The National Museum of the Pacific War presents an oral interview with John Ladd. Mr Ladd was sworn into the Navy July 12, 1938. After boot camp, he was assigned to the USS Maryland (BB-46) which was stationed in Long Beach and San Pedro, California at the time. The Maryland moved to Pearl Harbor in the late summer of 1941. Ladd was a gunner's mate on one of the 5-inch broadside guns. On December 7, 1941, the guns were secured and the ammunition was locked up. It took them about ten minutes to get to where they could start shooting back at the Japanese planes. Ladd tells the story of shooting down two or three American planes early in the morning of December 8th that were trying to land. He also talks about getting men out of the ships that had been sunk in the harbor including the Oklahoma that had capsized next to them. Just before Christmas 1941, the Maryland was patched up enough to sail for Bremerton, Washington for repairs. Afterwards, she went back to Pearl Harbor. Ladd was transferred off in late October 1943 and went to gunnery school in Washington, DC for three months. After school, …

A statement of record issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) has six reserve components: the Army Reserve, the Army National Guard, the Air Force Reserve, the Air National Guard, the Naval Reserve, and the Marine Corps Reserve. DOD's use of Reserve and National Guard forces increased dramatically following the events of September 11, 2001, and on January 19, 2005, more than 192,000 National Guard and Reserve component members were mobilized. About 85 percent of these personnel were members of the Army National Guard or the Army Reserve. Furthermore, the availability of reserve component forces will continue to play an important role in the success of DOD's future missions, and DOD has projected that over the next 3 to 5 years, it will continuously have more than 100,000 reserve component members mobilized. Since September, 2001, GAO has issued a number of reports that have dealt with issues related to the increased use of Reserve and National Guard forces. For this hearing, GAO was asked to provide the results of its work on the extent to which DOD has the strategic framework and policies necessary to maximize reserve component force availability for …

BRAC 2005 Intelligence Joint Cross-Service Group Meeting Minutes of February 2, 2005. The document is redacted, and the meeting minutes were withheld as classified information.

Document issued by the Office of the Attorney General of Texas in Austin, Texas, providing an interpretation of Texas law. It provides the opinion of the Texas Attorney General, Greg Abbott, regarding a legal question submitted for clarification: Whether Health and Safety Code section 691.023(b) prohibits a commissioners court from adopting an order authorizing cremation as a means of disposing of the remains of a deceased pauper (RQ-0263-GA)

Document issued by the Office of the Attorney General of Texas in Austin, Texas, providing an interpretation of Texas law. It provides the opinion of the Texas Attorney General, Greg Abbott, regarding a legal question submitted for clarification: Whether Texas or New Jersey law applies to the payment of late fees on a contract between a Texas county and an out-of-state vendor (RQ-0266-GA)

Document issued by the Office of the Attorney General of Texas in Austin, Texas, providing an interpretation of Texas law. It provides the opinion of the Texas Attorney General, Greg Abbott, regarding a legal question submitted for clarification: Whether an elected county official may close his office on a day declared by the Governor of Texas to be an “official day of mourning” (RQ-0267-GA)

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News release promoting the 35th Annual USA Film Festival at DART's Mockingbird Station.

Handwritten notes about a dinner meeting at Threadgill's restaurant.

Testimony issued by the Government Accountability Office with an abstract that begins "People are critical to any agency transformation, such as the one envisioned for the Department of Homeland Security (DHS). They define an agency's culture, develop its knowledge base, and are its most important asset. Thus, strategic human capital management at DHS can help it marshal, manage, and maintain the people and skills needed to meet its critical mission. Congress provided DHS with significant flexibility to design a modern human capital management system. DHS and the Office of Personnel Management (OPM) have now jointly released the final regulations on DHS's new human capital system. Last year, with the release of the proposed regulations, GAO observed that many of the basic principles underlying the regulations were consistent with proven approaches to strategic human capital management and deserved serious consideration. However, some parts of the human capital system raised questions for DHS, OPM, and Congress to consider in the areas of pay and performance management, adverse actions and appeals, and labor management relations. GAO also identified multiple implementation challenges for DHS once the final regulations for the new system were issued. This testimony provides overall observations on DHS's intended human capital …

