National Guard", Is Revised, Codified, and Enacted Into Law, and May Be Cited As "Title 32, United States Code, § —", As Follows: TITLE 32.—NATIONAL GUARD CRAP
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Defense Primer: Reserve Forces
Updated January 28, 2021 Defense Primer: Reserve Forces The term reserve component (RC) refers collectively to the passes from the governor of the affected units and seven individual reserve components of the Armed Forces. personnel to the President of the United States. Congress exercises authority over the reserve components under its constitutional authority “to raise and support Reserve Categories Armies,” “to provide and maintain a Navy,” and “to All reservists, whether they are in the Reserves or the provide for organizing, arming, and disciplining the National Guard, are assigned to one of three major reserve Militia.... ” (Article I, Section 8) categories: the Ready Reserve, the Standby Reserve, or the Retired Reserve. There are seven reserve components: Ready Reserve Army National Guard The Ready Reserve is the primary manpower pool of the reserve components. Members of the Ready Reserve will Army Reserve usually be called to active duty before members of the Standby Reserve or the Retired Reserve. The Ready Navy Reserve Reserve is made up of three subcomponents: Marine Corps Reserve The Selected Reserve contains those units and individuals within the Ready Reserve designated as “so Air National Guard essential to initial wartime missions that they have priority over all other Reserves.” (DOD Instruction Air Force Reserve 1215.06.) Members of the Selected Reserve are generally required to perform one weekend of training Coast Guard Reserve each month and two weeks of training each year, although some may train more than this. When The purpose of these seven reserve components, as codified reservists are activated, they most frequently come from in law, is to “provide trained units and qualified persons this category. -
The United States Atomic Army, 1956-1960 Dissertation
INTIMIDATING THE WORLD: THE UNITED STATES ATOMIC ARMY, 1956-1960 DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Paul C. Jussel, B.A., M.M.A.S., M.S.S. * * * * * The Ohio State University 2004 Dissertation Committee Approved by Professor Allan R. Millett, Advisor Professor John R. Guilmartin __________________ Professor William R. Childs Advisor Department of History ABSTRACT The atomic bomb created a new military dynamic for the world in 1945. The bomb, if used properly, could replace the artillery fires and air-delivered bombs used to defeat the concentrated force of an enemy. The weapon provided the U.S. with an unparalleled advantage over the rest of the world, until the Soviet Union developed its own bomb by 1949 and symmetry in warfare returned. Soon, theories of warfare changed to reflect the belief that the best way to avoid the effects of the bomb was through dispersion of forces. Eventually, the American Army reorganized its divisions from the traditional three-unit organization to a new five-unit organization, dubbed pentomic by its Chief of Staff, General Maxwell D. Taylor. While atomic weapons certainly had an effect on Taylor’s reasoning to adopt the pentomic organization, the idea was not new in 1956; the Army hierarchy had been wrestling with restructuring since the end of World War II. Though the Korean War derailed the Army’s plans for the early fifties, it returned to the forefront under the Eisenhower Administration. The driving force behind reorganization in 1952 was not ii only the reoriented and reduced defense budget, but also the Army’s inroads to the atomic club, formerly the domain of only the Air Force and the Navy. -
Reserve Component Personnel Issues: Questions and Answers
Reserve Component Personnel Issues: Questions and Answers Updated June 15, 2020 Congressional Research Service https://crsreports.congress.gov RL30802 Reserve Component Personnel Issues: Questions and Answers Summary The Constitution provides Congress with broad powers over the Armed Forces, including the power to “to raise and support Armies,” “to provide and maintain a Navy,” “to make Rules for the Government and Regulation of the land and naval Forces” and “to provide for organizing, arming, and disciplining the Militia, and for governing such Part of them as may be employed in the Service of the United States.” In the exercise of this constitutional authority, Congress has historically shown great interest in various issues that bear on the vitality of the reserve components, such as funding, equipment, and personnel policy. This report is designed to provide an overview of key reserve component personnel issues. The term “Reserve Component” refers collectively to the seven individual reserve components of the Armed Forces: the Army National Guard of the United States, the Army Reserve, the Navy Reserve, the Marine Corps Reserve, the Air National Guard of the United States, the Air Force Reserve, and the Coast Guard Reserve. The purpose of these seven reserve components, as codified in law at 10 U.S.C. §10102, is to “provide trained units and qualified persons available for active duty in the armed forces, in time of war or national emergency, and at such other times as the national security may require, to fill the needs of the armed forces whenever more units and persons are needed than are in the regular components.” During the Cold War era, the reserve components were a manpower pool that was rarely used. -
