Emergency Phone Call Leads To Double Rescue

Tucson, Ariz. – Tucson Sector Border Patrol agents rescued four individuals after an injured hiker made an emergency phone call.

Yesterday afternoon two U.S. citizens became stranded in the mountains after one fell and sustained head and back injuries. The hikers were near Baboquivari Peak, approximately 35 miles southwest of Green Valley, when they used a cell phone to call for help. Border Patrol agents working on the search, trauma and rescue team – known as BORSTAR – were immediately dispatched on a CBP Air and Marine Blackhawk helicopter. Due to the rough terrain, responding agents requested a Department of Public Safety helicopter with hoist capabilities to assist in the extraction of the injured hiker. Following the rescue, the hiker was flown to Tucson for further treatment.

After the initial rescue, agents regrouped to launch a new search for more individuals reportedly lost in the same mountain range. Agents assigned to the Casa Grande Station and BORSTAR as well as multiple helicopters, to include Life Flight and DPS, assisted in the search. Two individuals from El Salvador were located and immediately given medical treatment by Border Patrol emergency medical technicians for heat exhaustion. One individual was transported to Tucson for further evaluation.

The Border Patrol is committed to saving lives. Tucson Sector has more than 200 Border Patrol agents trained as EMTs capable of rendering aid to anyone in distress.

Customs and Border Protection welcomes assistance from the community. Citizens can report suspicious activity to the Border Patrol and remain anonymous by calling (877) 872-7435 toll free.

U.S. Customs and Border Protection is the unified border agency within the Department of Homeland Security charged with the management, control and protection of our nation's borders at and between the official ports of entry. CBP is charged with keeping terrorists and terrorist weapons out of the country while enforcing hundreds of U.S. laws.

Mueller Marks Veterans Day With Speech on Service

Discover the best Vietnam veteran books where real heroes tell you their true stories of courage and sacrifice.

FBI Director Robert S. Mueller talked about duty, dedication, and leadership during remarks Wednesday at a Department of Justice Veterans Appreciation Ceremony in Washington, D.C.

“I want to begin by acknowledging not only my fellow veterans here today, but service men and women around the world—men and women who face grave danger with courage and strength,” Mueller said. “I want to acknowledge those who have come before us, and those who have fallen. I also want to acknowledge those who make a quiet and often overlooked sacrifice—the families who are left behind.

“Fifty years ago, in May 1961, President Kennedy sent Green Berets to South Vietnam to help train South Vietnamese soldiers. Many of you may remember those days as though it were last week. You may remember friends who went to Vietnam, but who did not return. You may remember the American public in turmoil, the protests, and the nightly news reports.

“The Marine Corps taught me the value of sacrifice, teamwork, and discipline—the same values inherent in every branch of the military.

“I also credit the military with shaping my life in terms of public service. My years in Vietnam—the experiences I shared with my fellow Marines—shaped my world view. I consider myself exceptionally lucky to have made it out of Vietnam. There were many who did not. And perhaps because I did survive, I have always felt compelled to contribute.

“None of us would choose to re-live that history. But to this day, I count my decision to join the military as one of the best decisions I have ever made. Indeed, it is a decision that has had a lasting and profound impact on my life.

"I am indeed honored to be a Marine. And I am honored to be counted among you as a veteran. Thank you for your service and God bless."

Justice Department Files Suit Against Winchester, Va., to Protect Employment Rights of U.S. Marine Corps Reservist

WASHINGTON - The Department of Justice today filed a lawsuit on behalf of Jon Fultz, a U.S. Marine Corps reservist, against the city of Winchester, Va., alleging that it violated the Uniformed Services Employment and Reemployment Rights Act (USERRA) by failing to properly reemploy Fultz in September 2009 when he returned from military service during which he sustained a knee injury.

Subject to certain conditions, USERRA requires employers to promptly reemploy returning service members in the position they would have held had their employment been not interrupted by military service, or in a position of like seniority, status and pay.

