...Research conducted during the assessment found suicide rates were substantially higher for those not receiving mental health care. In some cases, individuals experiencing GD who refused or were denied appropriate health care turned to extreme solutions resulting in adverse health outcomes such as genital mutilation and body alterations. The assessment also found that individuals who received related transitional treatment had dramatically decreased rates of suicidality behavior. More research information for diagnosis and treatments for gender dysphoria in the assessment noted that individuals experiencing GD have a range of options of treatment. These treatments include psychotherapy, hormone therapy, surgery, and changes how individuals with GD present themselves to the public. Compiling these treatments and finding ability of the military health care to accommodate transgendered individuals challenges the capabilities of military medical professionals and the cost associated with the...
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...EXCELSIOR COLLEGE LA498: MILITARY STUDIES CAPSTONE CLIFTON WEIGEL ETHICAL DILEMA IN THE MILITARY ETHICAL DILEMA IN THE MILITARY In the United States Army we are told to live by a set of “warrior Ethos” such as loyalty, respect, and self-less service but many times in our jobs we face ethical dilemmas that require us to not only invoke the Army values but our own personal code of ethics and morals. During my time in the US Army I have had the chance to serve as a recruiter and currently as an Army Reserve career counselor, in both jobs I have had to do some form of recruiting either as a traditional recruiter or by trying to recruit Soldiers in the Inactive Ready Reserve (IRR) to rejoining Troop Program Units (TPU). These jobs are rewarding but highly stressful. As a recruiter I was on a mission usually of having to recruit six people per month as an Active Guard and Reserve (AGR) or Army Reserve Recruiter, this was actually six times the mission of my active duty counterparts and in many occasion I was the only reserve recruiter in my recruiting station. During my time in recruiting there were many rumors about the lack of ethics within the Army Recruiting Command, such as recruiters forging documents, concealing law or medical issues, and even having sexual relationships with potential recruits or their parents to get them to join. This has been a stigma of recruiters for as long as I can remember even when I was recruited in 1987 my parents, teachers and friends...
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...Joint Command and Staff Programme 38 Distance Learning Rank & Name: Major Lynne Chaloux Syndicate No: 1 Directing Staff: BGen Gagnon Course: JCSP 38 DL Assignment Code: D1/DS 541/EFF/LN-2 Assignment Name: Leadership Research Paper Convergence of Errors: Leadership Failures Contributing to Abu Ghraib Abuses ASSESSMENT Assessor: Marc Imbeault Mark: Comments: Convergence of Errors: Leadership Failures Contributing to Abu Ghraib Abuses Introduction The purpose of this persuasive essay is to reveal the key leadership factors contributing to events that occurred during Operation Iraqi Freedom at Abu Ghraib Confinement Facility in Iraq between October and December 2003. “The abuses at Abu Ghraib primarily fall into two categories: a) intentional violent or sexual abuse [against detainees], and b) abusive actions taken based on misinterpretations or confusion regarding law or policy.”[1] From the standpoint of “Leading the Institution,” it will be argued that authorities failed to develop of a coherent body of policy or procedures[2] regarding detainee operations, which would have served to appropriately and consistently guide actions in the field and thus enable success. Instead, policy was inconsistent, ambiguous and changing – resulting in confusion regarding morally and legally acceptable standards for interrogation and detention. These lapses in policy contributed...
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...additional guidance on the Army Sexual Harassment/Assault Response and Prevention Program (para 1-4e(6)). o Clarifies the groups of personnel who must be informed of the Army’s accommodation of religious practices policies (para 1-4f). o Adds the categories “senior field grade officers,” “senior field grade warrant officers,” ”field grade warrant officers,” “company grade warrant officers,” “enlisted noncommissioned officers,” and “junior enlisted Soldiers” (table 1-1). o Adds policy that the senior commander is normally, but not always, the senior general officer at an installation (para 2-5b(4)(a)). o Adds policy for command responsibility for the Total Army Sponsorship Program (paras 2-5b(4)(a)16 and 2-5b(4)(c)8). o Clarifies policy on how Army command, Army service component command, and direct reporting unit commanders may request a permanent change of senior commander (para 2-5b(4)(g)1). o Clarifies policy for Army commanders in the grade of lieutenant general or above assuming command of Army installations as an exception to policy (para 2-5c(1)). o Clarifies policy regarding...
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...Army Reserve unless otherwise stated. Proponent and exception authority. The proponent of this regulation is Deputy Chief of Staff, G–1. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulation. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity’s senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25–30 for specific guidance. Army management control process. This regulation contains management control provisions in accordance with AR 11–2, but it does not identify key management...
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...Chapter 7 Prevention of Sexual Harassment 7–1. Overview The prevention of sexual harassment is a commander’s responsibility. The EOA plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing and overall advisory assistance concerning the prevention of sexual harassment. 7–2. Chain of command responsibilities Commanders and supervisors will— a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment. b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local command’s commitment to the Army’s policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate...