The Evolution of U.S. Military Policy from the Constitution to the Present
C O R P O R A T I O N The Evolution of U.S. Military Policy from the Constitution to the Present Gian Gentile, Michael E. Linick, Michael Shurkin For more information on this publication, visit www.rand.org/t/RR1759 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-0-8330-9786-6 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2017 RAND Corporation R® is a registered trademark. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface Since the earliest days of the Republic, American political and military leaders have debated and refined the national approach to providing an Army to win the nation’s independence and provide for its defense against all enemies, foreign and domestic. -
Page 1 4/16/2019
4/16/2019 https://www.af.mil/DesktopModules/ArticleCS/Print.aspx?PortalId=1&ModuleId=858&Article=484427 U N I T E D S T A T E S A I R F O R C E LIEUTENANT GENERAL BRIAN T. KELLY Lt. Gen. Brian T. Kelly is the Deputy Chief of Staff for Manpower, Personnel and Services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. General Kelly serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation, and the worldwide U.S. Air Force services program. General Kelly entered the Air Force in 1989 as a graduate of the University of Notre Dame’s ROTC program. He has held several command and staff positions at the base, major command, Air Staff, and Joint Staff levels. His command tours include a Mission Support Squadron, Mission Support Group, Combat Support Wing and the Air Force Personnel Center. Prior to his current assignment, General Kelly served as the Commander of the AFPC at Joint Base San Antonio- Randolph, Texas. EDUCATION 1988 Bachelor of Science, Aerospace Engineering, University of Notre Dame, South Bend, Ind. 1995 Squadron Officer School, Maxwell Air Force Base, Ala., Distinguished Graduate 2001 Master of Military Operational Art and Science, Air Command and Staff College, Maxwell AFB, Ala. 2001 Air Command and Staff College, Maxwell AFB, Ala., Distinguished Graduate 2006 Master of Science, National Resource Strategy, National Defense University, Fort McNair, Washington, D.C. -
Officer Candidate Guide US Army National Guard
Officer Candidate Guide May 2011 Officer Candidate Guide US Army National Guard May 2011 Officer Candidate Guide May 2011 Officer Candidate School, Reserve Component Summary. This pamphlet provides a guide for US Army National Guard Officer Candidate School students and cadre. Proponent and exception authority. The proponent of this pamphlet is the Commanding General, US Army Infantry School. The CG, USAIS has the authority to approve exceptions to this pamphlet that are consistent with controlling laws and regulations. The CG, USAIS may delegate this authority, in writing, to a division chief within the proponent agency in the grade of Colonel or the civilian equivalent. Intent. The intent of this pamphlet is to ensure that National Guard OCS Candidates nationwide share one common standard. It facilitates the cross-state and cross-TASS region boundary training of US Army officer candidates. Use of the term “States”. Unless otherwise stated, whenever the term “States” is used, it is referring to the CONUS States, Alaska, Hawaii, the US Virgin Islands, Territory of Guam, the Commonwealth of Puerto Rico, and District of Columbia. Supplementation. Local OCS programs may supplement this document in order to meet the needs of local SOPs and regulations, but they may not substantially modify any policy set forth in this document without written authorization from the proponent. Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to the OCS SME, 200th Regiment, Fort McClellan, Alabama 36205. Distribution. This publication is available in electronic media only and is intended for all Reserve Component OCS cadre and students. -
What Every Airman Needs to Know About Medical Stability Operations
Feature What Every Airman Needs to Know about Medical Stability Operations Col Stephen Waller, MD, USAF, Retired Lt Col Jose Fonseca, USAF, Retired Col Joseph Anderson, USAF, MC Col James Fike, USAF, MC, Retired Col Sean Murphy, USAF, MC he multidimensional complexity of stability operations has cap- tured much attention in the Air Force. Key features of these op- erations include humanitarian relief, reconstruction of emer- Tgency infrastructure, provision of essential government services, and maintenance of a safe, secure environment. “Military health support” plays an everyday, vital role in each of these features.1 Because stability operations call upon a wide array of unique Air Force capabilities, the service’s future leaders will need an understanding of this aspect of agile combat support and building partnerships to effectively conduct not only these operations but also those involving airpower. January–February 2012 Air & Space Power Journal | 1 Feature