Testimony issued by the Government Accountability Office with an abstract that begins "More than 34 million workers and retirees in about 30,000 singleemployer defined benefit plans rely on a federal insurance program managed by the Pension Benefit Guaranty Corporation (PBGC) to protect their pension benefits. However, the insurance program's long-term viability is in doubt and in July 2003 we placed the single-employer insurance program on our high-risk list of agencies with significant vulnerabilities for the federal government. In fiscal year 2004, PBGC's single-employer pension insurance program incurred a net loss of $12.1 billion for fiscal year 2004, and the program's accumulated deficit increased to $23.3 billion from $11.2 billion a year earlier. Further, PBGC estimated that underfunding in single-employer plans exceeded $450 billion as of the end of fiscal year 2004. This testimony provides GAO's observations on (1) some of the structural problems that limit PBGC's ability to protect itself from risk and (2) steps PBGC has taken to forecast and manage the risks that it faces."

Testimony issued by the Government Accountability Office with an abstract that begins "The U.N. regular budget for the 2004-2005 biennium exceeded $3 billion for the first time. In light of the organization's increasing demands, the U.N. Secretary General and member states have called on the Secretariat to better define priorities and eliminate outdated activities. In response, the Secretary General launched major reform initiatives in 1997 and 2002, and we reported on the status of these efforts in February 2004. Audits and investigations of the U.N. Oil for Food program have also brought attention to recurring management weaknesses. As the largest financial contributor to the United Nations, the United States has a strong interest in the completion of the Secretary General's reforms. GAO provides observations on areas for U.N. reform based on our 2004 report and our continuing review of the Oil for Food program, including our analysis of internal audit reports and other documents."

The National Museum of the Pacific War presents an oral interview with Edgar Wolf. World joined the Army Air Forces in January, 1942 and trained at Biloxi, Mississippi before heading for Lockheed in California to learn about P-38s. He went to Officer Candidate School and earned a commission before being assigned to the Air Transport Command in New York. With the ATC, Wolf learned loadmaster techniques and air traffic control procedures before heading for Chabua, India. At his base he was responsible for transient aircraft. He also served at Agra and at Karachi. Wolf was in India for 27 months and returned home in September, 1945 and received his discharge.

The National Museum of the Pacific War presents an oral interview with Howard Charles. Charles was born in Picher, Oklahoma in 1919. Placed in a foster home at sixteen years of age he was encouraged to complete high school and attended college. On 6 June 1940 he joined the US Marine Corps and went to San Diego for boot camp. After boot training he was selected for Marine Corps Field Intelligence Training. When he completed this training he was ordered to proceed to Shanghai. Prior to arrival, his orders changed and he was assigned aboard the USS Houston (CA-30). He describes being in the battles of Makassar Straits, the Java Sea and Sunda Straits. When the Houston sank, Charles became a prisoner of war. He tells a vivid tale of torture, abuse and malnutrition during a trip on a hell ship to Changi Prison Camp. There, he experienced dreadful conditions, diseases, starvation and death. Prisoners worked as slave laborers on the Burma—Siam Railroad. He was with a group of prisoners moved to Camp Kanchanaburi, near Bangkok, Thailand. He recalls continued mistreatment and starvation and describes atrocities he observed including the beheading of Australian prisoners of war. After the surrender of …

The National Museum of the Pacific War presents an oral interview with James Moore. Moore graduated from Hardin Simmons University in Abilene in January 1940. He was hired by the FBI after graduation and worked in Washington. In the fall of 1944 he joined the OSS and was commissioned an Ensign in the Navy although he didn't go to OCS. OSS training occurred on Catalina Island, CA. In Kunming, China he worked with Chang Kai Shek (Nationalist troops) developing informants and demolition experts. He was supposed to go in with General Li Wen Li to the Wei Shin interment camp but didn't until after the war was over. He was in Kunming when the war ended. Discharged in June 1946 at Shanghai. Worked for the CIA after the war.