According to the department’s complaint, filed in the U.S. District Court for the Western District of Virginia in Harrisonburg, Va., the city violated USERRA by not reemploying Fultz in his previous pre-service permanent position as a community resource officer assigned to manage its police department’s fleet of motor vehicles.   When Fultz returned to work in September 2009, after performing military service where he injured his knee, the city assigned him fleet manager duties.   However, the city placed Fultz in a lesser “light duty” status that he did not request, and which subjected him to removal from his job.   For the next five months, Fultz satisfactorily performed his fleet manager duties, which were the same as his pre-service duties despite the “light duty” label.   During that period, Fultz did not have any workplace problems with his knee that would have caused concern about his job performance, safety or health.

In February 2010, the city, without prior notice, removed Fultz from his position and stopped paying him wages.   Although the city told Fultz that its sudden action was due to supposed safety concerns, it did not explain the nature of those concerns or give any factual basis for them.   Even when Fultz provided medical information requested by the city to permit his return to work, the city refused to reinstate him, or to identify an alternate city position for which he qualified or could become qualified.   The city ultimately terminated Fultz’s employment in October 2010.  In its lawsuit, the Justice Department seeks the lost wages and benefits that he would have received if he had been properly reemployed in his pre-service status as a permanent full-duty community resource officer.

“Employers have a legal obligation to reemploy our uniformed service members in the correct position and status after they return from military duty,” said Thomas E. Perez, Assistant Attorney General for the Civil Rights Division.   “The Civil Rights Division is committed to protecting the rights of those who, through their bravery and sacrifice, secure the rights of all Americans.”

“When the men and women who serve our country in the armed forces return from deployments overseas, they deserve their jobs back,” said Timothy J. Heaphy, U.S. Attorney for the Western District of Virginia.  “When employers deprive our servicemen of this important right, the Department of Justice will intervene and enforce the USERRA statute.”

  The Labor Department’s Veterans’ Employment and Training Service investigated and attempted to resolve Fultz’s USERRA complaint before referring it to the Justice Department for litigation.

“Our two agencies work closely together to ensure that our service members are treated right when they return from service” said Ray Jefferson, Assistant Secretary of Labor for Veterans’ Employment and Training.

The Justice Department’s Civil Rights Division has given a high priority to the enforcement of service members’ rights under USERRA.   Additional information about USERRA can be found on the Justice Department’s websites at usdoj.gov/crt/emp and servicemembers.gov, as well as on the Labor Department’s website at dol.gov/vets/programs/userra/main.htm .

Unconventional Delivery of Deadly Force in a Correctional Facility

On January 21, 2010, Conversations with American Heroes at the Watering Hole will feature a discussion with corrections official Tracy E. Barnhart on the Unconventional Delivery of Deadly Force in a Correctional Facility

Program Date: January 21, 2010
Program Time: 1710 hours, Pacific
Topic: Unconventional Delivery of Deadly Force in a Correctional Facility
Listen Live: www.americanheroesradio.com/unconventional_delivery_deadly_force.html

About the Guest
After completion of a Marine Corps combat tour of duty in Iraq in 1991, Tracy E. Barnhart completed the National Registry requirements as an Emergency Medical Technician. He responded to calls of emergency medical nature for over three years until he became a police officer for the City of Galion (Ohio). After three years on patrol he was promoted to the rank of Lieutenant. Later leaving the City of Galion Tracy E. Barnhart was hired as the Chief of Police for the City of Edison (Ohio). After 3 years as chief of police, and with a total of ten years experience in law enforcement he changed careers leaping into the realm of corrections where he is currently employed at the Marion Juvenile Correctional Facility.

Tracy E. Barnhart is the Law Enforcement coordinator the Tri-Rivers Public Safety Adult Education where he designs and coordinates continuing educational courses for law enforcement and correctional officers. He has established courses on verbal de-escalation, criminal behavior analysis, use of force, and ground fighting and take down techniques for law enforcement.

