Service Academies Retain Principles, Embrace Change to Train Future Leaders

By Donna Miles
American Forces Press Service

May 24, 2007 – As "ruffles and flourishes" rings through the three U.S. military academies over the next few days, several thousand new graduates will accept their commissions and join the military ranks. These young second lieutenants and ensigns all enrolled in their respective schools -- the U.S. Military Academy in West Point, N.Y.; the U.S. Naval Academy in Annapolis, Md.; and the U.S. Air Force Academy in Colorado Springs, Colo. -- recognizing they'd graduate into a wartime force.

Most were sophomores in high school when they watched televised images of the Twin Towers falling and the Pentagon burning, then the U.S. going to war in Afghanistan. Most hadn't yet been to their senior proms when the country entered Iraq. This week they'll leave their schoolhouses behind to join their fellow soldiers, sailors, airmen and Marines serving around the world in the war on terror.

To get a better picture of how their schools have prepared them for this calling, American Forces Press Service spoke with their academic deans and alumni who have risen to the senior military ranks.

Here's what they had to say about what has changed at their institutions and what remains fundamental, and how they're helping ensure their graduates are ready for the challenges they'll confront as military officers.

The Basics

Although they're four-year schools like thousands of others that dot the United States, the U.S. service academies stand uniquely apart. All were founded with the specific goal of educating military leaders -- people who understand not just the art and science of war, but also the fundamentals of leadership.

That's a principle the academies have held at their core as they strive to develop what Army Col. Dan Ragsdale, vice dean at West Point and a 1981 graduate, calls "critical thinkers" armed with the education and training they need to think on their feet.
"Our expectations are that these future leaders are going to have to draw on a relatively broad set of skills, backgrounds and experiences to help solve the problems that they are going to confront in ... a greatly ambiguous world in which they are going to have to operate," he said.

To develop those skills, the academies offer curricula that recently retired Army Gen. John Abizaid, a 1973 West Point graduate who went on to lead U.S. Central Command, described as "some of the most challenging in the nation today."

The coursework is steeped in science, math and engineering so graduates are prepared to enter a highly technical military, whether they'll be flying aircraft, serving on nuclear-powered submarines or calling in air strikes as they lead ground forces in combat, explained William Miller, academic dean and provost at the Naval Academy and a 1962 graduate.

"We want to ensure all our graduates have a good, solid technical foundation for serving as an officer in a very, very technically demanding environment," he said.

Equally important, officials agree, is an understanding of the world in which they'll operate. All three academies have expanded their curricula to increasingly focus on regional studies and language skills.

"The kinds of problems that our ... graduates will face are across a broad spectrum, so we have to give them a technological foundation," Ragsdale said. "But we also have to give them a social and cultural perspective around which to address and solve problems. We have to help them understand and appreciate the political aspects of any problem they are trying to address."

More Than Academics

There may be no pat formula for preparing new officers to serve in wartime, but officials agreed it requires more than mastery of academics.

"Our graduates are not going to be historians and mechanical engineers," Miller said. "They are going to be leaders and problem solvers in a very demanding environment."
There's no possible way to train students for every possible situation they'll encounter when they enter military service, the officials agreed.

"That's a given," Ragsdale said. "But because we know that, we have worked to create an environment where they can develop as the adaptable, agile, critical thinkers they need to be to lead the soldiers who will be entrusted to their care."

The academies strive to prepare cadets and midshipmen to look at problems from multiple dimensions and to juggle priorities.

Marine Gen. Peter Pace, chairman of the Joint Chiefs of Staff, said that's one of the biggest lessons he took away from his Naval Academy experience.

"At school, there was always too much to do, and in the Marine Corps, there has always been too much to do," Pace said. "Therefore, you really have to take the important and set it aside to do the critical."

Pace said being bombarded with myriad demands as a midshipman reinforced the importance of teamwork, another principle he said he's carried throughout his career. "In combat, there is nothing you do as an individual," he said. "It's all based on teamwork."

Developing Leaders

While developing their cadets and midshipmen intellectually, the academies also focus on developing them as leaders.

Abizaid said the most important lesson the academies need to instill is "the ability to lead people in a positive, inspirational way."

From their first days at their respective schools, cadets and midshipmen get exposed to valuable lessons in leadership. Initially they observe upperclassmen serving in various leadership positions -- some successfully, some less so. Later, students try their own hand at leadership posts. Through this process, they begin to understand what leadership style works for them, what doesn't, and how they can improve their leadership skills.

Gen. John Corley, Air Force vice chief of staff and a 1973 graduate of the Air Force Academy, described his alma mater as a "leadership laboratory" where cadets exposed him and his fellow cadets to "a set of experiences that you just don't find in other places."

"They also provided challenges," Corley said. "It was a test ... in terms of your development (and) ... your ability to grow and become a leader of character."

"I learned a lot from observing good leadership, and from observing bad leadership, and through experimentation on my own part, trying things that worked or didn't work for me," Pace said of his time at the Naval Academy.

That's the single biggest difference between the military academies and traditional civilian colleges and universities, the deans and alumni agreed.

"Our first and foremost overarching outcome is to commission ... leaders of character who embody our ... core values of integrity first, service before self, and excellence in all we do," said Brig. Gen. Dana Born, dean of faculty for the Air Force Academy and a 1983 graduate. "It stands at the very foundation of what we do."

Miller said leadership lessons learned at the academies have a long-lasting impact on how graduates confront problems.

"No matter what (military) community our graduates enter, ... they are going to be leaders, and we want to ensure they have a good ethical foundation for the decisions they are going to make," he said.

Educating for the Future

While preparing their cadets and midshipmen for the immediate requirements they'll face as graduates, academy officials say they recognize the need to keep their eyes focused on the horizon.

"We try to stay balanced and not hyper-reactive," Ragsdale said. "We recognize that we're providing a foundation upon which they can develop as successful officers."

"We can't just focus on the fact that we are currently engaged in a shooting war ... and think only about what (midshipmen) are going to need right after graduation," agreed Miller. "We need to look at what (future officers) are going to need for the longer term and recognize that we're preparing them for a career of service."

By approaching education as a "strategic investment," Miller said, the academies are helping students recognize that their education will be just beginning as they accept their commissions.

"We are trying to lay a foundation on which they can build over their career and continue to learn," he said. "That's important, because being in the armed services demands lifetime learning."

Change

The biggest misconception about the academies is that they're so embedded in tradition that they can't or won't change with the times, officials said.

"That is about as far from the truth as you can get," Ragsdale said. "On the contrary, we understand ... that our graduates have to be prepared for a changing world. So while we hold on to our firm foundations upon which the institution was built, we have embraced change to ensure we are providing the kinds of experiences our cadets need to be successful in the world they are going to face when they graduate."

