http://www.us.pirelli.com

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T he American G.I. Forum was founded in 1948 in Corpus Christi,Texas, by Hector P. García, an Army veteran and doctor. Today, theForum has grown to number over 500 chapters throughout thenation, and remains more dedicated than ever to addressing the

problems of veterans and their families in the areas of education, employment,political representation, and health services.

“I knew from the beginning that we had to run our veterans service programslike a business if we wanted to expand our continuum of care and build capacityfor future diversification.”

That’s the prescription for success Carlos Martinez has followed for the 28years he has headed the American G.I. Forum’s National Veterans OutreachProgram (NVOP). The American G.I. Forum is the nation’s largest Hispanicveterans service organization with more than 138,000 members.

While describing the prescription may be easy, filling it has not been. “Wehad to scramble and survive a number of false starts, especially in the earlyyears,” Martinez says. “A creative and dedicated staff helped us weather thetough times and even now we’re constantly on the lookout for new sources offunding and developing market-driven skill sets for both staff and clients.”

NVOP began in 1972 as an independent corporation within the AmericanG.I. Forum to add social and community services to the traditional veteransissues. It is now recognized as one of the premier veterans employment andtraining programs in the country. Headquartered in San Antonio, NVOPcomprises seven corporations operating programs throughout Texas and threeother states.

Carlos Martinez uses corporate approachto keep the nation’s largest Hispanic

veterans service organizationrunning in the black.

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Over the years, NVOP has served more than 300,000 clients withemployment counseling and job development services (NVOP administersthe Labor Department’s Veterans’ workforce Investment Act grant in Texas),skills training and transitional housing for homeless veterans (NVOP hasgrants from the Departments of Labor and Housing and Urban Affairs), awelfare-to-work program, low-income and senior citizen housing, food banks,and other social service programs. A grant from the Department of VeteransAffairs enabled NVOP to purchase an office building that became theVeterans Service Center, the one-stop hub for all its social service programs.

While NVOP has successfully administered more than a hundred federal,state, and local grants over the years, Martinez knows that relying too muchon government funding is a risky proposition. “We are always on the lookoutfor alternative revenue streams to fill the gaps in our social service programs,”Martinez says. “We also maintain escrow accounts that allow us to leverageresources between programs.”

To prove his point, Martinez identifies two of NVOP’s enterprises thatdefinitely fall outside the usual range of programs provided by a social serviceagency. Veterans Enterprises of Texas is a 25,000 foot corrugated boxmanufacturing plant located in the heart of one of San Antonio’s poorestneighborhoods. At its peak, the plant, which produces mail trays and sleevesfor the U.S. Postal Service, provides 30 jobs paying $7.50 to $9.50 an hour,and generates in excess of $4 million in annual revenue. Last year, theplant produced two million trays and seven million sleeves. Recently, a cutin orders by the Post Office has led NVOP to seek contracts in the privatesector with companies like UPS and Pepsico.

The prospect of competing in the marketplace doesn’t deter Joe Lopez,the newly hired Director of Business Operations. He sees it as an opportunityto grow and diversify the business. Competing on the basis of quality won’tbe a problem either, according to Eva Najar, a quality assurance inspector

Following the philosophy of helping veterans

become self-sufficient by bringing grass roots

programs to the people where they live and

work, NVOP has used established business

practices like strategic planning, diversified

funding streams, creative partnerships,

coalitions in the public and private sectors,

and continual staff development to build its

organizational capacity and become a fixture

in the local community. It’s a win-win outcome

for San Antonio and its veterans.

Eva Najar checks a batch of cardboardsleeves at NVOP’s 25,000 square-foot plantprior to shipment to the U.S. Postal Service.

Juan Lombroso cuts screens for custom-made windows at NVOP’s home

weatherization workshop.

Martin Alvarez (top) and Tony Perez unloadinsulation equipment in preparation for

weatherizing a home south of San Antonio.They are one of five crews NVOP has

operating in 35 Texas counties.

NVOP’s cardboard box plant provides goodjobs for 10 employees, many from some of

San Antonio’s poorest neighborhoods.