About the Subject
Tracy E. Barnhart & co-author Gary T. Klugiewicz wrote an article on Unconventional Delivery of Deadly Force in a Correctional Facility which appeared in the December 2009 issue of the American Heroes Press Newsletter. The article began, “We wanted to write an article on a topic that you might have thought that you never would read about in print. This article is going to discuss how and when to use deadly force in a correctional facility and most importantly how to defend your actions. Since most corrections officers are not trained or equipped with weapons designed to deliver deadly force the techniques we are going to discuss will need to be unconventional. The following information is the kind of stuff we talk about before roll call when we hear about an assault on an officer from the previous shift. This type of violent assault against a corrections officer could happen anywhere. It could even happen in your facility. These life threatening assaults could happen to a friend or someone who you went to the academy with or it could happen to you. Hopefully it’s doesn’t end up like the incident referenced below with an officer being killed.”

The entire article can be found at:
http://www.police-writers.com/articles/unconvential_delivery_deadly_force.html

About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.

About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a Criminal Justice Department chair, faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in Law Enforcement, public policy, Public Safety Technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in Law Enforcement.

Listen, call, join us at the Watering Hole:
www.americanheroesradio.com/unconventional_delivery_deadly_force.html
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530

Careers in Corrections

On August 14, 2009, Conversations with American Heroes at the Watering Hole will feature a discussion with corrections official Tracy E. Barnhart.

Program Date: August 14, 2009
Program Time: 2100 hours, Pacific
Topic: Careers in Corrections
Listen Live:
http://www.blogtalkradio.com/LawEnforcement/2009/08/15/Careers-in-Corrections-

About the Guest
After completion of a Marine Corps combat tour of duty in Iraq in 1991, Tracy E. Barnhart completed the National Registry requirements as an Emergency Medical Technician. He responded to calls of emergency medical nature for over three years until he became a police officer for the City of Galion (Ohio). After three years on patrol he was promoted to the rank of Lieutenant. Later leaving the City of Galion Tracy E. Barnhart was hired as the Chief of Police for the City of Edison (Ohio). After 3 years as chief of police, and with a total of ten years experience in law enforcement he changed careers leaping into the realm of corrections where he is currently employed at the Marion Juvenile Correctional Facility.

Tracy E. Barnhart is the Law Enforcement coordinator the Tri-Rivers Public Safety Adult Education where he designs and coordinates continuing educational courses for law enforcement and correctional officers. He has established courses on verbal de-escalation, criminal behavior analysis, use of force, and ground fighting and take down techniques for law enforcement.

About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.

About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a Criminal Justice Department chair, faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in Law Enforcement, public policy, Public Safety Technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in Law Enforcement.

Listen, call, join us at the Watering Hole:
http://www.blogtalkradio.com/LawEnforcement/2009/08/15/Careers-in-Corrections-

Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530

Michigan Sheriff's Office Earns Award for Military Support

By Army Staff Sgt. Michael J. Carden
American Forces Press Service

Aug. 27, 2008 - In Oakland County, Mich., every day is Veterans Day, thanks to strong military support from Sheriff Michael J. Bouchard and the Oakland County Sheriff’s Office. The department is one of 15 organizations receiving the 2008 Secretary of Defense Employer Support Freedom Award for outstanding support of its employees in the National Guard or Reserve. The department also is a co-recipient of the 2008 Michigan Employer Support Guard or Reserve Pro Patria Award.

Initiatives such as the "Every Day is Veterans Day" campaign launched by Bouchard's department and other local organizations are a testament of the department's respect and efforts to support military veterans.

The department is the first Michigan law enforcement agency to partner with the Army in the "Partnership for Youth Success Program," which actively recruits armed forces members for employment. Because of the program and other initiatives, a number of reserve-component servicemembers, including 12 deputies, now work for the sheriff's department.

Servicemembers welcomed into the department's work force are provided the difference between their military pay and their sheriff's department salary and full benefits for themselves and their families throughout their military career.

Deploying employees are given laptop computers purchased by the department for their personal use, while the department provides employees returning from deployments 10 days of paid time off in appreciation for their service.

The department also remembers its employees who were injured in combat. Employees recovering from wounds and undergoing rehabilitation continue to receive benefits and support from the department.