Born described sweeping changes in the Air Force Academy's core curriculum so courses build on previous lessons and broaden students' exposure to new concepts and approaches. The other academies have instituted similar changes.

These changes are helping ensure students have a foundation from which to draw when they graduate into a wartime environment. "We need students to learn and be able to build upon prior learning, as opposed to just teaching and hoping that they remember it when they need it when they are in downtown Baghdad making decisions," Born said.

Intraservice Cooperation

An intensive system of sharing and cooperation is helping the academies evolve to better serve their students' and services' needs. Staffs meet in person and share e-mails regularly to keep each other informed about new initiatives they're trying and what they've learned along the way.

"We are trying to learn from each other in a leap-frog fashion rather than all of us learning linearly and stumbling over the same obstacles," Miller said.

"We have very common goals and a common set of outcomes that we would like all our graduates to achieve," Ragsdale agreed. "So we share those things that have worked, and on the flip side, those initiatives that have not been successful so they can learn from our mistakes."

Born said the academies recognize their similarities and build on each others' strengths. "We ... team together to share lessons learned and best practices. We learn from each other and are able to progress more quickly by sharing our lessons learned," she said.

So despite infamous interservice rivalry in the sports arena, Born said, there's a healthy respect and common understanding among academy students, graduates and staffs.

"When it comes to the football field, there is all kinds of talk and all kinds of competition," she said. "But when it comes right down to it, we are all working toward commissioning officers and leaders of character for our nation."

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Gates, Pace: Local Leaders Critical to Success in Iraq, Afghanistan

By Donna Miles
American Forces Press Service

May 24, 2007 – Though strengthening the central governments is critical to success in both Iraq and Afghanistan, Defense Secretary Robert M. Gates said today, it's also important to build relationships with local leaders who play key roles in their communities. Gtes told Pentagon reporters he's been concerned that the U.S. and coalition efforts in both countries may be focusing too much simply on bolstering the central governments.

He said he has wondered since taking office in December if the focus has stopped short of recognizing the "cultural and historical, provincial, tribal and other entities that have played an important role in the history of both countries."

"I think the reality is that we need to continue our efforts to strengthen the central governments and the ministries in both countries," he said. "But I think reaching out and working with these other groups is also important."

Marine Gen. Peter Pace, chairman of the Joint Chiefs of Staff, joined Gates in pointing to Iraq's Anbar province an example of what this effort can accomplish.

"It was local leaders in al Anbar who made the decision that they were tired of al Qaeda (and) that they wanted to partner with coalition forces in getting rid of al Qaeda," Pace said. Working together rather than at cross-purposes, these groups have "been able to change the atmosphere in al Anbar significantly," he said.

Pace said the Anbar experience offers a lesson for troops in Iraq and Afghanistan. "The military leadership should be paying attention to the political leadership's decisions and be ready to reinforce and help them as best they can," he said.

Gates said the benefit of this cooperation applies equally in Afghanistan, where "the importance of the village elders and others and the provincial governors is clearly important in progress."

As people tire of violence in their streets, they are more likely to collaborate with forces working to deter them, he said. "When these guys ... get impatient with the Taliban and others trying to muscle their way around their villages and begin to work more closely with (the NATO International Security Assistance Force) and with the Afghan National Army, then I think you begin to see real progress," he said.

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Commercial Equipment Direct Assistance Program (CEDAP) FY2007

CEDAP Application Period Extended!
Application Deadline: June 29, 2007, 23:59EDT

The Department of Homeland Security's (DHS) Commercial Equipment Direct Assistance Program (CEDAP) is an important component of the Administration's larger, coordinated effort to strengthen the Nation's overall level of preparedness. CEDAP transfers specialized commercial equipment, equipment training, and equipment technical assistance directly to smaller jurisdictions and eligible metropolitan areas.

TThe FY 2007 CEDAP will provide equipment, equipment training, and equipment technical assistance valued at approximately $33.7 million to first responder organizations across the Nation. This competitive program is a direct assistance program, not a grant program, and FEMA will provide the equipment and technical assistance directly to the selected jurisdictions.

CEDAP's equipment offerings include:
Personal Protective Equipment
Thermal Imaging, Night Vision, and Video Surveillance
Chemical and Biological Detection
Information Technology and Risk Management Tools
Interoperable Communications Equipment/Technology
Eligible Agencies

Eligible applicants include law enforcement agencies, fire, and other emergency responders who demonstrate that the equipment will be used to improve their ability and capacity to respond to a major critical incident or work with other first responders. Awardees must not have received equipment/funding under the Urban Areas Security Initiative or the Assistance to Firefighters Grants program for which the Award Date is October 1, 2005 or later. Awardees that have received grant assistance from FEMA under FEMA's Interoperable Communications Equipment (ICE) program are not eligible for interoperable communications equipment under CEDAP. Organizations must submit applications through the Responder Knowledge Base (RKB) website at www.rkb.mipt.org.

Agencies and departments are allowed to submit only one application per year under CEDAP. Receipt of multiple applications from different divisions or units of the same agency or department will automatically disqualify the applicant from consideration for all CEDAP applications submitted. Applicants should select items from the CEDAP Equipment Catalog that they have been unable to acquire through other DHS programs.

Apply Online
The CEDAP application is online at the Responder Knowledge Base (RKB) website at http://www.rkb.mipt.org/.

You must register as an RKB user before you can access the application form.

For More Information

Prospective applicants should direct any questions regarding CEDAP, the application process, or the awards process to the Centralized Scheduling and Information Desk (CSID) at 1-800-368-6498 or via e-mail at askcsid@dhs.gov.

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Gates Challenges Graduates to Answer Call of Public Service

By Carmen L. Gleason
American Forces Press Service

May 20, 2007 – In a commencement speech at his alma mater today, Defense Secretary Robert Gates challenged the graduates of the College of William and Mary to serve the greater good of the nation by voting, volunteering and participating in public service.
"When talking about American democracy, we hear a great deal about freedoms and rights, and more recently, about the entitlements of citizenship," Gates said to the more than 1,700 graduates gathered in the university's William and Mary Hall. "We hear a good deal less about the duties and responsibilities of being an American."

The secretary shared that when attending the university more than 40 years ago, he was instilled with a sense of duty and calling to serve the community and the country. It is a calling rooted in the history and traditions of the 300-year-old institution, he said.
Citing his experience as president of Texas A&M University, followed by his tenure as defense secretary, Gates said that young Americans "are as decent, generous and compassionate as we've ever seen in this country."

Despite this impression, Gates said he found it puzzling that so many young people who are public-minded within their schools and communities are uninterested, and possibly distrustful, of the nation's political processes.

"This country will only progress as a democracy if its citizens - young and old alike - take an active role in its political life as well," Gates said. He told the graduates that if they are unhappy with leaders, then they should go out and elect different ones or run for office themselves.

