Academic literature on the topic 'United Community Defense Services'

Winning the war on the home front and overseas meant that citizens of different races, religions, and ethnic appellations needed to work together peacefully in the “arsenal of democracy.” Prior to America's entrance into the war, community leaders recognized that selected social problems must be addressed in order to promote domestic harmony and boost urgently needed defense production in war communities. Instead of viewing the war years as distracting community interest from social problems, social welfare organizations pressed localities to acknowledge and act to alleviate ongoing difficulties that presented themselves, sometimes in dramatic fashion, as serious obstacles to the war effort. Race riots in Harlem and Detroit, the “zoot-suit” struggles on the West Coast, “khaki-wacky” girls who chased after servicemen, the erosion of child labor laws, significant population shifts across the nation, and a record number of teenage dropouts highlighted the structural cracks in American society. Clear understanding of the expedient nature of wartime social work mobilized efforts to establish national and local strategies that would enable wartime programs to continue into the postwar era.

This article investigates National Defense Education Act and National Defense Education Act-related calls in the late 1950s for the training of guidance counselors, an emergent profession that was to play an instrumental role in both the measuring and placement of students in schools by “intelligence” or academic “ability”. In analyzing this mid-century push for more guidance counseling in schools, this article will first explore a foundational argument for the fairness of intelligence testing made by Educational Testing Service psychometrician William Turnbull in 1951, and then later taken up and employed by other National Defense Education Act-era advocates of testing and grouping. Secondly, this analysis will proceed to National Defense Education Act expert testimony, examining here assertions of the necessity of guidance counseling in schools, and an emergent and shared vision articulating the role guidance counseling was supposed to play in school life. A pattern or structure to this vision emerges here. According to its advocates, guidance counseling would not only inform the self-understanding of the measured individual, but it would also work to condition the ideology of individual intelligence across numerous layers of social life around the student: through peer group, through teachers and school administrators, and finally through home, family, and the wider community.

Overweight and obesity continues to be a significant public health burden in the US and particularly among military personnel. Although the US Department of Defense mandates standardized physical activity requirements for military members, incidence and prevalence of overweight and obesity among military personnel continue to increase. Each military department controls their own interventional strategies for physical fitness and weight control. However, unique challenges such as geographic transients, lack of central standardization and empirical efficacy data across military departments, and chronic stress associated with military service adversely affect program outcomes. This brief narrative report explores overweight and obesity interventions among military populations from 2006 to 2016 and includes programmatic reviews of eight overweight and obesity interventions: The Prevention of Obesity in Military Community; Health Eating, Activity, and Lifestyle Training Headquarters (H.E.A.L.T.H); ArmyMOVE!; L.I.F.E.; Look AHEAD; Nutrition-focused Wellness Coaching; Go for Green; and LE3AN. A majority of these interventions did not report significant weight loss 6 months post intervention, and did not mention a theoretical foundation within the interventions. Further research to examine the importance of theory-based programming is warranted to improve process and outcome objectives.

The author presents the de-classified preliminary findings of the European Commission funded FP7 research project PRIME, dealing with the extremism, radicalization and lone-actor terrorism (also known as “lone wolf terrorism”). The Article provides the partial results of the research devoted to the preparation of portfolio of lone actor extremism counter-measures requirements based on the findings of the review of existing counter-measures used to defend against lone actor extremist events. The Article concludes with a list of recommendations, which shall be considered in order to prevent, interdict and mitigate the threat of lone actor extremism and terrorism and to support public security and safety. These recommendations are based on the extensive consultations with law-enforcement and security services practitioners and Subject Matter Experts of the PRIME Project domain, representing a wide range of areas (police, intelligence, border protection, military, government, civil defence, non-governmental organizations, and the academic community) and different jurisdictions and law practices (several countries of Europe, United States, Canada, India, Japan, Georgia, Mexico, Australia and New Zealand).

In the United States, racialized people are disproportionately selected for punishment. Examining punishment discourses intersectionally unearths profound, unequal distinctions when controlling for the variety of victims’ identities within the punishment regime. For example, trans women of color are likely to face the harshest of realties when confronted with the prospect of punishment. However, missing from much of the academic carceral literature is a critical perspective situated in racialized epistemic frameworks. If racialized individuals are more likely to be affected by punishment systems, then, certainly, they are the foremost experts on what those realities are like. The Black Lives Matter hashtag came about during the aftermath of the George Zimmerman non-verdict in the killing of Trayvon Martin, and it helped to cultivate the organization which turned into a multiracial international movement in defense of Black dignity and humanity. While Black Lives Matter was initially inspired by police violence, it has expanded its reach to include causes beyond police malpractice and brutality. This special issue of The Prison Journal seeks to merge principles associated with Black Lives Matter (as noted on their website) with critical issues endemic to community reentry after incarceration and the racialized and gendered impediments it produces. The empirical pieces included are qualitative to reflect the epistemologies of the affected, as we believe that narratives more powerfully capture these hard-to-reach (or deviant in comparison to the norm) perspectives. This special issue includes articles that critically foreground the voices of formerly incarcerated citizens (including some who are mothers and fathers) and reentry service providers. Importantly, it provides suggestions for new directions in reimagining a more democratic and racially equitable society without current punishment regimes.