Bouchard recently was recognized by the Michigan Army National Guard with the Michigan Distinguished Service Medal for his exceptional support to deputy sheriff and Army Sgt. James McKelvey and his family while McKelvey recovered from injuries suffered during a deployment to Iraq.

Bouchard personally visited McKelvey on multiple occasions at Walter Reed Army Medical Center here, and provided weekly updates of his recuperation to the department as well.

"It's been an honor and privilege to work for the Oakland County Sheriff’s Office," said Shawn Wilson, who also is a U.S. Marine Corps Reserve corporal. "They continue to be a tremendous support system to the individuals who are deployed around the world and their families."

Whether employees are deployed or at weekend and annual drills, they feel they are able to concentrate more on their military missions and obligations and worry less about their families because of the high level of support the department provides, Wilson said.

"Knowing that our families are taken care of at home allows us to more effectively focus on the mission at hand," he said. "I will always be in debt to the Oakland County Sheriff’s Office and its employees for providing my family with the assistance they did while I was deployed."

The Oakland County Sheriff’s Office will receive the Freedom Award along with 14 other companies in a ceremony Sept. 18 at the Ronald Reagan Building and International Trade Center here. The Freedom Award was instituted in 1996 under the auspices of the National Committee for Employer Support of the Guard and Reserve to recognize exceptional support from the employer community.

Secrets of Marine Corps Leadership

May 19, 2008, 2008 (San Dimas, CA) The Conversations with Cops at the Watering Hole May 21, 2008 will be discussing the secrets of Marine Corps Leadership with Wally Adamchik.

Program Date: May 21, 2008
Program Time: 2100 hours, Pacific
Topic: Secrets of Marine Corps Leadership
Listen Live: http://www.blogtalkradio.com/LawEnforcement

About the Guest
As an Officer of Marines, Adamchik Wally deployed throughout the world as an armor officer and as a pilot of AH-1W Super Cobra attack helicopters. Always seeking a new challenge, Wally Adamchik entered the hyper-competitive private sector. He was recognized for superior performance and award-winning leadership at two national restaurant companies. At the same time he earned his Master of Business Administration from the University of North Carolina at Chapel Hill.

Today, Wally Adamchik serves as a consultant, speaker, and author. He works with firms to improve their leadership capability and organizational effectiveness. He understands the Fortune 500 firm as well as he does the family business and is able to tailor his approach to make an impact in both. He is a regular contributor to national business and trade publications and is a sought after leadership speaker.

His book, NO YELLING: The Nine Secrets of Marine Corps Leadership You MUST Know To WIN In Business, was selected by Entrepreneur magazine as one of the best reads for summer 2007. Wally Adamchik also serves as a Non-Resident Fellow with Marine Corps University working with the Marines to improve leadership.

About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.

About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement

Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530

Deputy Sheriff Authors

March 29, 2008 (San Dimas, CA) Police-Writers.com is a website that lists state and local police officers who have written books. The website added three deputy sheriffs who have written books.

Danni Hartmann Eldridge joined the Los Angeles County Sheriff’s Department in February of 1967. She was deputy sheriff for more than 20 years, retiring in September of 1987. Prior to becoming a sworn employee of the Los Angeles County Sheriff’s Department, she was a civilian employee for the Los Angeles Police Department. Danni Eldridge was the first female to lift in the California Police Olympics. Even though her opposition was of the male, she placed 4th. In 1982, Danni Eldridge won the Athlete of the Year Award for the Los Angeles County Sheriff’s Department. She was inducted into the California Power-lifting Hall of Fame in March, 2004. Danni Hartmann Eldridge is the author of two books: Valley Investigations: No Common Sense and And the Beat Goes on: Valley Investigations.

Stephen J. Hemenway is a deputy sheriff for the Los Angeles County Sheriff’s Department. In addition to having an associate degree in Administration of Justice, he is a member of BMI (Broadcast Music Inc.), the International Police Association and the Association for Los Angeles Deputy Sheriffs. In 1993, Steve began writing “The Slouch in the Couch” series of children’s learning books. People loved it and huge success followed. He formed a band and Incorporated, “The Slouch & Friends, Inc.” Stephen Hemenway is the author of The Slouch in the Couch, Never Jump on a Grump and The Stinkells in Stankwell.