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...(ND) Sri Lanka Navy ABSTRACT Sri Lanka Navy is one of the largest organization in Sri Lanka with nearly 55000 men & women are working to date .SLN is not only one of the largest, but also diverse as more than 20 major professions are cohesion to form this organisation. Officers form the backbone of this large organisation; SLN and better performance of officers is a necessity to achieve organisational goals. Therefore performances of the officers are evaluated to identify, encourage, measure, improve, and reward their performances. At present, a single performance appraisal form (Nav 206) is used to evaluate commissioned officers of all ranks from Acting Sub Lieutenant to Rear Admiral. This research will be carried out to study the efficiency of existing performance appraisal system for...
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...INTERNAL SECURITY OPERATION IN THE STRATEGIC MANAGEMENT OF AIR DEFENSE WING CHAPTER I THE PROBLEM AND ITS SETTING 1.1 INTRODUCTION "Victory smiles upon those who anticipate the changes in the character of war, not upon those who wait to adapt themselves after the changes occur." - Giulio Douhet, Command of the Air A fitting quotation by Douhet for the case of Air Defense Wing wherein the organization was not able to anticipate the streamlining strategy of the government, leaving the Wing no choice but to adapt to the changes in the Command’s thrust of prioritizing Internal Security Operations rather than Territorial Defense Operations to prove its relevance as one of the primary unit of the Philippine Air Force. Caught unprepared of the significant changes in governments thrust, ADW is now suffering in terms of its force structure and budget allocation as it continues to fight for its relevance and existence as one of the premier unit of the PAF. The Background and Rationale of the Study Budget Allocation Statistically, the lowest percentage of allocation in National Budget is in Defense. Debt service gets the biggest share in the proposed budget at 34.1 percent. Social services and economic services follow with 27.9 percent and 18.7 percent, respectively. The general services sector and the defense sector will be getting 15.3 percent and 5 percent of the proposed budget, respectively[1]. This is...
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...MANAGING CRIME AND QUALITY OF LIFE USING COMPSTAT: SPECIFIC ISSUES IN IMPLEMENTATION AND PRACTICE By Dr. Vincent E. Henry* I. INTRODUCTION The highly effective management model or paradigm that has come to be known as Compstat was first developed within the New York Police Department in 1994 as a process for managing crime and quality of life in New York City. Compstat was developed in response to a very specific set of immediate needs confronting the NYPD at that time: the compelling need to bring spiralling rates of crime and disorder to within manageable bounds and to refocus the NYPD on its primary mission of effectively ensuring public safety by reducing crime and violence. Since its introduction in early 1994, Compstat has proven to be highly effective in achieving the goals for which it was initially intended. Over time it has also evolved and grown from a basic and fairly rudimentary process involving the collection and analysis of crime data as well as a mechanism for ensuring accountability and information-sharing into a more complex, more nuanced, and eminently more effective management paradigm. As Compstat grew and changed over time, so too did the issues and problems challenging the NYPD. As crime and public disorder offences declined to within more manageable limits, the agency had the luxury of turning its attention to a range of other management problems and issues. While reducing crime and disorder and increasing public safety have never lost their prominence...
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...academic research paper are those of the authors and do not reflect the official policy or position of the 95th Adjutant General Reception Battalion, the United States Government or the Department of Defense. i TABLE OF CONTENTS CHAPTER I- INTRODUCTION | | Introduction…………………………………………………………… | 1 | Statement of the Problem…………………………………………….. | 1 | Sub-Problems………………………………………………………… | 1 | Delimitations…………………………………………………………. | 2 | Definition of Terms……………………………………..………….… | 3 | Abbreviations…………………………………………………………. | 3 | Assumptions………………………………………………………….. | 5 | Importance of the Study………………………………………………. | 6 | Conclusion……………………………………………………………. | 6 | | | CHAPTER II-LITERATURE REVIEW | | Introduction…………………………………………………………… | 7 | History…………………………………………...…………………… | 7 | Mission……………………………………………..………………… | 8 | Agency row mission………………………………..………………… | 10 | Agency row throughput…………………………..…………………,.. | 18 | Authorizations…………………………………..……………………. | 21 | Civil Services…………………………………..…………………….. | 22 | Military Personnel…………………………………………………… | 26 | Contractors…………………………………………………………… | 26 | Employee productivity……………………………………………….. | 27 | Fitness Training Unit mission………………………………………… | 27 | Chapters and Discharges/Separations………………………………… | 28 | Conclusion…………………………………………………...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...ISSN: 0730-5748 JOURNAL OF UFO STUDIES New Series, Vol. 6 1995/1996 CONTENTS ARTICLES Editorial ..................... ......................... ............................................................ Stuart Appelle Psychotherapy for the UFO Abduction Experience ..... ..... .......... ........ David A. Gotlib The Abduction Experience: A Critical Evaluation of Theory and Evidence ............... .. .............................. ........... ............ ...... ............... ........................ Stuart Appelle Anomalous Images on Videotape from Space Shuttle Flight STS-48: Examination of the Ice-Particle Explanation ................... ............. ......... Jack Kasher The University of Colorado UFO Project: The "Scientific Study of UFOs" ... .......................................................... ....... .......... Michael D. Swords A Reference Guide for the Condon Report ..... .. ... ............... ......................... Willy Smith Donald E. Keyhoe and the Pentagon: The Rise of Interest in the UFO Phenomenon and What the Government Really Knew .............. ................... ........ .......... .. .... ... ........... ....... ..... Michael D. Swords Fewer Sightings in the National Press: A Content Analysis of UFO News Coverage in The New York Times, 1947-1995 .......... ................ John C. Hickman, E. Dale McConkey II, and Matthew A. Barrett COMMENTS AND RESPONSES Robert R. Young, John S. Carpenter ...... ............... ... ......... .......