The role that the Internet has played in redefining the activities of public sector organizations is well-documented. What has yet to be fully explored, however, are recent collaborations among community-oriented entities (local government agencies, public libraries, and non-profit organizations) to provide enhanced services through innovative uses of information technology. These collaborative community services are enhanced by information technology, but also framed within the context of the organizations supporting the services. Using data from the 2011-2012 Public Library Funding and Technology Access Survey (PLFTAS), and drawing upon ongoing research into e-government partnerships between libraries, government agencies, and community organizations as well as community-based civic engagement initiatives, this paper will frame this issue within the contexts of local e-government in the United States; the relationship between public libraries, e-government, and the Internet; and innovative partnerships between public libraries, local government, and nonprofit entities. The article discusses both best practices and common challenges among these partnerships as a guide to future projects.

This article examines the development of competing forms of fiscal citizenship in Oregon tax-related ballot initiative campaigns between 1970 and 2010. Antitax advocates constructed a “taxpayer identity politics” that positioned a privatized “taxpayer” against representatives of the state, recipients of public services, and public sector unions. In response, a progressive coalition produced an alternative citizen—the “Oregonian,” a socially responsible taxpayer/citizen who supports and defends public services and values a “common good.” “Incipient commoning” emerges as support for “the common good” through discourse about community and belonging that is more and other than, though in relation to, the state. Attention to how “publics” conceive of themselves suggests that concepts like the “the commons” already circulate in the imaginaries and vocabularies of advocates resisting neoliberal policies.

Mental health services are of interest not only because of the large burden they impose, but also because they have been subject to more change than virtually any other type of health service over the past four decades. Although both the US and UK have taken to ‘deinstitutionalisation’ with enthusiasm, the US has so far proceeded somewhat further down that road than the UK. While both countries face similar problems, the NHS and Community Care Act 1990 may now lead to considerable further changes in the UK.

This thesis examines the roles adopted by clinical pharmacists in the United Kingdom (UK), the evidence for the effectiveness of the interventions arising from these roles, and the challenges to and opportunities for future developments in clinical pharmacy. The research was undertaken in four phases: problem definition; national survey of services currently provided; in-depth interviews on roles; and a review of literature on effectiveness. A literature search provided background information on the evolution of pharmacy and of clinical pharmacy, particularly in the UK. These developments in have been set in the context of changes in health care provision and in the roles of the other health care professions and occupational groups. Preliminary interviews, meetings and group work were carried out to facilitate clarification of the research questions and to assist in the choice of methods. Two nationwide postal questionnaire surveys were conducted. One inquired about the provision of clinical pharmacy services to the primary care sector and the other about service provision within secondary care facilities in the National Health Service (NHS). The response rates were 91% and 90% respectively. The results show some diversity in the provision of clinical pharmacy services and provide possible explanations for this variation. Subsequently, semi-structured interviews were conducted with pharmacists, pharmacy technicians, doctors, nurses and managers at eight sites selected to represent different characteristics of hospitals. These qualitative data were analyzed by constant comparison. The results provide a picture of the clinical roles that hospital pharmacists are, and should be, providing. In addition, they indicate the potential barriers to, and opportunities for, future role development. An assessment of the evaluative literature on clinical pharmacy services was undertaken. Most literature is descriptive and much of the evaluative literature has shortcomings. The results present the evidence for the effectiveness of clinical pharmacy services in improving patient care and financial outcomes in the UK NHS. Finally, quantitative information gathered in the questionnaire survey, qualitative information from the interviews and the literature evidence were combined to create models of the future role of the hospital clinical pharmacist in the UK.