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at the plant. A veteran of 17 years in the U.S. Army, she gained quality control experienceworking for LoneStar Foods checking Pace Picante Sauce (“definitely not made in NewYork City,” Najar says).

“The Post Office is very quality conscious,” Najar asserts. “We do continuous qualityassessments and have never had a batch returned.” Najar likes her job because shelearns from her colleagues and gets to make recommendations on how to improve it.She says her military experience has helped because it instilled self-discipline and integrityin her work habits.

The other program that is an example of thinking outside the box takes NVOP outsideof San Antonio. Thanks to contracts with four consortiums of county government agencies,NVOP provides weatherization services to low income homeowners in 35 countiesthroughout Texas. Services include installing doors, storm windows, insulation, andreplacing hot water heaters.

NVOP began in 1972 as an independent

corporation within the American G.I. Forum to add

social and community services to the traditional

veterans issues. It is now recognized as one of the

premier veterans employment and training programs

in the country. Headquartered in San Antonio,

NVOP comprises seven corporations operating

programs throughout Texas and three other states.

Depending on the complexity of the jobs and the speed of referrals from the governmentagencies, in one month NVOP’s four crews and five trucks could make 80 homes saferand more energy efficient. Since many older homes in rural areas don’t have standardsize windows, NVOP workers also custom cut windows, glass, and screens in a workshopbehind the Veterans Service Center.

The work is labor intensive but Tony Perez has been at it for over three months. A 6-year veteran of the Marines who spent most of his time in dress blues escorting VIP’sand providing embassy security in London, Perez came to San Antonio without a job.Friends referred him to the G.I. Forum. “I like the work because I can learn by experienceand acquire more skills the longer I stay with program, “ says Perez.

Following the philosophy of helping veterans become self-sufficient by bringing grassroots programs to the people where they live and work, NVOP has used establishedbusiness practices like strategic planning, diversified funding streams, creativepartnerships, coalitions in the public and private sectors, and continual staff developmentto build its organizational capacity and become a fixture in the local community. It’s awin-win outcome for San Antonio and its veterans.

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Y ou have worked hard to hire and train a goodmanagement team. George has worked with you forthree months. His communication style is direct. Hehas many good ideas and is good at starting projects,

but weak on finishing what he starts. Mary, on the other hand, isgood at details. She finishes what she starts, but seems to lackinitiative. Jose is a great team builder and keeps the team motivated.His only weakness is time management. He has to be reminded tofinish his projects on time. Victoria is bright and intelligent, but isnot sociable. She prefers to stay in her office and send emailmessages to those she works with. You ask yourself, “Why can’teveryone just be like me?”

In my younger days, I had a narrow approach to managingothers. I believed people who did not respond to my managementstyle were DEFECTIVE. I evaluated everyone with the same brokenyardstick. I now know I was wrong. There are eight different, butpredictable work styles or behavior patterns common in people.

POWERFULMANAGEMENT

TOOLSUsing Assessments to

Develop Managers and

Others for Professional

and Personal GrowthBy Gregory P. Smith

“Success in the knowledge economy comes to those who know themselves, their

strengths, their values, and how they best perform.” - Peter Drucker

Toxic management:

In the workplace, individuals and managers unaware of thesebehavior patterns will unintentionally damage their personaleffectiveness. When a manager understands these uniquedifferences then they are in a more powerful position. They arebetter able to manage, understand, and lead people toward higherlevels of productivity, lower frustration, higher morale, and betterretention rates.

Many organizations are turning to behavior assessments andpersonality trait testing for both hourly workers and managers. Backin the late ’90s, only 5 percent of Fortune 500 companies usedsome type of assessment. Today, that figure is climbing to 65percent. A year 2000 study by American Management Associationshowed nearly half of 1,085 employers polled use at least oneassessment in their interviewing process.

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Assessments can help:

• Individuals identify their strengths; know which jobs they are best

suited for;and design a development plan to overcome shortcomings

• HR managers predict a job applicant’s success before they are hired.

• Business owners understand the temperament and work style of

individual employees and managers.