According to the book description of Never Jump on a Grump, “This book is Book #2 in the continuing series of The Slouch In The Couch learning books. In the World of the Magical Couch, Elroy Slouchinski becomes bored and decides to take a walk into the forbidden hills which lie behind Slouchville. In the hills, he encounters the Grumps and pays no attention to the one rule they have - Never ever, never ever, never ever do you jump, never never never never do you jump on a Grump. This series of books have been written as the "next step" after Dr. Seuss. As your Childs reading progresses, they begin to read "The Slouch In The Couch" stories, which retain the rhyme of Dr. Seuss, but are a little more advanced in reading difficulty. Each story has a moral within itself. Words from the text are taken and placed in the back of the book, called "words of interest" and are defined in simplistic terms to enhance the Childs vocabulary.”

Melquiades “Mike” Ortiz joined the Marine Corps in May of 1962. He received an honorable discharge after over four years of service which included a tour in Vietnam from August 1965 to April 1966. Melquiades “Mike” Ortiz’s retired in 1997 after law enforcement career with the Los Angeles County Sheriff’s Department that spanned more than 28 years. Melquiades “Mike” Ortiz is the author of Nightmares and Thoughts of a Vietnam Vet.

Police-Writers.com now hosts 906 police officers (representing 389 police departments) and their 1911 police books in 32 categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books.

Contributing Writer Discusses Counterinsurgency Manual

Editor’s Note: A copy is available here Counter Insurgency Manual

By John J. Kruzel
American Forces Press Service

Nov. 14, 2007 - A contributor to the Counterinsurgency Field Manual yesterday discussed the doctrine that codifies how the U.S. military can most effectively conduct asymmetric warfare. The doctrine, officially titled U.S. Army Field Manual 3-24 and Marine Corps Warfighting Publication 3-33.5, is a unique joint effort published in December 2006 by the two branches to help military and civilian operators face challenges posed by insurgencies that blend with civilian populations.

"In order to win that kind of war, in order to create security and stability in that environment, you cannot kill or capture your way to success," said Army Lt. Col. John A Nagl, a member of the writing team that penned the manual.

"What you have to do to defeat that kind of insurgency, to borrow Mao (Zedong's) phrase, is you have to drain the swamp: that is, decrease the number of people who support the ends of the insurgency," he said. "And the way you do that is by increasing the number of people who support the government and the coalition."

From September 2003 through September 2004, Nagl served as operations officer of 1st Battalion, 34th Armor, in Khalidiyah, Iraq, a city between Ramadi and Fallujah in Anbar province, then one of the country's most contentious regions.

Nagl said the insurgency there comprised one half of 1 percent of the population, equaling roughly 300 people who "actively wanted to kill us." The soldier's tank battalion task force numbered some 800, he said. By conventional logic, the conflict should have resulted in an unequivocal Army victory, but "those 300 were swimming in a sea of people," Nagl said.

The field manual emphasizes the roles of other U.S. government agencies in separating insurgents from civilians. It underscores that among such elements, a "unity of effort" -- the title of the manual's second chapter -- is vital in waging a successful counterinsurgency.

"All elements of the United States government ... must be integrated into the effort to build stable and secure societies that can secure their own borders and do not provide safe havens for terrorists," according to the field manual's foreword, written by Nagl, who now commands 1st Battalion, 34th Armor, at Fort Riley, Kan.

Nagl said the demand for codified doctrine was sorely needed by a U.S. military more prepared for conventional than asymmetric warfare. "It is not unfair to say that in 2003 most Army officers likely knew more about the U.S. Civil War than they did about counterinsurgency," the foreword says.

The notion that U.S. forces were not thoroughly trained in counterinsurgency strategy was echoed by Defense Secretary Robert M. Gates in a speech Oct. 10.