The results of the literature review and survey show that tremendous changes have taken place in the United Arab Emirates both in its economic as well as in the provision of health care, since its independence in 1971.  The country has extensive primary health care services that are easily accessible.  The range of services provided includes health promotion, preventive, curative and maternity and child health services. However, the philosophy of primary health care is not generally accepted and the emphasis remains on providing  a curative service and the use of high technology medicine.  There are many other difficulties with the current system including a shortage of manpower; poor co-ordination between primary care and hospital based services; rising cost of health care provision; inadequate provision of health education programmes; inadequately or inappropriately resourced primary health centres; and the lack of reliable and good quality data on primary health care. Several recommendations are made: 1.  Creating a task force dedicated to primary health care and involving all stakeholders in order to identify gaps and deficiencies, make recommendations for improvement and ensure that the recommendations are being implemented. 2.  Emphasising the importance of primary health care in the overall provision of health care. 3.  Establishing a correct balance and a better co-ordination between primary, secondary and tertiary levels of care.  This should include an improvement in the referral and feedback system between primary care and hospitals. 4.  Ensuring the establishment of an effective health education programme aimed at emphasising the  value of primary health care, simple low-cost technology, health promotion and prevention services so minimising the dependence on the use of hospitals and high technology medicine.  This should take into account the different cultural, religious and social backgrounds of both the expatriate community as well as local inhabitants. 5.  Improving the provision of maternal child health care, screening, health promotion, prevention services and the availability of equipment, facilities and resources to enable primary care health professionals to carry out the assessment and management of most common and treatable conditions. 6.  Producing doctors, nurses and other health professionals who will promote health for all people and meet the needs of the society they serve.  This will require a greater collaboration and partnership between medical schools and the Ministry of Health.  7.  Developing a system of continuing professional development with staff training programmes for health professionals, to ensure the maintenance of their competence. 8.  Forming a professional organisation, such as a College or Institute of general practice, in order to identify the professional needs of general practitioners, to represent the specialty on professional matters and on all relevant medical decision making bodies, and to promote professional development at both national and international levels.

CHDS State/Local
Approved for public release, distribution is unlimited
The planning methodologies used today by most U.S. fire departments are excellent for traditional missions, but wholly inadequate for the threats posed by terrorism. Planning in the fire service and the rest of the first responder community historically has relied on a one-dimensional approach that uses a scenario-based planning (SBP) methodology. This thesis argues that the fire service and others in the first responder community will be able to contribute to homeland security missions much more effectively, and efficiently, by switching to specially adapted versions of capabilities-based planning. This thesis proposes a new integrated planning methodology that combines the planning strengths of scenariobased planning, threat-based planning, and capabilities-based planning. The new method identifies capabilities that could be used to manage and mitigate the consequences of the different types of contingencies within the various response spectrums. It allows an organization to perform analysis and efficiency studies to evaluate the different spectrums of contingencies against existing capabilities and create a menu of capabilities necessary for the first responder to respond to all its missions, including immediate threats and terrorism, in the most efficient and cost-effective manner.
Battalion Chief, Fire Department City of New York

Chapter One explores the initial reactions of Japanese and white Christians to the bombing of Pearl Harbor and incarceration of coastal Japanese Americans. Progressive Christians leapt to the defense of Japanese in the United States, but the East Coast leaders of mainline Protestant and Catholic organizations instructed their constituents to cease protests when the military announced its decision to incarcerate all West Coast Nikkei. Many leaders on the West Coast agreed that dissent might limit their ability to provide aid or deemed protest during a time of national crisis inappropriate. While diversity existed within each religious group, this chapter compares the bold, decisive actions of individual Quakers and the American Friends Service Committee, the cooperative inclinations of well-intentioned but cautious Protestant leaders, the independent solutions of Catholics, and the determined perseverance of Japanese Christians. Most Catholics working with Japanese in the United States were affiliated with the Maryknoll mission society, while most Protestant workers were affiliated with Baptist, Congregational, Methodist, Presbyterian, or Episcopalian organizations. The chapter’s narrative focuses on the Christian communities of Seattle, Washington. Gordon Hirabayashi, a local college student, defied the incarceration on Christian grounds, and white Christian leaders helped the Japanese community settle their affairs before the military removed them to temporary assembly centers.

This chapter focuses on the right wing's astonishingly successful efforts to privatize public goods and services. Privatization has been one of the highest priorities of the right wing for many years, and the chapter shows how it threatens both labor and democracy. Intentionally blurring the lines between public and private institutions, private companies and market forces undermine the common good. This chapter documents the history of privatization in the United States, from President Reagan's early efforts to Clinton and Gore's belief in private markets. Showing how privatization undermines democratic government, the chapter describes complex contracts that are difficult to understand, poorly negotiated “public–private partnership” deals, and contracts that provide incentives to deny public services. With huge amounts of money at stake, privateers are increasingly weighing in on policy debates—not based on the public interest but rather in pursuit of avenues that increase their revenues, profits, and market share. Privatization not only destroys union jobs but also aims to cripple union political involvement so that the corporate agenda can spread unfettered. Nevertheless, community-based battles against privatization have succeeded in many localities, demonstrating the power of fighting back to defend public services, public jobs, and democratic processes.