Waller, Fonseca, Anderson, Fike, & Murphy Medical Stability Operations In the context of past military campaigns, medical stability operations (MSO) may seem more appropriate for the Red Cross or the US Agency for International Development (USAID), not the Air Force or Depart- ment of Defense (DOD). The new MSO paradigm has vast breadth and many dimensions of support for wider national security goals. This ar- ticle examines some historical successes involving MSOs and lessons learned. It then discusses the many dimensions of these operations, taken from DOD Instruction (DODI) 6000.16, Military Health Support for Stability Operations, which states that they shall “be explicitly addressed and integrated across all MHS [Military Health System] activities includ- ing doctrine, organization, training, education, exercises, materiel, lead- ership, personnel, facilities, and planning.”2 Using this framework, the authors hope to help future Air Force leaders better understand how the DOD implements this essential task, “a core U.S. -
USAF Leadership
Photochart of USAF Leadership Office of the Secretary of the Air Force Assistant Secretary of Assistant Secretary of Assistant Secretary of Assistant Secretary of the the Air Force the Air Force (Financial the Air Force (Installa- Air Force (Manpower & (Acquisition) Management & tions, Environment, & Reserve Affairs) William A. LaPlante Comptroller) Energy) (vacant) Lisa S. Disbrow Miranda A. A. Ballentine Secretary of the Air Force Deborah Lee James Deputy Undersecretary of Deputy Undersecretary of Auditor General General Counsel the Air Force (International the Air Force (Space) Daniel F. McMillin Gordon O. Tanner Affairs) Winston Beauchamp Heidi H. Grant Undersecretary of the Air Force Lisa S. Disbrow (acting) Inspector General Chief, Information Director, Legislative Director, Public Affairs Lt. Gen. Gregory A. Dominance & Liaison Brig. Gen. Kathleen A. Biscone Chief Information Officer Maj. Gen. Thomas Cook Lt. Gen. William J. Bender Bergeson Director, Small Administrative Assistant to the Business Programs Secretary of the Air Force Mark S. Teskey Patricia J. Zarodkiewicz 80 AIR FORCE Magazine / September 2015 Photochart of An Air Force Magazine Directory By Chequita Wood, Media Research Editor As of Aug. 14, 2015 The United States Air Force Air Staff Assistant Vice Chief of Chief Master Sergeant Air Force Historian Judge Advocate Staff of the Air Force Walt Grudzinskas General Lt. Gen. John W. CMSAF James A. Cody Lt. Gen. Christopher F. Hesterman III Burne Chief of Staff Gen. Mark A. Welsh III Surgeon General Chairman, Scientific Chief of Chaplains Chief of Safety Lt. Gen. Mark A. Ediger Advisory Board Maj. Gen. (sel.) Dondi E. Maj. Gen. Andrew M. Werner J. A. -
The Commander-In-Chief and the Necessities of War: a Conceptual Framework
Loyola University Chicago, School of Law LAW eCommons Faculty Publications & Other Works 2011 The ommC ander-in-Chief and the Necessities of War: A Conceptual Framework John C. Dehn Loyola University Chicago, School of Law, [email protected] Follow this and additional works at: http://lawecommons.luc.edu/facpubs Part of the Military, War, and Peace Commons Recommended Citation John C. Dehn, The ommC ander-in-Chief and the Necessities of War: A Conceptual Framework, 83 Temp. L. Rev. 599 (2011). This Article is brought to you for free and open access by LAW eCommons. It has been accepted for inclusion in Faculty Publications & Other Works by an authorized administrator of LAW eCommons. For more information, please contact [email protected]. TEMPLE LAW REVIEW © 2011 TEMPLE UNIVERSITY OF THE COMMONWEALTH SYSTEM OF HIGHER EDUCATION VOL. 83 NO. 3 SPRING 2011 ARTICLES THE COMMANDER-IN-CHIEF AND THE NECESSITIES OF WAR: A CONCEPTUAL FRAMEWORK * John C. Dehn While the current Administration has largely abandoned claims of plenary presidential authority to fight the nation’s wars, courts, scholars, and policy makers continue to debate the nature and scope of the powers conferred by the September 18, 2001 Authorization for Use of Military Force. This Article examines primarily Supreme Court precedent to distill the general scope and limits of the President’s powers to fight the nation’s international and non-international armed conflicts. It concludes that the Supreme Court has expressly endorsed and consistently observed (although inconsistently applied) two concepts of necessity attributable to the Commander-in- Chief power. The first is military necessity: the power to employ all military measures not prohibited by applicable law and reasonably calculated to defeat a national enemy. -
Merchant Marine Academy