"But you must participate, or else the decisions that affect your life and the future of our country will be made for you -- and without you," he said, filling the hall with applause.

Gates went on to describe how the world has changed since Sept. 11, 2001, and how serving the nation has taken on a whole new meaning and required a whole new level of risk and sacrifice.

"It is precisely during these trying times that America most needs its best and brightest young people, from all walks of life, to step forward and commit to public service," he said. "Because, while the obligations of citizenship in any democracy are considerable, they are even more profound and more demanding, as citizens of a nation with America's global challenges and responsibilities -- and America's values and aspirations."

Gates praised the hundreds of thousands of young Americans in uniform who have stepped forward to put their lives on the line for their country, such as the ones he has met when traveling to Iraq and Afghanistan.

"Seeing what they do every day, and the spirit and good humor with which they do it is an inspiration," he said. "The dangers they face, and the dangers our country faces, make it all the more important that this kind of service be honored, supported and encouraged."

In a pre-commencement ceremony at the university's historic Wren building, Gates thanked Reserve Officer Training Corps cadets for choosing to serve their nation. He reaffirmed the oath of the six graduates from both William and Mary and Christopher Newport University.

"You could've chosen a different path -- something easier or safer or better compensated," he said. "But you chose to serve. You have my deepest admiration and respect -- as secretary of defense, but mostly as a fellow American."

Gates later acknowledged the cadets' commitment during the commencement ceremony, describing them are part of the voluntary military service reaching back to George Washington's Continental Army. He listed other William and Mary alumni who have also answered the nation's call to duty.

"If America is to exercise global leadership consistent with our better angels, then the most able and most idealistic of your generation must step forward and accept the burden and the duty of public service," he said. "I promise that you will also find joy and satisfaction and fulfillment."

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Pace Says 'Surge' Progress Will Be Evident by September

By Linda D. Kozaryn
American Forces Press Service

May 18, 2007 – By September, military officials will have a pretty good feel for whether the "military part" of the president's surge strategy is working, Chairman of the Joint Chiefs of Staff Marine Gen. Peter Pace said here today. Pace spoke to about 1,000 students and alumni at the 55th annual management conference of the University of Chicago Graduate School of Business. Following his address on leadership, Pace answered questions from the audience.

On the surge, Pace explained that four of the five brigades of about 3,000 to 3,500 troops each that the U.S. military is "plussing up" are currently in Iraq. The fifth is in Kuwait and will be in Iraq by the beginning of June.

"From June until September," he said, "we'll have the opportunity to watch the increased U.S. presence on the ground, and the increased Iraqi unit presence on the ground, and the effect that it has on security, primarily in Baghdad."

The increase in troops is only one part of a three-pronged approach to ending the war in Iraq, he noted.

"Increased troop strength in and of itself is not going to be sufficient," he stressed. "You must have an increase in governance and an increase in economics."

Success in the war on terrorism, Pace said, is not like the success of World War II. The end state will be much more like the current state of a U.S. city, such as Chicago.

"Is there violence here? Yes," he said. "Is there a police force that keeps that violence below a level at which the government can function and the citizenry can go about their daily business? This is what you're looking at with the war on terror. ...

"You'll never stop all terrorist acts," he said. The goal is to have "the security is solid enough so that the government can provide leadership and so the business world can provide jobs so people can prosper."

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Chairman Still Motivated, Inspired by Troops

By Linda D. Kozaryn
American Forces Press Service

May 18, 2007 – What keeps a military man like Marine Gen. Peter Pace, motivated? For the Vietnam veteran with nearly 40 years service who now serves as the military's highest-ranking officer, the answer to such a question is simple: talking to the troops. "Serving the nation's men and women in uniform is not a burden; it's an honor, and I'm proud to have the opportunity to do it," Pace told about 1,000 students and alumni here today attending the 55th annual management conference of the University of Chicago Graduate School of Business.

Following his speech on leadership, Pace answered questions from the audience. He talked about how he keeps his balance, his mentors, ways the public can support the troops and how he makes himself available to the American people.

Since being commissioned in June 1967 after graduating from the U.S. Naval Academy, Pace has served at every level of military command. In September 2005, he became the first Marine to be appointed as chairman of the Joint Chiefs of Staff. In this position, he serves as the principal military advisor to the president, the defense secretary and the National Security Council.

Asked how he balances the daily pressures of his duties in Washington, Pace said he turns to two pictures under the glass on his desk.

One is of Marine Lance Cpl. Guido Farinaro, who died in Vietnam in July 1968 while following the orders of 2nd Lt. Peter Pace. The other is Pfc. Keith Matthew Maupin, declared missing after an April 9, 2004, convoy attack near Baghdad, who up until last week, was the only unaccounted-for soldier in Iraq. Three other soldiers have been missing since a May 12 ambush.

"I keep my balance by remembering my responsibilities," he said. "We work with some incredible young men and women. If I ever start feeling down for any reason, all I've got to do is get up from behind my desk, walk out into the corridor, stop the first person walking by and just talk to him, and that boosts me incredibly."

Asked who his mentors have been, Pace replied that there have been many, so he would only name a few. The first he chose to mention were the young men like Farinaro who served under him in combat and died.

"It is their sacrifice for this country that has kept me on active duty," he said. "When I question how I serve or whether I should serve, the memory of what I owe them is very strong in what I decide to do next."

Pace said a Marine captain named Chuck Meadows taught him to make decisions. He also noted that he'd worked for former Army Chief of Staff Gen. Dennis Reimer when Reimer was a two-star general in Korea.

"He invested his leadership time in helping me understand my potential," Pace said. "Every chance he has had a chance to say something nice about me, to be supportive of me, to point people in my direction, he has done."

Pace said he tries to give back in return the help and guidance he's been given by Meadows, Reimer and others to the young people coming up in the military today.

When a woman asked how people could best support the troops, Pace replied, "You just did."

"Whenever I travel to see the troops," he explained, "they ask, 'Are the American people still with us?' Not, 'What do the people think about the war we're in?' But, 'Do they still value our service as military men and women?'

"And it's questions like (yours) and other comments of support that I've gotten here so far today, that allows me to tell them, 'Absolutely.'"

There are many ways to show support for the troops, he added. When people thank troops they see at the airports, it resonates. When people send packages, when school children send notes and letters, that word gets out.

For specific ways to show support, he told the audience to go to www.AmericaSupportsYou.com, a Defense Department Web site that lists home-front groups that help support the troops. In Chicago, for example, he said, people can help the Marine Corps Law Enforcement Foundation, which gives the children of fallen servicemembers scholarships.

"Thank you for asking that question," Pace told the woman. "Retention and recruiting in the armed forces right now is solid, but it is fragile." He said the troops believe in the mission they've got, and "they believe the American people appreciate their service even if they don't agree on the specifics of the conflict."