Aim/Purpose: This paper provides the results of the preliminary analysis of the findings of an ongoing study that seeks to examine the social media use, cultural and political awareness, civic engagement, issue prioritization, and social activism of Gen Z students enrolled at four different institutional types located in the Mid-Atlantic region of the United States. The aim of this study is to look at the group as a whole as well as compare findings across populations. The institutional types under consideration include a mid-sized majority serving or otherwise referred to as a traditionally white institution (TWI) located in a small coastal city on the Atlantic Ocean, a small Historically Black University (HBCU) located in a rural area, a large community college located in a county that is a mixture of rural and suburban and which sits on the border of Maryland and Pennsylvania, and graduating high school students enrolled in career and technical education (CTE) programs in a large urban area. This exploration is purposed to examine the behaviors and expectations of Gen Z students within a representative American region during a time of tremendous turmoil and civil unrest in the United States. Background: Over 74 million strong, Gen Z makes up almost one-quarter of the U.S. population. They already outnumber any current living generation and are the first true digital natives. Born after 1996 and through 2012, they are known for their short attention spans and heightened ability to multi-task. Raised in the age of the smart phone, they have been tethered to digital devices from a young age with most having the preponderance of their childhood milestones commemorated online. Often called Zoomers, they are more racially and ethnically diverse than any previous generation and are on track to be the most well-educated generation in history. Gen Zers in the United States have been found in the research to be progressive and pro-government and viewing increasing racial and ethnic diversity as positive change. Finally, they are less likely to hold xenophobic beliefs such as the notion of American exceptionalism and superiority that have been popular with by prior generations. The United States has been in a period of social and civil unrest in recent years with concerns over systematic racism, rampant inequalities, political polarization, xenophobia, police violence, sexual assault and harassment, and the growing epidemic of gun violence. Anxieties stirred by the COVID-19 pandemic further compounded these issues resulting in a powder keg explosion occurring throughout the summer of 2020 and leading well into 2021. As a result, the United States has deteriorated significantly in the Civil Unrest Index falling from 91st to 34th. The vitriol, polarization, protests, murders, and shootings have all occurred during Gen Z’s formative years, and the limited research available indicates that it has shaped their values and political views. Methodology: The Mid-Atlantic region is a portion of the United States that exists as the overlap between the northeastern and southeastern portions of the country. It includes the nation’s capital, as well as large urban centers, small cities, suburbs, and rural enclaves. It is one of the most socially, economically, racially, and culturally diverse parts of the United States and is often referred to as the “typically American region.” An electronic survey was administered to students from 2019 through 2021 attending a high school dual enrollment program, a minority serving institution, a majority serving institution, and a community college all located within the larger mid-Atlantic region. The survey included a combination of multiple response, Likert scaled, dichotomous, open ended, and ordinal questions. It was developed in the Survey Monkey system and reviewed by several content and methodological experts in order to examine bias, vagueness, or potential semantic problems. Finally, the survey was pilot tested prior to implementation in order to explore the efficacy of the research methodology. It was then modified accordingly prior to widespread distribution to potential participants. The surveys were administered to students enrolled in classes taught by the authors all of whom are educators. Participation was voluntary, optional, and anonymous. Over 800 individuals completed the survey with just over 700 usable results, after partial completes and the responses of individuals outside of the 18-24 age range were removed. Findings: Participants in this study overwhelmingly were users of social media. In descending order, YouTube, Instagram, Snapchat, Twitter, Facebook, Pinterest, WhatsApp, LinkedIn and Tik Tok were the most popular social media services reported as being used. When volume of use was considered, Instagram, Snapchat, YouTube and Twitter were the most cited with most participants reporting using Instagram and Snapchat multiple times a day. When asked to select which social media service they would use if forced to choose just one, the number one choice was YouTube followed by Instagram and Snapchat. Additionally, more than half of participants responded that they have uploaded a video to a video sharing site such as YouTube or Tik Tok. When asked about their familiarity with different technologies, participants overwhelmingly responded that they are “very familiar” with smart phones, searching the Web, social media, and email. About half the respondents said that they were “very familiar” with common computer applications such as the Microsoft Office Suite or Google Suite with another third saying that they were “somewhat familiar.” When asked about Learning Management Systems (LMS) like Blackboard, Course Compass, Canvas, Edmodo, Moodle, Course Sites, Google Classroom, Mindtap, Schoology, Absorb, D2L, itslearning, Otus, PowerSchool, or WizIQ, only 43% said they were “very familiar” with 31% responding that they were “somewhat familiar.” Finally, about half the students were either “very” or “somewhat” familiar with operating systems such as Windows. A few preferences with respect to technology in the teaching and learning process were explored in the survey. Most students (85%) responded that they want course announcements and reminders sent to their phones, 76% expect their courses to incorporate the use of technology, 