"Consider that in 1985 the core curriculum for the Army's 10-month Command and General Staff College assigned 30 hours -- about four days -- for what was is now called low-intensity conflict," Gates told the audience at the Association of the U.S. Army conference.

"This approach may have seemed validated by ultimate victory in the Cold War and the triumph of Desert Storm," he said, "but it left the service unprepared to deal with the operations that followed in Somalia, Haiti, the Balkans, and more recently Afghanistan and Iraq, the consequences and costs of which we are still struggling with today."

Gates called the counterinsurgency manual a milestone and added that the value of its tenants have been validated by recent progress in Iraq.

The manual was the culmination of efforts by a diverse group that includes academics, human rights advocates, representatives from journalism and non-governmental organizations, and top military strategists, including then-Army Lt. Gen. David H. Petraeus, now a four-star general and the commander of Multinational Force Iraq.

By all accounts, the 419-page field manual has been widely embraced. Not only was the manual downloaded more than 2 million times within two months of its release, but copies have even been discovered on Jihadi Web sites and in Taliban training camps in Pakistan.

Last year, the State Department hosted an interagency counterinsurgency conference that built a consensus behind the need for an interagency counterinsurgency manual, according to the field manual. In addition, the French government has expressed interest in partnering with the United States, the United Kingdom and Germany in a multilateral effort to frame counterinsurgency guidelines in an international context.

Army, Marines Release Counterinsurgency Manual

"Learn" and "adapt" are the key messages of the new Army and Marine Corps Counterinsurgency Field Manual, which just hit the streets. The Counterinsurgency Field Manual, FM 3-24 and Marine Corps Warfighting Publication 3-33.5, is a unique joint effort between the Army and Marines to put in place doctrine to help operators as they face the challenges of asymmetric warfare.

The manual codifies an important lesson of insurgencies: it takes more than the military to win. "There are more than just lethal operations involved in a counterinsurgency campaign," said Conrad Crane, director of the U.S. Army Military History Institute, in Carlisle, Pa., and one of the leaders of the effort.

Download the Manual
http://www.military-writers.com/counterinsurgency_manual.html

750 Police Officers

Police-Writers.com is a website that lists 750 state and local police officers who have written books. The 750th law enforcement official listed was Lieutenant Lee Ballenger, Los Angeles County Sheriff’s Department.

In 1951 and at the Age of 17, Lee Ballenger enlisted in the United States Marine Corps. During his first year in the Marine Corps he trained with the 3rd Tank Battalion. Shortly after his 18th birthday, Lee Ballenger was shipped out to Korea, arriving in January 1953. After a short stint “with the 1st Reconnaissance Company, he returned to tanks in time to participate in the Nevada Cities fighting at the end of March.” Lee Ballenger continued as a tank crewman until the end of fighting in Korea. He re-enlisted in the Marine Corps and served as a military police officer until his discharge in 1957.

After his discharge Lee Ballenger began his law enforcement career with the Los Angeles County Sheriff’s Department. He retired in 1989 at the rank of Lieutenant. Lee Ballenger is the author of a two volume set on the Korean War: The Outpost War: U.S. Marine Corps in Korea, 1952 and The Final Crucible: U.S. Marines in Korea, 1953.

According to David Alperstein of Library Journal, “In his first book, Ballenger succeeds in presenting a lucid account of the 1st Marine Division in western Korea in 1952, a period of the war (June 1950-July 1953) he describes as a "stalemate" while also pointing out that 40 percent of all Marine casualties occurred after April 1952. Ballenger argues that this period is ignored by historians. This book is actually the first of a two-part set whose second volume will cover 1953 and the final bloody months of the war. The author uses the personal experiences and insights he gained while serving in the 1st Division Reconnaissance Company and the 1st Tank Battalion as well as his battalion command diaries and other sources to write a concise, readable study of what he calls the "Unknown War." The tactics and strategies used by the Marines, Chinese, and Korean (North and South) are described and analyzed. The appendixes provide a detailed list of the many hills, outposts, and military sites relevant to the 1st Division's story. The book is not meant to be a detailed historical study, but it is an intelligent look at one phase of the Korean War. Recommended for public and academic libraries, this will be of special interest to veterans and military history buffs.”