The National Museum of the Pacific War presents an interview with Ken Marks. Marks joined the Army Air Forces in December 1941 and was sent to Aircraft Mechanics School at Sheppard Field in Wichita Falls, Texas. From there he trained at a Flight Engineer and Gunnery School in Harlingen, Texas, graduating in June 1942. From there he went to Boise, Idaho where he was Assistant Flight Engineer on a B-17. He trained on B-24s in Fort Worth, Texas. He left Christmas morning 1942 on his first flight overseas in a B-24, heading to the 7th Bomb Group in Pandaveswar, India. They were assigned to the 9th Bomb Squadron, 7th Bomb Group. He flew missions bombing Japanese targets in Burma. After the sixth mission they were transferred over to the 492nd, a newly formed squadron. He was there for less than two years and completed 59 combat missions, 479 combat hours. He flew missions over Burma, China, Andaman Islands in the Bay of Bengal and Bangkok. He discusses one of his toughest missions over Rangoon encountering Japanese Zeroes. Upon completing 59 missions he was sent to Tezpur, completing 16 round trips flying gasoline over the Hump to Kunming to the 14th …

The National Museum of the Pacific War presents an oral interview with Otis M. Cox. Cox was born in Harlan, Kentucky on 10 May 1923. Soon after graduating from high school in 1941, he joined the US Army Air Corps. Upon completion of basic training at Shreveport, Louisiana he was sent to Ft. Logan, Colorado to attend a technical training school. He recalls various air bases to which he was assigned and of the various jobs he performed. During the course of his time in the service, he learned radio operator procedures through on the job training. After undergoing crew training, he was sent to India where he joined the 1st Troop Carrier Squadron. He flew 44 round trip flights over the Himalaya Mountains. He returned to the United States during November 1945 and was discharged the following month.

The National Museum of the Pacific War presents an interview with Thomas Phillips. Phillips joined the Army and after training was sent to Burma where he joined Merrill's Marauders. He was also assigned to the 613th Field Artillery Battalion. Phillips relates several experiences dealing with the mules in the jungles while attached to this artillery unit. When the war ended, Phillips was in Kunming, China. He stayed on in China and helped with the negotiations between the communists and nationalist Chinese with General Marshall.

The National Museum of the Pacific War presents an interview with Virgil Heidbrink. Heidbrink was a Master Sergeant in the Army. He was drafted in March 1944. He began basic training in Camp Barkeley, Texas then transferred to Brigham City, Utah for joint training at Bushnell Army Hospital where he was assigned to clerk duty in the hospital headquarters. In November 1944 he boarded the USS General John Pope (AP-110), destination Bombay, India. From there they went to Ledo, Assam and he was assigned to a Basha, an Indian hut. With his Army issued typewriter he served as a clerk, typing and drafting letters for the colonel until about April 1945. He headed to Kunming, China with Convoy Number Fifty. He and two others made up the medical section of that convoy. Arriving in Kunming he was on detached service at an already established hospital there called the 95th Station Hospital, finally taking over the 96th Station Hospital. He served in the admitting section of the hospital. He moved on to Shanghai and served there until May 1946. He was discharged in Fort Leavenworth, Kansas June 1946.

Agenda for the WASP board meeting held April 2, 2005 in Washington, D.C.

Minutes from the Spring 2005 board meeting of the WASP of WWII, held in Washington, D.C.

Other written product issued by the Government Accountability Office with an abstract that begins "This publication is superceded by GAO-11-646SP, Performance Measurement and Evaluation: Definitions and Relationships, May 2011. Both the executive branch and congressional committees need evaluative information to help them make decisions about the programs they oversee--information that tells them whether, and in what important ways, a program is working well or poorly, and why. In enacting the Government Performance and Results Act of 1993 (GPRA), Congress expressed frustration that executive branch and congressional decisionmaking was often hampered by the lack of good information on the results of federal program efforts. Seeking to promote improved federal management and the increased efficiency and effectiveness of federal programs, GPRA instituted a governmentwide requirement for agencies to set goals and report annually on program performance. Many analytic approaches have been employed over the years by the agencies and others to assess the operations and results of federal programs, policies, activities, and organizations. Periodically, individual evaluation studies are designed to answer specific questions about how well a program is working, and thus such studies may take several forms. GPRA explicitly recognizes and encourages a complementary role for these types of program assessment: …

Other written product issued by the Government Accountability Office with an abstract that begins "The sooner our nation acts to address Social Security's long-term financial challenges, the easier it will be to successfully meet them. Once explained, the choices we face are not difficult to understand, but they are difficult to make. They affect both how much Americans pay for Social Security and how much they receive from the program. They require changes that not only will affect us but have implications for future generations. They also are difficult because they involve deeply felt values, such as community, individualism, fairness, and human dignity. This guide tries to boil down the complexities of Social Security and the implications of reform to the basic choices we face as a nation."

This letter is by a former navy kid to the BRAC Commission sharing his story.