71% want their courses to have course websites, and 71% said that they would rather watch a video than read a book chapter. When asked to consider the future, over 81% or respondents reported that technology will play a major role in their future career. Most participants considered themselves “informed” or “well informed” about current events although few considered themselves “very informed” or “well informed” about politics. When asked how they get their news, the most common forum reported for getting news and information about current events and politics was social media with 81% of respondents reporting. Gen Z is known to be an engaged generation and the participants in this study were not an exception. As such, it came as no surprise to discover that, in the past year more than 78% of respondents had educated friends or family about an important social or political issue, about half (48%) had donated to a cause of importance to them, more than a quarter (26%) had participated in a march or rally, and a quarter (26%) had actively boycotted a product or company. Further, about 37% consider themselves to be a social activist with another 41% responding that aren’t sure if they would consider themselves an activist and only 22% saying that they would not consider themselves an activist. When asked what issues were important to them, the most frequently cited were Black Lives Matter (75%), human trafficking (68%), sexual assault/harassment/Me Too (66.49%), gun violence (65.82%), women’s rights (65.15%), climate change (55.4%), immigration reform/deferred action for childhood arrivals (DACA) (48.8%), and LGBTQ+ rights (47.39%). When the schools were compared, there were only minor differences in social media use with the high school students indicating slightly more use of Tik Tok than the other participants. All groups were virtually equal when it came to how informed they perceived themselves about current events and politics. Consensus among groups existed with respect to how they get their news, and the community college and high school students were slightly more likely to have participated in a march, protest, or rally in the last 12 months than the university students. The community college and high school students were also slightly more likely to consider themselves social activists than the participants from either of the universities. When the importance of the issues was considered, significant differences based on institutional type were noted. Black Lives Matter (BLM) was identified as important by the largest portion of students attending the HBCU followed by the community college students and high school students. Less than half of the students attending the TWI considered BLM an important issue. Human trafficking was cited as important by a higher percentage of students attending the HBCU and urban high school than at the suburban and rural community college or the TWI. Sexual assault was considered important by the majority of students at all the schools with the percentage a bit smaller from the majority serving institution. About two thirds of the students at the high school, community college, and HBCU considered gun violence important versus about half the students at the majority serving institution. Women’s rights were reported as being important by more of the high school and HBCU participants than the community college or TWI. Climate change was considered important by about half the students at all schools with a slightly smaller portion reporting out the HBCU. Immigration reform/DACA was reported as important by half the high school, community college, and HBCU participants with only a third of the students from the majority serving institution citing it as an important issue. With respect to LGBTQ rights approximately half of the high school and community college participants cited it as important, 44.53% of the HBCU students, and only about a quarter of the students attending the majority serving institution. Contribution and Conclusion: This paper provides a timely investigation into the mindset of generation Z students living in the United States during a period of heightened civic unrest. This insight is useful to educators who should be informed about the generation of students that is currently populating higher education. The findings of this study are consistent with public opinion polls by Pew Research Center. According to the findings, the Gen Z students participating in this study are heavy users of multiple social media, expect technology to be integrated into teaching and learning, anticipate a future career where technology will play an important role, informed about current and political events, use social media as their main source for getting news and information, and fairly engaged in social activism. When institutional type was compared the students from the university with the more affluent and less diverse population were less likely to find social justice issues important than the other groups. Recommendations for Practitioners: During disruptive and contentious times, it is negligent to think that the abounding issues plaguing society are not important to our students. Gauging the issues of importance and levels of civic engagement provides us crucial information towards understanding the attitudes of students. Further, knowing how our students gain information, their social media usage, as well as how informed they are about current events and political issues can be used to more effectively communicate and educate. Recommendations for Researchers: As social media continues to proliferate daily life and become a vital means of news and information gathering, additional studies such as the one presented here are needed. Additionally, in other countries facing similarly turbulent times, measuring student interest, awareness, and engagement is highly informative. Impact on Society: During a highly contentious period replete with a large volume of civil unrest and compounded by a global pandemic, understanding the behaviors and attitudes of students can help us as higher education faculty be more attuned when it comes to the design and delivery of curriculum. Future Research This presentation presents preliminary findings. Data is still being collected and much more extensive statistical analyses will be performed.