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...national security crises; nowhere do we invest in the president greater resources of command. Although in the past half century presidents have surrounded themselves with a vast national security apparatus, consisting of intelligence agencies and the National Security Council, it is not at all clear that presidents have been effective as crisis managers. They often lack crucial information, use incomplete or misleading analogies to understand crisis situations, find it difficult to micromanage events, and are unable to project force effectively. Even when they are successful, it is often in spite of, rather than because of, the resources of the institutionalized presidency at their disposal. The Cuban Missile Crisis of 1962 provides a case study of how John F. Kennedy and Nikita Khrushchev almost blundered into a nuclear war through the crisis management approaches of their advisory systems, but then managed to extricate themselves using personal diplomacy and old-fashioned political horsetrading. They did so without revealing to the world how they had defused the crisis, a decision to maintain confidentiality with far reaching consequences for subsequent presidential crisis decision making. The illusion that presidential crisis management can compel an adversary to submit and that a nuclear crisis can be successfully managed left Kennedy's successors with impossible burdens of public expectations. The United States and the Soviet Union were on the brink of nuclear war between...
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...NCO-ER EVALUATION REPORT PREPARATION GUIDE 1. PURPOSE: To provide a simplified, easy-to-read, guide to preparing Noncommissioned Officer Evaluation Reports (NCO-ERs). The intent of this guide is not to replace the governing Regulation, AR 623-205. Rather, this guide will serve as a useful 'teaching' tool for young NCOs and officers. Users should still become familiar and comply with the provisions of AR 623-205. 2. APPLICABILITY: This guide applies to all Army NCOs, officers, and civilian personnel, as well as members of other services, who rate and senior rate Army NCOs. 3. SUGGEST IMPROVEMENTS: This is a one-time only publication and will be distributed electronically. Users may change it to meet the needs of their own installations/units and publish locally if desired. Hardcopies will not be distributed by PERSCOM. 4. TABLE OF CONTENTS: CHAPTER I PERFORMANCE COUNSELING Definition/requirement Page 2 How to Plan & Conduct Performance Counseling Page 3 CHAPTER II PREPARING AN NCO-ER Part I, Administrative Data Pages 4-6 Part II, Authentication Pages 6-7 Part III, Duty Description Pages 8-9 Part IV, Values/NCO Responsibilities Pages 9-13 Part V, Overall Performance and Potential Pages 14-15 Sample of Completed NCO-ER Pages 16-17 CHAPTER III RESPONSIBILITIES AND TIPS FOR RATING ...
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...The Tongue and Quill AFH 33-337 1 AUGUST 2004 Communication is an essential tool for the twenty-first century Air Force BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE HANDBOOK 33-337 1 AUGUST 2004 Communications and Information THE TONGUE AND QUILL COMMUNICATING IS A POWERFUL TOOL FOR THE TWENTY-FIRST CENTURY AIR FORCE The Tongue and Quill is dedicated to every man and woman in today’s Air Force who will ever sling ink at paper, pound a keyboard, give a briefing, or staff a package to support the mission. Currently, The Tongue and Quill is widely used by Air Force military and civilian members, professional military school educators and students, and civilian corporations around the United States. As United States Air Force employees, it is important we communicate clearly and effectively to carry out our mission. This handbook together with AFMAN 33-326, Preparing Official Communications, will provide the necessary information to ensure clear communications— written or spoken. The use of the name or mark of any specific manufacturer, commercial product, commodity, or service in this publication does not imply endorsement by the Air Force To all you enthusiastic users worldwide, keep up the good fight! SUMMARY OF REVISIONS This revision improved organization; rearranged layout; updated quotes, art and word lists; and added material on preparing to write and speak, writing with focus, communicating to persuade, research, meetings, briefings and listening;...
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