When one member of the audience asked Pace if he wouldn't be better off back in Washington dealing with the war than here talking with business leaders, the slightly stunned audience broke out in chatter. But the chairman wasn't taken aback.

"I've already learned a couple of things today that, had I not come here, I would not know," he replied.

Prior to giving his speech, he noted that he'd met first with a small group of military veterans now associated with the school and then with a group of student leaders. In both of those forums, he said, he had question-and-answer periods that helped him better understand some issues.

"Each of us have to divide our time in ways that we feel are beneficial," Pace said. "I need to determine how best to spend my time, to include how much of my time I should make myself available to the citizens of the United States to be able to ask me their questions in forums like this outside of Washington, D.C.

"For me, this is time well spent, because I am learning and I'm also making myself available to the American people, as I believe our senior leadership should do," he concluded.

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Gates Commissions ROTC Cadets at White House

By Sgt. Sara Wood, USA
American Forces Press Service

May 17, 2007 – The nation's leaders gathered today to recognize a group of young people taking the first step toward leading America's soldiers, sailors, airmen and Marines. Defense Secretary Robert M. Gates commissioned 55 ROTC cadets and midshipmen today at the White House in a ceremony attended by President Bush and other political and military leaders.

The new officers represent all 50 states, four territories and the District of Columbia. This is the first time a joint ROTC commissioning ceremony has been held, and the first time a defense secretary has administered the oath of commissioning. Previously, the law required a commissioned military officer to administer the oath, but a change in the 2007 National Defense Authorization Act allows the president, vice president or secretary of defense to administer the oath of commission or enlistment.

Family members of the ROTC participants gathered in the East Room as Gates led them in their oath to "support and defend the Constitution of the United States against all enemies foreign and domestic."

"We gather at a solemn moment for this country," Bush said before the officers took their oath. "Many of you were still in high school when terrorists brought death and destruction to our streets on September the 11th, 2001. You were high school students. And yet, some of you understood that the cause of freedom would soon depend on your generation's willingness to step forward to defend it. And when it came time to be counted, each of you volunteered, knowing full well the risks involved during a time of war. As your commander in chief, I salute your decision to serve, and I congratulate you on a fine achievement."

The ROTC program is rooted deep in American history as a way to prepare men and women of leadership and ability to lead the armed forces, Bush noted. The program teaches young people about honor, courage and the expectations of military officers, he said. The scholarship funds for ROTC are provided willingly by the American people, Bush said, "and in return they ask one thing: when their sons and daughters are put in harm's way, they will be led by officers of character and integrity."

Bush thanked the young officers for the sacrifices they made to earn their commissions, noting that some of the students went to schools that didn't have ROTC programs. These students had to endure long commutes and received little recognition for their training and achievements, he said.

"Your university may not honor your military service, but the United States of America does," Bush said. "And in this, the people's house, we will always make a place for those who wear the uniform of our country."

Bush told the officers that soon they may have the lives of young troops in their hands and reminded them to keep their heads held high and be proud of their service.

"Bring honor to the uniform. Set high standards for yourself. Do not ask of those under your command anything that you would not ask of yourselves," Bush told the officers. "If you do all these things, your career will take care of itself, your service will be a source of pride, and you will help build a safer and more hopeful world for your fellow citizens."

After the officers took their oath, Gates pinned their new military rank on each one. The new officers, 16 of them women, hail from all ethnic backgrounds and areas of the country. There were also officers representing Guam, American Samoa, Puerto Rico, Panama and the U.S. Virgin Islands.

The commissioning was part of continued activities in May recognizing National Military Appreciation Month.

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Navy Names Two New Guided Missile Destroyers

Secretary of the Navy Donald Winter has announced the names for the U.S. Navy's two newest Arleigh Burke class guided-missile destroyers to honor two American heroes famous for their naval service.

DDG hull number 110 will be named the USS William P. Lawrence to honor Vice Adm. William P. Lawrence, who served nearly six years as a prisoner of war (POW) in North Vietnam and later as superintendent of the Naval Academy.

Lawrence was born Jan. 13, 1930, in Nashville, Tenn. He graduated from the U.S. Naval Academy in 1951. At the Naval Academy, he played three varsity sports and was president and brigade commander, in which capacity he helped establish the Brigade Honor concept. He graduated from the Naval Air Test Center as an honor graduate and in 1958 was the first naval aviator to fly twice the speed of sound.

During the Vietnam War, as commanding officer of Fighter Squadron 143, Lawrence earned the Silver Star for a strike against a heavily defended target in North Vietnam. He completed his mission, but was captured after his aircraft went down and he remained a POW until March 1973. He earned the Distinguished Service Medal for his leadership to fellow POWs. Along with fellow prisoner and naval aviator, Vice Adm. James Stockdale, Lawrence became noted for resistance to his captors. Stockdale remarked that Lawrence, "repeatedly paid the price for being perceived by the enemy as a source of their troubles through his high crime of leadership. He could not be intimidated and never gave up the ship.

In August 1978, he became superintendent of the Naval Academy and subsequently served as commander Third Fleet and chief of naval personnel. Following promotion to rear admiral in 1974, he served as: commander, Light Attack Wing, U. S. Pacific Fleet; director Aviation Programs Division on the staff of the chief of naval operations; assistant deputy chief of naval operations (air warfare); superintendent, U.S. Naval Academy; commander, U. S. Third Fleet in the Pacific; and chief of naval personnel, retiring in 1986.

DDG hull number 111 will be named the USS Spruance to honor Adm. Raymond A. Spruance, whose calm and decisive leadership in command of Task Force 16 at the Battle of Midway contributed to the pivotal American victory.

Spruance was born in Baltimore, on July 3, 1886. He graduated from the U.S. Naval Academy in 1906.. His career was extensive, including command of five destroyers and the battleship Mississippi.

In the first months of World War II in the Pacific,. Spruance commanded a cruiser division. He led Task Force 16, with two aircraft carriers, during the Battle of Midway. Spruance's disposition of forces and management of available aircraft proved to be brilliant. His decisions during that action were important to its outcome, which changed the course of the war with Japan.

After the Battle of Midway, he became chief of staff to the commander in chief, U.S. Pacific Fleet and Pacific Ocean Areas and later was deputy commander in chief. In mid-1943, he was given command of the Central Pacific Force, which became the Fifth Fleet in April 1944. While holding that command in 1943-45, with the USS Indianapolis (CA-35) as his usual flagship, Spruance directed the campaigns that captured the Gilberts, Marshalls, Marianas, Iwo Jima and Okinawa and defeated the Japanese fleet in the June 1944 Battle of Philippine Sea.