The Federal Government accounts for about 2% of energy usage within the United States, with electricity accounting for approximately one-fifth of this usage. The Department of Defense (DOD) is the largest energy consumer across all Federal Agencies, accounting for nearly half of total use and has implemented programs to assure sustainable energy supplies for meeting mission critical operations. As prototype systems of Small Modular Reactors mature during the remainder of this decade, there is growing interest at senior levels of government to use the secure confines of military bases for electricity generated with SMRs to service power requirements of the DOD base and possibly the surrounding communities. This paper explores the potential for using DOD as an early adopter of SMRs from perspectives of the size of the market and adaptability of the current procurement process for private ownership of SMRs on military bases. Such an approach is shown to be consistent with DOD Sustainability objectives, as well as ensuring a continuation of the projected erosion of diversity mix for prime power generation within the U.S. A review of contract types for energy services are evaluated from the perspective of including SMRs. Required modifications for SMRs to be a part of this energy mix for Federal Agencies are presented.

Abstract Emerging technologies often bring new opportunities to enhance productivity and safety in the oil and gas industry. New technologies and opportunities often come with the challenges of workforce development to provide entry-level and current professionals with the necessary training and skillset. This paper presents a vertical education enhancement (VEE) model approach to providing emerging skillset needs in the oil and gas industry with emphases on curriculum continuous improvement and lifelong learning. The top new and emerging technologies that are critical to the future of the oil and gas industry in enhancing productivity and safety include Internet of Things (IoT), artificial intelligence, big data analytics, cloud computing, and 3D modeling/visualization. As part of the solution to train the oil and gas industry workforce to meet the challenges of adopting these technologies, the VEE model features a vertical education structure that encompasses outreach to K-12 education, recruitment, tertiary education, professional training, and lifelong learning. It has an interwoven fundamental structure consisting of curriculum and mentorship, partnerships with stakeholders (industry, government, and community), and research and funding. The VEE model has periodic assessment continuous improvement processes for identifying emerging technologies and new skillset needed to improve the workforce. These processes are like those practiced by accreditation bodies such Accreditation Board for Engineering and Technology (ABET), United Kingdom Accreditation Services (UKAS), and Offshore Petroleum Industry Training Organization (OPITO). Diversity to increase the participation of underrepresented minority groups and women in engineering would further increase the workforce. The novelty that the VEE model approach brings is the effectiveness in providing skillset training in new and emerging technologies for the oil and gas industry at all levels of workforce development. These include content infusion in existing courses, special-topic and specialized courses at senior and graduate levels, and professional development education and training through lifelong learning platforms.

The ratification of the European Charter of Local Self-Government and the adoption of the Concept of the Reform of Local Self-Government and the Territorial Organization of Power in Ukraine in April, 2014 laid the groundwork for the approval of fiscal decentralization and the creation of fiscal frameworks for the development of rural areas. One of the defining conditions of fiscal decentralization is the provision of the local government with financial resources in an amount sufficient to perform their tasks for development of rural areas. Therefore, the purpose of the article is to study the peculiarities of rural development of Ukraine in terms of fiscal decentralization, identify the main problems, and present an argument for the directions towards enhancing the positive impact of fiscal decentralization on the social and economic development of rural areas. The methodological basis of the article is general scientific and special methods of research, in particular: economic and statistical; analysis and synthesis; tabular and graphical. The conducted research has made it possible to establish that the implementation of fiscal decentralization has resulted in greater interest of village council in increasing revenues to local budgets by transferring the right to receive more tax revenues and non-tax revenues, finding contingency local budgets, improving the efficiency of tax administration and fees. The study gives grounds for proposing approaches to increase the effectiveness of fiscal decentralization in the context of rural development, including expanding of the list of taxes and fees in budget revenues of united territorial community (e.g. corporate income tax, personal income tax, environmental tax); improving the mechanism for providing local budgets with inter-budget transfers from the State Budget of Ukraine; optimization of budget expenditures under the condition that a guaranteed and affordable level of public services is provided; increasing the accountability of local governments in order to prevent corruption; involvement of the population in active participation in development policy of rural areas.

