retention. Issues addressed include the lack of affordable post-Katrina housing, the fact that the families of many police officers no longer live in the New Orleans area, the destroyed departmental infrastructure, and a budget that does not provide enough resources to meet basic needs. They focus on compensation, including housing; the promotion process and the career management system; recruiting; the mix of officers and civilians; and ways to improve the morale of the NOPD. The recommendations, which are specifically tailored to the unique circumstances of the NOPD, include (1) using civilian employees, where appropriate, for jobs currently being performed by uniformed officers; (2) developing a proactive recruiting program; (3) offering some of the city's housing stock in-kind to police officers or selling the property and using the proceeds to improve compensation; (4) increasing the frequency of promotion examinations; (5) eliminating the backlog of promotions to higher levels in the department; (6) restructuring compensation to attract recruits and retain serving officers; (7) establishing a first-responders charter school; and (8) rebuilding the police infrastructure to improve morale.
This report outlines a framework for assessing military units immediate training/performance and estimating the time and resources needed to bring training up to an established wartime standard.
In January 2007, New York City Police Commissioner Raymond W. Kelly asked the RAND Corporation to examine the quality and completeness of the New York City Police Department's firearm-training program and identify potential improvements in it and in the police department's firearm-discharge review process. This monograph reports the observations, findings, and recommendations of that study.
The authors identify core competencies and behaviors in nine provider disciplines that participate in amputation rehabilitation and offer recommendations on how to implement them in the military health setting.
The Defense Officer Personnel Management Act (DOPMA), enacted in 1980, replaced an existing patchwork of rules and regulations governing the management of military officers, and updated numerical constraints on the number of field grade officers (0-4 through 0-6) that each service might have. While breaking new ground (permanent grade tables, single promotion system, augmentation of reserve officers into regular status), DOPMA was basically evolutionary, extending the existing paradigm (grade controls, promotion opportunity and timing objectives, up-or-out, and uniformity across the services) that was established after World War II. The authors found that DOPMA was a better static description of the desired officer structure than dynamic management tool. In retrospect, DOPMA could neither handily control the growth in the officer corps in the early part of the 1980s nor flexibly manage the reduction-in-force in the latter part of the decade. In the current dynamic environment, DOPMA cannot meet all its stated objectives. Congress has provided some flexibility in officer management, but in so doing, major tenets of DOPMA have been voided. DOPMA forces choice between grade table violations (law) or diminution of proffered tenure (law) and proffered promotion opportunity/timing (policy, promise) in a period of reductions. Moreover, the implicit assumption that the officer management system should be able to adjust instantaneously (as seen in the way the grade table is implemented) points to the need for further flexibility to meet short-term needs. The authors recommend flexibility through a longer adjustment period for the services to accommodate reductions mandated by the DOPMA grade table.
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