The National Museum of the Pacific War presents an interview with Cecil Carlisle. Carlisle served in the Corps of Cadets at Texas A&M, and graduated in January of 1943 as a Corporal. He went on to complete Officer Candidate School and became a second lieutenant. He joined the Army, the Coast Artillery, working with automatic weapons including .50-caliber machine guns and 40mm antiaircraft cannons. He was first assigned to Camp Hahn in Riverside, California where he served as a platoon commander, conducting antiaircraft gunnery and field training. From there he was transferred to complete pilot training through the Army Air Forces and received his wings in the fall of 1944. He did not go overseas, as flights were halted to England as the war was scaling down. He then flew as copilot for Navigation Training School, back and forth from Texas to Florida. He was discharged in December of 1945.

Testimony issued by the General Accounting Office with an abstract that begins "E-government refers to operations that enhance delivery of government information and services. Enterprise architectures provides for successful delivery of e-government applications, which in turn promise improved government performance and accountability. Under the Office of Management and Budget's (OMB) leadership, the president's fiscal year 2003 budget proposes 24 e-government initiatives, most involving multiple agencies. These initiatives have laudable goals, including the elimination of redundant, nonintegrated business operations and systems which could save billions of dollars. The success of these initiatives depends in large part on whether they are pursued within the context of enterprise architectures. Approved architectures for most of these initiatives do not currently exist. OMB has been a proponent of enterprise architectures and has recently devoted increased attention to them. However, it can and should play a larger role. The maturity framework and benchmark data about 116 departments, component agencies, and independent agencies GAO reviews in this testimony provide important baseline information against which targeted improvement across the government can be defined and measured."

Testimony issued by the General Accounting Office with an abstract that begins "As more and more of the baby boomers enter retirement age, spending for Medicare, Medicaid, and Social Security is expected to absorb correspondingly larger shares of federal revenue and crowd out other spending. The aging of the baby boomers will also increase the demand for long-term care and contribute to federal and state budget burdens. The number of disabled elderly who cannot perform daily living activities without assistance is expected to double in the future. Long-term care spending from public and private sources--about $137 billion for persons of all ages in 2000--will rise dramatically as the baby boomers age. Without fundamental financing changes, Medicaid--which pays more than one-third of long-term care expenditures for the elderly--can be expected to remain one of the largest funding sources, straining both federal and state governments."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony comments on legislation that would elevate the Environmental Protection Agency (EPA) to Cabinet status. Today, EPA's mission, size, and scope of responsibilities place it on a par with many Cabinet departments. The United States is the only major industrial power without a Cabinet-level environmental organization. It is important to consider that (1) environmental policy be given appropriate weight as it cuts across the domestic and foreign policies that other Cabinet departments implement and enforce and (2) the head of the agency is able to deal as an equal with his or her counterparts within the federal government as well as the international community. Conferring Cabinet status on EPA would not in itself change the federal environmental role or policies, but it would clearly have an important symbolic effect. Regardless of its status, however, EPA must respond more effectively to its fundamental management challenges. These challenges include (1) placing the right people with the appropriate skills where they are needed and (2) gaining access to high-quality environmental, natural, and social data on which to base environmental decisions. EPA must have the flexibility to use innovative approaches to …