The United States Department of Energy’s Carlsbad Field Office (CBFO) is responsible for the successful management of transuranic radioactive waste (TRUW) in the United States. TRUW is a long-lived radioactive waste/material. CBFO’s responsibilities includes the operation of the Waste Isolation Pilot Plant (WIPP), which is a deep geologic repository for the safe disposal of U.S. defense-related TRUW and is located 42 kilometers (km) east of Carlsbad, New Mexico. WIPP is the only deep-geological disposal site for long-lived radioactive waste that is operating in the world today. CBFO also manages the National Transuranic Waste Program (NTP), which oversees TRU waste management from generation to disposal. As of August 1, 2003, approximately 1890 shipments of waste have been safely transported to the WIPP, which has been operating since March 1999. Surface and subsurface facilities designed to facilitate the safe handling and disposal of TRU waste are located within the WIPP site. The underground waste disposal area is in a bedded salt formation at a depth of 650 meters (m). Approximately 176,000 m3 of TRU waste containing up to 17 kilograms of plutonium will be emplaced in disposal rooms 4 m high, 10 m wide and 91 m long. Magnesium oxide (MgO) backfill will be emplaced with the waste to control the actinide solubility and mobility in the disposal areas. Properties of the repository horizon have been investigated in an underground test facility excavated north of the waste disposal area, and in which seals, rock mechanics, hydrology, and simulated waste emplacement tests were conducted. Thus, in some areas of broad international interest, the CBFO has developed a leading expertise through its 25-years WIPP repository and TRU waste characterization activities. The CBFO’s main programmatic responsibilities during the disposal phase are to operate a safe and efficient TRU waste repository at the WIPP, to operate an effective system for management of TRU waste from generation to disposal, and to comply with applicable laws, regulations, and permits. This responsibility requires maintenance and upgrades to the current technologies for TRU waste operations, monitoring, and transportation. This responsibility also requires the maintenance of scientific capabilities for evaluating the performance of the WIPP repository. Every 5 years, WIPP must be recertified for operations by the regulator, the EPA. Currently, the CBFO is preparing for the 2004 recertification. The CBFO/WIPP has been designated by the International Atomic Energy Agency (IAEA) as an International Center of Excellence. The IAEA is working with CBFO, other designated centers of excellence, and other member states in the IAEA to foster collaborative training activities and experiments in order to address major radioactive waste disposal issues. As the only operating deep radioactive waste repository in the world today, CBFO/WIPP is an important participant in this IAEA initiative. In addition to participating in relevant and beneficial experiments, the CBFO is providing the international community convenient access to information by sponsoring and hosting symposia and workshops on relevant topics and by participation in international waste management organizations and topical meetings. The CBFO has agreed to exchange scientific information with foreign radioactive waste management organizations. These activities result in the cost-effective acquisition of scientific information in support of increased WIPP facility operational and post-closure assurance and reliability. It also demonstrates the CBFO’s intent and resolve to honor international commitments and obligations.

A serious operational cost trend threatens the future technical preeminence of the United States DoD. Increasing readiness costs are severely impacting acquisition of new aircraft, which translates to an increase in the average age of the United States Air Force, Navy and Army aircraft fleet. As time marches on, this undesirable trend will become more and more difficult to overcome. It would be unwise to expect congress to increase the defense budget in the near future to overcome this dilemma. Hence, as the current aircraft fleets continue to age this problem will only get worse. A revolutionary paradigm shift must take place to reverse the aircraft sustainment demand for funding. Prognosis based asset management can go a long way towards reversing the operating cost trend. When applied to aircraft engines, prognosis based asset management may allow the services to reach cost of ownership entitlement as well as achieve significant safety and readiness improvements. This revolutionary change in engine management will employ condition (or state) based component lifing and inspections (verses the current hard time inspections limits). Instead of operating to fixed intervals, based on engine health, the component will dictate when the optimal inspection should occur. In other words, a sensor will determine when the engine needs to be inspected. This includes all nondestructive evaluation, borescope activities, component replacement and depot maintenance work. The concept of engine health management (EHM) has been an interesting topic for several years. The Navy explored prognosis and mechanical diagnostics in the early 70’s for the F-8 and A-7 applications (1). Various limitations such as engine controller, storage, limited computing capacity / capabilities have prevented this from moving forward. Significant advances in both computing power and sensor technology now make it possible to obtain real time engine information and to make EHM a reality on an engine-by-engine basis. Obtaining flight-by-flight usage parameter information will provide the foundation for robust diagnostics as well as engine prognostics and allow real time fault tree analysis and near real time damage accumulation calculations. Once this information is available, engine prognosis can provide predictive capability for the health of engine components, appropriate inspection intervals and maintenance activities providing a substantial long-range cost avoidance opportunity for the DoD sustainment budget. Current fleet management capability is constrained by uncertainty in the current state of the individual aircraft engines. The ability to sense or measure the damage state of an individual part is limited at best. Further, specific part operational severity is not captured with the current lifing process, hence many components are not operating to their life entitlement because the life is based on fleet weighted average missions. Unlike the fixed interval inspections currently being performed, precise assessment is required for condition-based lifing. The key considerations in this new assessment process are 1) the fidelity of the analysis tools and 2) the definition of the boundary conditions (or environmental conditions used by the analysis tools) 3) improved understanding of diagnostics and engine faults and a better troubleshooting tool.