Spruance held command of the Pacific Fleet in late 1945 and early 1946. He then served as president of the Naval War College until retiring from the Navy in July 1948. In 1952-55, he was ambassador to the Philippines. Spruance died at Pebble Beach, Calif., on Dec. 13, 1969.

The USS William P. Lawrence and the USS Spruance will provide dynamic multi-mission platforms to lead the Navy into the future. Using a gas turbine propulsion system the ship can operate independently or as part of carrier battle groups, surface action groups, amphibious ready groups, and underway replenishment groups. Combat systems center around the Aegis combat system and the SPY-lD, multi-function phased array radar. The combination of Aegis, the Vertical Launching System, an advanced anti-submarine warfare system, advanced anti-aircraft missiles and Tomahawk, the Arleigh Burke-class continues the revolution at sea.

For more information on Arleigh Burke class destroyers, visit
http://www.navy.mil/navydata/fact_display.asp?cid=4200&tid=900&ct=4

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Law Enforcement Technology and Training

2007 Technologies for Critical Incident Preparedness Conference and Exposition

Presented by:
The U.S. Departments of Justice (DOJ), Homeland Security (DHS) and Defense (DoD)

Hosted by:
DOJ's Office of Justice Programs' National Institute of Justice, DHS's Science and Technology Directorate, and DoD's Office of the Assistant Secretary of Defense for Homeland Defense and Americas' Security Affairs.

This 9TH annual conference provides DOJ, DHS and DoD the opportunity to highlight the technology and training tools currently available and being developed for the emergency responder community and to elicit responder technology requirements. This conference will provide a forum for responders to discuss best practices and exchange information. Expected to draw 1,500 attendees and 150 exhibits, this three-day conference will bring together key leaders and decision makers--offering responders, business and industry, academia, and Federal, State, tribal and local stakeholders a unique forum to network, exchange ideas, and collaboratively address critical incident technology and preparedness needs, protocols, and solutions.

Supported by:
FBI Law Enforcement Executive Development Association (LEEDA)
InterAgency Board for InterOperability and Standardization (IAB)
International Association of Chiefs of Police (IACP)
National Sheriffs' Association (NSA)
National Emergency Management Association (NEMA)
National Law Enforcement and Corrections Technology Center (NLECTC)
Public Safety and Security Institute for Technology (PSITEC)
Technical Support Working Group (TSWG)
US Army Natick Soldier Research Development and Engineering Center (NSRDEC)

Dates/Location:
November 6-8, 2007,
San Francisco, CA

Venue:
San Francisco Marriott
55 Fourth Street
San Francisco, CA 94103-3199
P: 415.896.1600
Group reservations available in early June at www.ctc.org. The Federal per diem (currently $140/night*) will be available for all attendees, space permitting. Please check back at this website for a link to Marriott reservations in early June.
* subject to change on 10/01/07

Attendees:
Attendee registration is FREE for the 9th Annual Technologies for Critical Incident Preparedness Conference and Exposition. Attendance is limited to 1,500. Registration available in early June at www.ctc.org. Please check back!

Exhibitors:
Exhibit booths will be sold by the Marriott and managed by CTC, with booth sales opening in early June. Booth pricing: $1,800 for Federal government/non-profit/academia and $2,050 for private sector/industry/other; booths will be sold on a first-come basis. The exhibit hall will accommodate 96 booths; all booths will be 10'x 10'. Advance sales or reservations will not be accepted. Please check back at www.ctc.org in early June for booth sales and additional information.

DRAFT Daily Agenda (subject to change):
Monday, 11/05/07
3:00pm - 7:00pm
Conference Registration Open
Tuesday, 11/06/07
7:00am - 5:00pm
Conference Registration Open
7:30am - 5:00pm
Federal Demonstration Area Open
8:30am - 11:00am
Opening/Keynote/General Session
11:00am - 1:00pm
Federal Demonstration viewing/Lunch (on your own)
1:00pm - 2:30pm
5 Concurrent Breakout Sessions
2:30pm - 3:30pm
Break
3:30pm - 5:00pm
5 Concurrent Breakout Sessions
5:00pm - 7:00pm
Exhibit Hall Opening Reception (hosted by Marriott)
Wednesday, 11/07/07
8:00am - 9:00am
Continental Breakfast
8:00am - 5:00pm
Exhibit Hall Open (except during lunch)
9:00am - 11:00am
Keynote/General Session
8:00am - 3:30pm
Federal Demonstration Area Open (except during lunch)
11:00am - 12:30pm
Break/Exhibit & Federal Demonstration viewing
12:30pm - 2:00pm
Lunch/Keynote
2:00pm - 3:30pm
Break/Exhibit & Federal Demonstration viewing
3:30pm - 5:00pm
5 Concurrent Breakout Sessions
Thursday, 11/08/07
7:30am - 8:30am
Continental Breakfast
7:30am - 3:30pm
Exhibit Hall Open
8:30am - 10:30am
General Session/Keynote
10:30am - 1:00pm
Exhibit & Federal Demonstration viewing/Lunch (on your own)
1:00pm - 3:00pm
5 Concurrent Breakout Sessions

DRAFT Session Topics (subject to change):
Pandemic Preparedness and Response
Securing our Borders
Lessons Learned in Preparedness/Response to Natural Disasters
Food Chain Safety and Security
Information and Intelligence Sharing
Weapons of Mass Destruction
Special Operations
Federal Resources for State and Local Emergency Responders
Cyber Security Tools and Resources
Response and Recovery
Incident Commander Software Training Demonstration
Personal Protective Equipment
Transportation Security
Communications Interoperability
SAFETY Act
Simulation and Training
School Security
DoD's Role in Supporting Homeland Security
Critical Infrastructure Protection

Speakers:
Speaker applications will be available in early June and accepted until August 15th. Please check back at www.ctc.org in early June for more information and to download the speaker application. Early submissions will not be accepted.

For more info.: mcook@ctc.org

Article sponsored by police officers who have written books on law enforcement jobs; as well as those involved in writing on leadership.

Cheney Notes 'Greater Sense of Urgency' Among Iraqi Leaders

By John D. Banusiewicz
American Forces Press Service

May 9, 2007 – After meeting with Prime Minister Nouri al-Maliki and other Iraqi leaders in Baghdad today, Vice President Richard B. Cheney said he noticed "a greater sense of urgency now than I'd seen previously" on the part of those leaders to meet their obligations toward continuing the country's progress. Cheney stopped in Baghdad for a previously unannounced visit to kick off a weeklong tour of the Middle East that will also include stops in the United Arab Emirates, Saudi Arabia, Egypt and Jordan.

In his meetings with Iraqi leaders, Cheney emphasized the importance of making progress not only on security issues, but also on the political issues pending before the Iraqi government, he said.

"I think they recognize that it's in their interest as well as in our interest that they make progress on the political front just as we deal with the security issues," Cheney said.