Military Academy: Merchant Marine Academy Introduction Congress passed the landmark Merchant Marine Act in 1936, and two years later, the U.S. Merchant Marine Cadet Corps was established. The first training was given at temporary facilities until the Academy's permanent site in Kings Point, New York was acquired in early 1942. Construction of the Academy began immediately, and in 15 months it was completed. The Academy was dedicated on September 30, 1943, by President Franklin D. Roosevelt, who noted that "the Academy serves the Merchant Marine as West Point serves the Army and Annapolis the Navy." Most recently, Merchant Marine Academy midshipmen and graduates have been involved in many facets of the war in Iraq. Many graduates were involved in the transportation of supplies during the buildup to the war in 2003. Many graduates in the Naval Reserve have been called to serve supporting naval roles in ports in Iraq and Kuwait. Graduates who have entered other branches of the service have had more direct roles in Iraq. In addition to requiring strong GPA and SAT/ACT scores, the Academy, along with all of the other federal service academies except the United States Coast Guard Academy, requires that the Due to the service of Midshipmen in every major conflict the country has been involved in since World War II, the regiment is privileged to carry a regimental battle standard. The Merchant Marine Academy is the only Federal Service Academy granted the right to do so, and the standard is carried with the colors at all times. Campaign ribbons from all the conflicts Midshipmen have taken part in help to dress the battle standard, and bring honor to the academy Admissions In addition to requiring strong GPA and SAT/ACT scores, the Academy, along with all of the other federal service academies except the United States Coast Guard Academy, requires that the candidate be nominated by a U.S. -
MILITARY LAW REVIEW the MILITARY and the COURTS R 0 0 0 W 0 00 INTRODUCTION CIVILIAN COURTS and the MILITARY JUSTICE : COLLATERAL COURTS-MART1 Major Richard D
x=a MILITARY LAW REVIEW THE MILITARY AND THE COURTS r 0 0 0 w 0 00 INTRODUCTION CIVILIAN COURTS AND THE MILITARY JUSTICE : COLLATERAL COURTS-MART1 Major Richard D. Ro F € Major Bruce E. Kasold THE RIGHT OF FEDERAL EMPLOYEES TO SUE THEIR c SUPERVISORS FOR INJURIES CONSEQUENT UPON 9cL CONSTITUTIONAL VIOLATIONS Lieutenant Commander Patrick W,Kelley s 00 Volume 108 Spring 1985 Pamphlet HEADQUARTERS DEPARTMENT OF THE ARMY NO. 27-100-108 Washington, D.C., Spring 1985 MILITARY LAW REVIEW-VOL. 108 The Military Law Review has been published quarterly at The Judge Advocate General’s School, U.S. Army, Charlottesville, Virgi- nia, since 1958. The Review provides a forum for those interested in military law to share the products of their experience and research andfs designed for use by military attorneys in connection with their official duties. Writings offered for publication should be of direct concern and import in this area of scholarship, and preference will be given to those writings having lasting value as reference material for the military lawyer. The Review encourages frank discussion of relevant legislative, administrative, and judicial developments. EDITORIAL STAFF CAPTAIN STEPHEN J. KACZYNSKI, Editor MS. EVA F. SKINNER, Editorial Assistant SUBSCRIPTIONS: Private subscriptions may be purchased from the Superintendent of Documents, United States Government Print- ing Office, Washington, D.C. 20402. Publication exchange subscrip- tions are available to law schools and other organizations which publish legal periodicals. Editors or publishers of such periodicals should address inquiries to the Editor of the Review. Inquiries concerning subscriptions for active Army legal offices, other federal agencies, and JAGC officers in the USAR or ARNGUS not on active duty should be addressed to the Editor of the Review. -
Organizational Structure for Air National Guard Tactical Aircraft Maintenance
THIS PAGE INTENTIONALLY LEFT BLANK Organizational Structure for Air National Guard Tactical Aircraft Maintenance by RUDOLPH VENTRESCA, Colonel, ANG Research Fellow Airpower Research Institute Winner ofthe Air Force Historical Foundation's 1990 Colonel James CannellMemorialA ward Air University Press Maxwell Air Force Base, Alabama 36112-5532 October 1991 Library of Congress Cataloging-in-Publication Data Ventresca, Rudolph . Organizational structure for Air National Guard tactical aircraft maintenance/by Rudolph Ventresca. p. cm . Includes bibliographical references and index. 1 . United States . National Guard Bureau-Equipment-Maintenance and repair. 2. Airplanes, Military-United States-Maintenance and repair . 3. United States . National Guard Bureau-Aviation. 4. United States . National Guard Bureau-Organization. 5. United States . National Guard Bureau-Management. 1. Title. UG 1243. V46 1991 358.4' 38-dc20 91-25676 CIP DISCLAIMER This publication was produced in the Department of Defense school environment in the interest of academic freedom and the advancement of national defense-related concepts . The views expressed in this publication are those of the author and do not reflect the official policy or position of the Department of Defense or the United States government. This publication has been reviewed by security and policy review authorities and is cleared for public release. To The Forgotten Mechanic Through the history ofwor<d aviation Many names have come to the fore. Great deeds ofthe past in our memory with cast As they'rejoined by more andmore . When manfirst startedhis tabor In his quest to conquer the sky. He was designer, mechanic, andpicot, Andhe built a machine that wouldfly. But somehow the ordergot twisted Andthen in the public's eye, The only man that couldbe seen Was the man who knew how tofly.