Located in the scenic hills of Western New York, 35 miles south of Buffalo, the 68 hectare West Valley Demonstration Project (WVDP) is a unique and challenging environmental cleanup project that currently manages High Level, Transuranic, and Greater than Class C wastes. Before the U.S. Department of Energy (DOE) assumed the responsibility of cleaning up the site, the site was the location of the only commercial spent nuclear fuel (SNF) reprocessing facility to operate in the United States. Operated by Nuclear Fuels Services from 1966–72, the site was owned by the State of New York and licensed by the Atomic Energy Commission. During operations, the plant reprocessed approximately 640 metric tons of commercial and defense nuclear fuel. When commercial operations were discontinued and the facilities were returned to New York State, there were nearly 2,271,247 liters (nearly 600,000 gallons) of liquid high-level radioactive waste (HLW) in an underground storage tank, there were approximately 750 unprocessed fuel assemblies, and there was a highly contaminated Main Plant Process Building (MPPB). The West Valley Demonstration Project Act of 1980 (the Act) authorized DOE to conduct a cleanup of the site, in cooperation with the New York State Energy Research and Development Authority (NYSERDA), the State agency responsible for managing the property. The Nuclear Regulatory Commission (NRC) license was placed in abeyance and DOE arrived on site in 1981. Since that time, several significant cleanup milestones have been completed, including vitrification (solidification in a glass matrix) of the high level liquid waste, containing approximately 15 million curies, into 275 high level waste canisters and the disposition of more than 19,000 subsequent drums of low-level radioactive waste (LLW); the shipment of the remaining 125 SNF assemblies that were in storage on site; and the shipment of more than 304,800 cubic meters (1,000,000 cubic feet) of LLW for offsite disposal. More recent accomplishments at West Valley have included deactivation and decontamination of the still-very-contaminated MPPB, management of the underground high level waste tanks (4) and their associated vaults (3), and processing and packaging of both legacy waste and waste generated as a result of decommissioning activities. This paper focuses on the high level, greater than Class C, and Transuranic waste challenges at West Valley and the options to address those challenges.

According to estimates and analyses by the international community of economic analysts, the medical crisis generated by the Covid-19 pandemic will induce a major economic and financial crisis worldwide which, in conjunction with the current geopolitical situation, characterized by a high degree of uncertainty (e.g. strategic economic confrontation between the US and China, the position of force adopted by the Russian Federation), will affect production and supply chains, amplify the phenomenon of the adoption of trade policies of a protectionist nature, and, indirectly, will significantly affect national defense budgets. In this fluid geopolitical context, characterized by insecurity and systemic instability, a strategic rethink and recalibration of defence policies can be predicted in a new context, defined by the multipolar competition and the asymmetry of geopolitical geometry, the conflict between civilizational models (competition between democracy vs. autocratic/totalitarian political regimes), to the detriment of regional and international collective security arrangements. Changing government priorities generated by the pandemic crisis generated by Covid-19 may lead to a reduction in budgets for military endowment programs. Most governments allocate about 2% of GDP annually to the defence sector. Given the pandemic generated by Covid-19, there is a risk that some states will significantly reduce the budget allocated to the defence industry in order to increase the budgets for health systems, given the need to expand hospitals, as well as the purchase of medical equipment and services. In Romania, the topic of tools and opportunities that may be able to ensure the improvement of the effects and overcoming the economic crisis is currently being discussed through active economic measures, including in the field of the defence industry. In Romania, however, the path from debate to public policy and strategy assumed and applied is traditionally long and hard, requiring more pragmatism in addressing strategic economic issues.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

Nonprofit organizations are responsible for providing a significant level of human services across the United States, often in collaboration with government agencies. In this work, they address some of the most pressing social issues in society – including homelessness, poverty, health care and education. While many of these organizations consider location and accessibility crucial to supporting their clients – often locating services near bus or train stops, for example – little is known about the impact of new technologies, including ride hail services like Lyft and Uber, on nonprofit accessibility. These technologies, which are re-shaping transportation in both urban and suburban communities, are expected to dramatically shift how people move around and the accessibility of services they seek. This exploratory qualitative study, making use of interviews with nonprofit executives and nonprofit clients, is among the first of its kind to measure the impact of ride hail services and other emerging technologies on community mobility and accessibility.

This article provides an overview of financing for long-term services and supports (LTSS) in the United States, paying special attention to how it has changed and not changed over the last 30 years. Although LTSS expenditures have increased greatly (like the rest of health care), the broad outline of the financing system has remained remarkably constant. Medicaid—a means-tested program—continues to dominate LTSS financing, while private long-term care insurance plays a minor role. High out-of-pocket costs and spend-down to Medicaid because of those high costs continue to be hallmarks of the system. Although many major LTSS financing reform proposals were introduced over this period, none was enacted—except the Community Living Assistance Services and Supports Act, which was repealed before implementation because of concerns about adverse selection. The one major change during this time period has been the very large increase in Medicare spending for post-acute services, such as short-term skilled nursing facility and home health care. With the aging of the population, demand for LTSS is likely to increase, placing strain on the existing system.

Machine learning systems’ vulnerabilities are pervasive. Hackers and adversaries can easily exploit them. As such, managing the risks is too large a task for the technology community to handle alone. In this primer, Andrew Lohn writes that policymakers must understand the threats well enough to assess the dangers that the United States, its military and intelligence services, and its civilians face when they use machine learning.