The Iraqi leaders believe progress is being made, he said.

"I can say that, based on the conversations I've had today -- and most of those conversations were with Iraqis and Iraqi leaders, some of them in the government, some of them not -- that they believe the situation has gotten better," Cheney said.

Specifically, he added, the Iraqi leaders noted that sectarian violence between Sunnis and Shiites "has curtailed very dramatically."

Still, the vice president said, Iraq's leaders know much remains to be done.

"I think everybody recognizes there still are serious security problems, security threats -- no question about it," he said. "But the impression I got from talking with them -- and this includes their military as well as political leadership -- is that they do believe we are making progress, but we've got a long way to go."

Army Gen. David H. Petraeus, commander of Multinational Force Iraq, told reporters that Iraq's civilian and military leaders know what they're up against and are committed to the task at hand.

"I think one of the interesting messages that the vice president heard today from the Iraqi leaders and from the Iraqi military leadership in particular was their absolute determination to carry forward in the face of very significant terrorist activity," the general said.

All the Iraqi leaders who met with Cheney today noted the turnaround in Iraq's Anbar province, where citizens previously aligned with enemy fighters now are helping to rid the province of terrorists, Petraeus said.

"All of them actually singled out Anbar province and the really dramatic shift in the Sunni population in Anbar province against al Qaeda Iraq in recent months as a heartening sign and actually as an example that they are encouraging be followed in other areas with similar populations," he said.

Article sponsored by police officers who have written books on law enforcement jobs; as well as those involved in writing on leadership.

Limb Deficient Youth Earns Eagle Scout Award

May 9, 2007 (San Dimas, CA) On May 26, 2007, Zachary James Foster will be honored for having earned the Eagle Scout award, the highest advancement rank in Scouting. Only 2 in 100 scouts will achieve the rank of Eagle Scout. This is especially significant since Zach did it with only one arm; he was born missing his right forearm. That obviously did not stop him. As a member of Boy Scout Troop 423, Zach has earned merit badges in such taxing physical skills as canoeing, rowing, swimming, and horseback riding. He also completed the arduous Mile Swim twice. With the use of a prosthesis, he has rappelled down cliffs, gone rock climbing, boulder jumping, practiced archery, gymnastics and learned to tap dance.

To earn the Eagle Scout rank, a boy scout must fulfill requirements in the areas of leadership, service, and outdoor skills by earning at least 21 merit badges. Zach earned 24 merit badges. Not satisfied with just scouting, he volunteers for “A Touch of Love,” a support group for limb deficient children, and for Congressman David Drier’s office. Zach is a member of the nationally acclaimed Bonita High School Chamber Singers, has taken mostly Honors or Advanced Placement classes in high school, has learned to read and write Spanish fluently, is in the Bonita Book and Kung Fu Movie Clubs. Zach is now teaching himself Japanese because he is also in the Anime Club.

Zach’s Eagle Ceremony will be held on Saturday, May 26, at 11:00 a.m., at the Via Verde Country Club in San Dimas. For more information on limb deficient support groups, contact “A Touch of Love” at 1(800) 493-5462. For more information on scouting, contact San Gabriel Valley Council at (626) 351-8815.

ASSESSMENT CENTER PREPARATION

Police-Fire-Corrections
Leadership & Management Development Course
June 9-10, Saturday & Sunday, 2007
San Diego, CA
Registration: $450
Hotel Reservations:
Doubletree Hotel (Mission Valley), 7450 Hazard Center Drive,
San Diego, CA 92108 Hotel phone: (619) 297-5466
http://www.doubletree.com/en/dt/hotels/index.jhtml?ctyhocn=SDGO-DT

Since 1990, KSA, Ltd. has specialized in teaching the supervision and management skills necessary to prepare for an Assessment Center, promotional tests, and to be successful as a new supervisor, manager or command officer.

Rick Michelson, Director of KSA, is the author of “PREPARING FOR PROMOTION - A Guide for Public Safety Assessment Centers” and “Preparing Future Leaders for Tomorrow: Succession Planning for Police Leadership” in the June 2006 issue of Police Chief Magazine.

By using interactive performance based scenarios, and utilizing proven assessment center methods and promotional interview techniques, we’ll help you to:

Demonstrate your transferable skills and personal values and ethics during an interview, assessment center or any performance based scenarios

Link the job dimensions of the new job from your previous related transferable experience(s)

Conduct a successful subordinate counseling session meeting all objective(s)

Write and orally present at a command briefing, city council/board meeting, etc. training briefing, media event, or community meeting (with minimal prep time)

Facilitate group discussions and enhance your Meeting management skills and achieve the objective(s)

Understand the assessment center rating and ranking system, with feedback on your performance!

Practice working through an “In-basket”

Learn and apply effective: delegation techniques; project management, team building, and conflict resolution skills

Coach and mentor everyone from the marginal performer to the seasoned veteran
Develop a succession plan for your command

For reservation information go to:

http://assessmentcenter.org/

Article sponsored by Criminal Justice online leadership as well as police and military personnel who have authored books.

Leadership Key to Troop Mental Health

By Sgt. Sara Wood, USA
American Forces Press Service

May 4, 2007 – The military has a robust system in place to deal with mental health issues, but longer and more frequent deployments are causing strain on servicemembers, a Defense Department study has found. The fourth Mental Health Advisory Team survey, MHAT IV as this survey was called, was conducted in August and September. For the first time, the survey included Marines in the study group. The MHAT was composed of behavioral health professionals who deployed to Iraq and surveyed soldiers, Marines, health care providers, and chaplains, Army Maj. Gen. Gale Pollock, the acting surgeon general of the Army, told reporters at the Pentagon.

The MHAT IV team found that not all soldiers and Marines deployed to Iraq are at equal risk for screening positive for a mental health symptom, and the level of combat is the main determining factor of a servicemember's mental health status, Pollock said. For soldiers, deployment length and family separation were the top non-combat deployment issues, whereas Marines had fewer non-combat deployment issues, probably because of their shorter deployment periods, she said.

The team recommended behavioral outreach efforts that focus on units that are in theater longer than six months and determined that shorter deployments or longer intervals between deployments would allow soldiers and Marines better opportunities to reset mentally before returning to combat.

Pollock said these findings contributed to the Army's decision to extend combat deployments to 15 months, because it gave the units waiting to deploy more time at their home stations. Congress has authorized the Defense Department to increase the strength the Army, she noted, which will help increase time at home between deployments for soldiers.

Fifteen-month deployments will be stressful for servicemembers, Pollock acknowledged, and that's why it's important for leaders to be trained in behavioral health issues.

"We've got more attention now on the importance of leadership, and I think that's one of the strengths that the team really identified, is that with good leadership, even when people may have a bad thought, they don't act on that thought," she said. "So it's very important that we ensure that the young leaders have the training so they know how to support the troops that depend on them."