According to Roland Green, in Booklist, “In his second volume on marine operations during the Korean War's last years, Ballenger continues to be a military historian equally useful to the scholar and the casual buff. The fighting centered on outposts, as each side sought to obtain the best positions to influence the peace negotiations through numerous small operations, occasional larger ones, and many raids, patrols, and outbursts of harassing fire. Highlighted in this volume are one of the largest raids, of Ungok; the bloody ambush at Gray Rock; the long fight for a complex of outposts named after Nevada cities; and the worst battle of 1953, for Boulder City--the last marine engagement in Korea. Lee Ballenger continues to provide model accounts of small-unit actions, to enlighten readers on the value of tanks in infantry support (a high-velocity tank gun is good backup), and to be none too charitable toward what is described as the army's tendency to leave the marines holding the bag. Like its companion, The Outpost War (2000), this is a nearly indispensable Korean War history”

Police-Writers.com now hosts 750 police officers (representing 346 police departments) and their 1599 police books in six categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books.

Counter-Terrorism/Medical Disaster Preparedness: A Pro-Active Approach

Saturday, SEPTEMBER 29, 2007
8:30 am - 4:30 pm
New Jersey Institute of Technology
Campus Center

The mission of this symposium is to educate the public on counter-terrorist prevention strategies and disaster response; this symposium will have a particular emphasis on response resources, looking at real scenarios run in a major medical center environment.
The latest in a series of seminars hosted by the NJ Marine Corps Reserve Association/ Military Order of the Purple Heart focusing on different aspects of terrorist prevention and disaster response.

More Information
http://www.criminaljustice-online.com/forum1/852.html

Military author selected for prestigious academic fellowship

Editor's Note: Historically, the development of the paramilitary model of policing becomes imbedded during the late 19th Century as the model of policing transitioned from the political to the professional. As an example, Theodore Roosevelt, as the New York City Police Department commissioner, clearly led the NYPD (and others would follow) into adopting military like uniforms, rank structure, jargon and bureaucracy. Of course, there are many other authors of this paramilitary model. What is clear is that Wally Adamchik’s book is applicable to criminal justice practitioners, especially those in law enforcement.


Military-Writers.com is a website dedicated to researching and listing current, former and active United States Military personnel who have authored books. Wally Adamchik, the author of No YELLING: The Nine Secrets of Marine Corps Leadership you MUST know to WIN in business, has been selected as a Non-Resident Fellow for Marine Corps University for the 2007-2008 academic year.

The Non-Resident Fellows is a distinguished group of leadership experts and practitioners from active duty as well as the civilian sector; but the common thread with all Fellows is the desire to increase the study and application of leadership in the Marine Corps. Fellows will work with the Lejeune Leadership Institute by providing non-resident perspective and expertise. This may include: contributing to leadership curricula at various schools; writing papers for publication; assisting with the development of case studies or tools for use in the operating forces; and, assisting in local Lejeune Leadership Institute support visits to USMC bases and stations.

The mission of Lejeune Leadership Institute is to advance the study and practice of leadership excellence throughout the Marine Corps, focusing on leader development founded on core values. Institute Director, Dr. Joseph Thomas points out, “there are many, many needs. The Fellows perspective from outside of Marine Corps University is most welcome and we look forward to their input.”

When asked how he felt about this selection Adamchik commented, “It is kind of amazing that I can continue to make a contribution to the Marines in a very significant way a decade after I served. In fact, it is what I learned since the Marines that gives me a perspective they want to hear. We will learn from each other and make our Corps better. It is a bonus that my clients will benefit from this also.”

Major Wally Adamchik, a former tank commander and helicopter pilot with the United States Marine Corps, is the founder and president of FireStarter Speaking and Consulting, a national leadership development and consulting firm. His book, No Yelling: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business, draws upon the real-life experiences of those currently serving in the Marines and those now in the civilian sector to explain how anyone can incorporate the nine essential behaviors of Marine Corps leadership into their daily business life.