For the first time since the MHAT program was started in 2003, this assessment included questions about battlefield ethics, Pollock said. Of those surveyed, 10 percent of soldiers and Marines reported mistreating noncombatants or damaging property when it was not necessary, she said.

The survey also found that only 47 percent of soldiers and 38 percent of Marines agreed that noncombatants should be treated with dignity and respect. More than one-third of all soldiers and Marines reported that torture should be allowed to save the life of a fellow soldier or Marine, and less than half of soldiers or Marines said they would report a team member for unethical behavior.

In the report, mistreating noncombatants was defined as either stealing from a noncombatant, destroying or damaging property when it wasn't necessary, or hitting or kicking a noncombatant.

These findings may seem alarming, Pollock said, but it is important to keep them in perspective. These troops have been seeing their friends killed and injured, and anger is a normal reaction, she said. However, what's important to note is that the troops who had these thoughts did not act on them and actually mistreat any noncombatants.

"What it speaks to is the leadership that the military is providing, because they're not acting on those thoughts," she said. "They're not torturing the people. And I think it speaks very well to the level of training that we have in the military today."

Other key findings of the report include:

-- The 2006 adjusted rate of suicides per 100,000 soldiers in Operation Iraqi Freedom was 17.3 soldiers, lower than the 19.9 rate reported in 2005, but higher than the Army average of 11.6 per 100,000 soldiers.

-- Soldiers experienced mental health problems at a higher rate than Marines.

-- Deployment length was directly linked to morale problems in the Army.

-- Leadership is key to maintaining soldier and Marine mental health.

-- Both soldiers and Marines reported at relatively high rates -- 62 and 66 percent, respectively -- that they knew someone seriously injured or killed, or that a member of their team had become a casualty.

-- Only 5 percent of soldiers reported taking in-theater rest and relaxation leave, although the average time deployed was nine months.

-- Multiple deployers reported higher acute stress than first-time deployers. Deployment length was related to higher rates of mental health problems and marital problems.

-- Current suicide prevention training is not designed for a combat environment.

-- Behavioral health providers require additional combat and operational stress-control training prior to deploying to Iraq.

Since the MHAT IV report was presented to the Multinational Force Iraq commander and service leaders in November, the Army and Marines have implemented changes to improve behavioral health care, Pollock said. The Army has revised teaching curriculum and operational training to include more focus on Army values, suicide prevention, battlefield ethics, and behavioral health awareness in all junior-leader-development courses, she said.

The Marine Corps has been developing deployment-cycle training since 2003, said Navy Capt. William P. Nash, coordinator of the Combat/Operational Stress Control Branch of the service's Manpower and Reserve Affairs directorate. Marines, leaders and families all receive training in identifying, managing and preventing mental health problems, he said.

Article sponsored by Criminal Justice online leadership as well as police and military personnel who have authored books.

Top Military Installations Lauded at Pentagon

By Sgt. Sara Wood, USA
American Forces Press Service

May 4, 2007 – The top installations from each of the military services and the Defense Logistics Agency were lauded today at the Pentagon for their superior mission support. Deputy Defense Secretary Gordon England presented the Commander in Chief's Annual Awards for Installation Excellence, highlighting the facilities' superior performance at a time when the nation faces a worldwide strategic threat from terrorism.

"This is an especially critical time for the country, and it is a time like this that requires great leadership," England said at a ceremony honoring the recipients. "It requires great leadership starting with the president of the United States and the secretary of defense and all the great people that we have in the Pentagon, but it takes leadership throughout the organization. It takes leadership at every single level of our organization and every single place in our organization."

This year's awardees were U.S. Army Garrison Japan, at Camp Zama, Japan; Marine Corps Air Ground Combat Center Twentynine Palms, Calif.; Naval Submarine Base Kings Bay, Ga.; Mountain Home Air Force Base, Idaho; and Defense Supply Center Columbus, Ohio.

This was the first year that the four military installations received the award. The Defense Supply Center Columbus, however, has received the honor five times over the years. Each installation was chosen for its exemplary support of Defense Department missions and for providing excellent working, housing and recreational conditions.

England emphasized that the award is not just recognizing the leadership, but also the people who make the installations function every day. "Any time you have an opportunity to say thanks to people for a job that's extraordinarily well done, it's an opportunity you never pass up, because at the end of the day, that's what this organization's all about," he said. "It's about joint civilian-military teams; it's that teamwork behind the lines that allows our people to do their jobs at the front lines."
President Ronald Reagan created the Commander in Chief's Annual Award for Installation Excellence in 1985. The Defense Logistics Agency was added to the competition in 1988. Recipient installations receive a trophy, an "Installation Excellence" flag, and a letter signed by President Bush.

Article sponsored by Criminal Justice online leadership as well as police and military personnel who have authored books.

Marine Entry-Level Training to Go 'Back to Basics,' General Says

By John J. Kruzel
American Forces Press Service

May 3, 2007 – Marine entry-level training will reinvigorate its values-based approach, a top Marine official said here yesterday. At both Marine Corps Recruitment Depots -- in Parris Island, S.C., and San Diego -- senior drill instructors will hold "footlocker classes" with enlistees to strengthen the mentor-scholar relationship, Marine Maj. Gen. George J. Flynn, the commanding general of the Corps' Training and Education Command, told reporters at the Pentagon.

"The senior drill instructors will have their troops literally sit on the footlockers and will have that father-son, mother-daughter talk that really instills those values," he said. "That's where a lot of the values get reinforced and introduced to the recruits."

Discussion topics will depend on when the sessions occur during boot camp, and Flynn said talks could range from what new recruits might experience when first arriving to a unit and what leadership they can expect, to financial advice and how young Marines should behave during leave. Senior drill instructors soon will receive a guide on how to approach these footlocker sessions, he added.

Flynn said Marine Corps Commandant Gen. James T. Conway spurred the re-examination of entry-level training. "This stemmed from his belief that the transformation from civilian to Marine is a national treasure and one that we must preserve and guard," he said.

In addition, the Corps is considering an additional week of infantry training for both infantry and noninfantry Marines, which would likely include crew-served weapons training, plus convoy and counter-improvised-explosive-device training.

In about a month, officials at Marine Manpower and Reserve Affairs should render their judgment on whether the additional week is feasible. "All these things would provide a better-trained Marine to the operating forces," Flynn said.

The general also announced a scheduling change to the 12-week Marine boot camp, involving the 54-hour endurance exercise Marines call "The Crucible." In May, recruits at Parris Island will undergo the crucible in week 11, instead of week 10, and in October the crucible exercise in San Diego will move from week eight to week 11.

"We want to make The Crucible the true culminating event that it was originally designed to be," he said. "At the end of this 54-hour event, you will be recognized as earning the right to be called a United States Marine."

The 12th and final week of training will be called "Marine Week," Flynn said.

"It's a transition from going to a very restrictive environment to learning about how you are going to function in the Marines when you reach the operating forces," he said. "You're going to get accustomed to the leadership that you're going to experience out in the fleet and also understand the role of (noncommissioned officers) and staff NCOs other than being drill instructors."

Borrowing a quote from former Marine Commandant Lt. Gen. John A. Lejeune, Flynn said, "An individual should be better off for their service."

"And that's really what this is all about," he said. "It's a recommitment."

Article sponsored by Criminal Justice online leadership as well as police and military personnel who have authored books.

Civilian Leaders Impressed With Servicemembers' Role Overseas

By Carmen L. Gleason
American Forces Press Service

April 30, 2007 – After traveling nearly 18,000 miles to see the young men and women of the U.S. armed forces in Southwest Asia, members of the Joint Civilian Orientation Conference 73 have come away from the experience with a heightened respect for those who are serving the nation. The 45 participants were civic and business leaders from around the country who covered their own expenses to join in the Defense Department's oldest public affairs program by visiting servicemembers from each branch to learn more about the military's role in operations in the U.S. Central Command area of responsibility.

The weeklong tour began at the military's headquarters at the Pentagon before moving on to Djibouti, Bahrain, Kuwait and other bases in Southwest Asia, including a visit to the USS Dwight. D. Eisenhower in the Arabian Gulf.

"I hope that this trip will expand the way you view liberty and freedom," said JCOC co-host Allison Barber, deputy assistant secretary of defense for internal communications and public liaison, at the start of the trip. "(The war on terror) is not just a military solution; it's broader than that. It's also an economic, intelligence and coalition solution."

During their whirlwind trip, participants heard from both the most senior military leaders at each location and individual troops who are carrying out the nation's mission. They had the chance to fire weapons, ride in Humvees, land on a naval aircraft carrier, and experience a little of the training servicemembers go through in preparation for deployments.

They were also given briefings on how the United States is working with allies to bring security and stability to countries in an effort to help build economic and governmental independence.

The majority of the trip's participants had little to no previous interaction with the U.S. military, and while they are leaders from a variety of backgrounds -- finance, sports, entertainment, political, academic and business industries -- they all said they wanted a better context of the nation's role in the Middle East.

"The knowledge one gains from being an alert reader from media and books doesn't compare with the immersion experience we've had over the past week," said Ann Brownwell Sloane, who is the chief executive officer and owner of Sloane and Hinshaw, Inc., a company that provides planning, administrative and counseling services to U.S. and overseas grant-making foundations and individual philanthropists. "I wish everyone could have this experience," she said.

Sloane said she feels that most Americans haven't taken on any burden of this war. "I find it dismaying that people will walk away from their television sets because they aren't connecting with the messages of the leadership on our role (in the Middle East)," she said.

JCOC participant John Turner, an associate with the management consulting firm McKinsey & Company, said the trip has given him a different perspective on the U.S. military's role in the region.

"I am impressed with the way information has been integrated into the modern military," he said. "It also makes me understand the agenda of the governments in the region a little better."

Turner works with major media companies in the Middle East and Europe. Through an International Affairs Fellowship from the Council on Foreign Relations, he has also worked with the State Department on economic, political and educational reform in the Middle East.

"We have gotten a lot of context from this trip," Turner said. "Now when we read these stories in the media, we'll better understand the peripheral and cultural impacts on the area."

The U.S. military has been using the research from JCOC participant Amy Coen's organization, Population Action International, in its leadership schools to better understand the impact of age, poverty levels and education on urbanization and civil conflict between nations.

Coen said she wanted to participate in the trip to gain more insight into how the military is working with societies to develop better governance, security and growth strategies in underdeveloped countries.

"I think the military understands the importance of developing friendships to create environments for positive change," she said.

Coen said she was deeply touched by the bravery, commitment and patriotism of soldiers on the ground. "I had no idea how hard this job was and miserable it is, in terms of heat and fear," she said after going through a convoy exercise where soldiers train on detecting improvised explosive devices. "To have to daily go through these physical and psychological demands; I'm utterly impressed with our military."

Other trip participants were equally affected by the dedication of the young men and women serving so far from home. Many formed personal friendships with troops and were moved to tears when interacting with them on an individual basis.

Wal-mart Foundation Community Program Development Manager Kathleen Cox has worked on numerous military outreach programs since the terrorist attacks of Sept. 11, 2001, to communicate her company's dedication and support of the U.S. military. However, she said she didn't realize how much the trip would touch her on a personal level.

Although she came on the trip armed with hundreds of phone cards to pass out to all troops with whom she interacted, she also had the opportunity to interact with National Guard troops from near her hometown of Bentonville, Ark.

"They were so thankful for the phone cards, but the words of thanks and hugs from us meant so much more to them," she said. "Even though we weren't able to see each and every soldier, I hope the message will get to others about how much we appreciate what they're doing over here."

Oklahoma Secretary of State Susan Savage said she was in awe throughout the trip.

"It never dawned on me that my visit could boost the morale of these troops," she said. "This was the best experience."

Whenever Savage would learn that servicemembers in an area were from her home state, she would take the time to seek them out and get information so that she could get in touch with their families once she got back home.

"You guys are inspirational. It's great to come out here and learn what you are doing so far from home," Savage told Army Spc. Dustin Ackerman, a Tulsa, Okla., native, when she met him on a training range in Kuwait.

Ackerman also had the opportunity to interact with the President of Fat Brain Toy Company, John Batcher. The soldier had recently placed an order for kites from the company to be shipped to Kuwait. When he saw Batcher's name on the list of visitors to the area, he left a letter for Batcher telling him who he was. Batcher worked with leaders in the area to meet Ackerman. He and the soldier flew one of the kites together on the training range.

"This has made my year right here," Ackerman said after meeting Batcher and Savage.

"That's what JCOC is all about," Batcher said. "It's to make soldiers feel good and let them know we support them."

Batcher also took down the names of soldiers' children throughout the trip so he could send them toys from his company as a show of appreciation for their service to the nation.

The JCOC trip has other participants brainstorming on what they can do to show support for America's men and women in the armed forces.

Kelli Johnson, president of ACE Clearwater Enterprises, an engineering and manufacturing firm in Torrance, Calif., said that she and other participants are planning to come together to do something "meaningful" in support of the nation's military.

"It's our obligation," she said. "We're not exactly sure what that is at the moment, but how can we say, 'We're here for you and support you' but then go back home and do nothing?"

"I am so incredibly impressed with this entire trip," Johnson said. "I am humbled, inspired and proud of our troops. They make me proud to be an American."

Article sponsored by Criminal Justice online leadership as well as police and military personnel who have authored books.