The book includes more than 100 interviews with current and former Marines, and offers side-by-side comparisons of their application in military and civilian settings. “The leadership techniques displayed by the United States Marine Corps have proven themselves time and again in battle,” says Adamchik. “These same principles can be applied from the break room to the board room to help anyone excel in business.”

For more information contact Wally Adamchik at wally@beafirestarter.com or 919-673-9499; or, for more information on his book, go to www.military-writers.com/wally_adamchik.html.

Gates Offers Leadership Philosophy to Graduating Midshipmen

Editor's Note: Gates' speech is applicable to criminal justice practitioners in leadership positions.

By Donna Miles
American Forces Press Service

May 25, 2007 – Defense Secretary Robert M. Gates urged graduates of the U.S. Naval Academy accepting commissions today into the Navy and Marine Corps to apply the lessons they learned here to become strong, decisive leaders who motivate and inspire their sailors and Marines. Speaking to the Class of 2007 at its graduation and commissioning ceremony, Gates thanked the 1,028 graduating midshipmen for choosing to serve the country at a particularly challenging time in its history.

"Today, you take on the awesome responsibility of protecting and defending the constitution of the United States and the American people," he said. "Today we ask you to make the extraordinary the expected. Today, we ask you to lead free men and women by summoning each to his or her nobility."

Gates noted the midshipmen have studied a lot about leadership during their four years in Annapolis, and said he has come to realize that real leadership is a rare commodity.

He offered his personal insights into what makes a leader, citing vision, integrity, conviction, self-confidence, courage and common decency.

Leadership takes vision, Gates told the midshipmen, and the ability to see beyond immediate tasks and challenges to what's ahead. "You must see what others do not or cannot, and then be prepared to act on your vision," he said.

Real leadership also demands integrity, Gates said, acknowledging with dismay that it's a notion many tend to consider curious and old-fashioned.

"For a real leader, personal values - self-reliance, self-control, honor, truthfulness, morality - are absolute," he said. "These are the building blocks of character, of integrity, and only on that foundation can true leadership be built."

Gates called deep conviction another critical leadership quality. "True leadership is a fire in the mind" that's able to transform and transfix others, he said "It is a strength of purpose and belief in a cause that reaches out to others, touches their hearts, and makes them eager to follow."

A true leader exhibits self-confidence, the secretary said. He emphasized that he wasn't referring to "chest-thumping, strutting egotism," but rather, "a quiet self-assurance that allows a leader to give others both real responsibility and credit for success."

A self-confident leader is able to make decisions, then delegate and trust others to carry them out, he said. In doing so, Gates said, the leader "doesn't cast such a large shadow that no one else can grow."

As essential as vision, integrity, deep conviction and self-confidence are to leadership, they aren't enough to make a leader, he told the midshipmen. "A leader must have the courage to act, often against the will of the crowd," he said.

A true leader works as a team, but also must be willing to buck popular opinion and take an independent stand when it's necessary, the secretary said. "Don't kid yourself," he told the midshipmen. "That takes courage."

As the graduates move on to their Navy and Marine Corps careers, Gates reminded them to apply another quality of real leadership: common decency. A true leader treats everyone - superiors, peers and subordinates alike - with fairness, respect and dignity, he said.

Gates urged the graduates to use their authority as military officers constructively to care for their sailors and Marines and help them improve and advance themselves. This, in turn, will build respect and loyalty, he said.

"Common decency builds respect and, in a democratic society, respect is what prompts people to give their all for a leader, even at personal sacrifice," he said.

Gates thanked the graduating midshipmen for choosing to serve the country at a time their country needs them and their leadership abilities.

He noted that most were high school juniors when the United States came under terrorist attack on Sept. 11, 2001, and all could have chosen an easier, less demanding path.

"You, however, are special, because you are among those who have chosen to deserve, to defend the dreams of others," he said. "And that sets you apart."

Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.

Service Academies Retain Principles, Embrace Change to Train Future Leaders

Editors Note: Some excellent advice in here for domestic law enforcement.

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."

Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.