• Supervisors can give performance feedback to people in a style they understand and accept for improving performance and accelerating professional development.

• People enhance communication, understanding, and improve personal relationships.

• Sales managers select, hire, develop, and motivate super sales people.

One client company used assessments to improve their hiring and recruitingprocess. Previously, they made hiring decisions based on the candidate’s resumeand then hired the person based on their “gut” reaction. Once hired, many ofthese new people created friction, had bad work ethics, and their attitudes had anegative impact on their coworkers.

Emotional intelligence:

By using assessments they created a visual benchmark (graphic) of their “top”performers. They used another profile to identify the values, emotionalcompetencies, and behaviors needed for success based on the requirementsneeded by each department. (E.g. sales, customer service, management, techsupport, quality assurance, etc.)

They had a roadmap for success. They identified the behavior patterns,communication styles, motivations, and attitudes of their top employees. In otherwords, they cloned their top performers.

These assessments measure individual attitudes, values, personal interests,and behavior with 85% accuracy. Now the company is able to screen out applicantswho may have good interview skills, have a great resume, but nonetheless arenot suited for the job. The process saves them thousands of dollars in costs andreduces a lot of frustrations.

Most assessments available on the market today can be administered on theInternet and generate an amazing amount of detail. One assessment we arefamiliar with provides over 25 pages of information including:

• General characteristics• Value to the organization• Checklist for communicating• Don’ts on communicating• Ideal work environment• Perceptions• Keys to motivating• Keys to managing• Areas for improvement• Ranking of 12 leadership competencies• Action plan for improvement

Successful management development programs first begin with self-analysis.When you understand behavior styles, then you have a roadmap for improvedpotential and enhanced communication. One assessment identifies eight uniquebehavior patterns people fall into depicted on a wheel.

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The behavior styles are:

• Implementor• Conductor• Persuader• Promoter

As a management consultant, I am asked to work with groups of people who experiencedifficulty working together and/or meeting objectives. I worked with one organization thatfailed to reach their sales goals.

After completing a behavior assessment on each of the directors, the problem wasclear. The executive director and two assistant directors possessed the same personalitystyle—all three of them disliked confrontation. Their natural tendency was to go overboardto please people. They did like to hold people accountable. After they understood theirnatural tendencies, they were able to adapt and manage more effectively.

Developing people is less expensive than firing them. By understanding behaviordifferences an organization can align an employee’s motivations with the company’smission. Assessments also help individuals reduce conflict and get along better.Furthermore, coworkers appreciate each person’s unique strengths and abilities. Withthis knowledge organizations and managers can maximize the abilities of their workforcein ways to help make all employees star performers.

From Lieutenant Colonel in the Army, to President of a company and the author of four books, Greg’s25 years of leadership and consulting experience has helped propel him as one of the nation’s leadingauthorities on employee retention, talent management and leadership. He is a business growth specialistand shows executives and business owners how to attract and keep customers and build organizationsthat retain and motivate their workforce.

Greg is the founder and President of Chart Your Course International, a management-consulting firmlocated in Atlanta, Georgia. He has spoken to organizations in Singapore, Puerto Rico, Germany, andCanada. He has developed training programs for some of the “Best Companies to Work For in America,”such as, Yamaha, Delta Airlines, Maxell, Turner Broadcasting, Rollins Inc., King and Spalding, Ace Hardware,AFLAC, Sweetheart Cups, KMPG, Alltell Corporation, the U.S. Army, Chicago Federal Reserve Bank, TheYoung Presidents Organization, Wyndham Hotels, UNISYS and Hallmark Cards.

Prior to starting his own company, he went from 2nd Lieutenant to Lieutenant Colonel building hiscareer on the front-line as an U.S. Army Officer. He was a consultant to the U.S. Army Surgeon Generaland served as the Director of Quality and Strategic Planning for the U.S. Army Medical Department. Gregplayed a major role in the largest organizational transformation in U.S. history including direct involvementwith “Reinventing the Government” efforts spearheaded by the Vice President of the United States. As aresult, his efforts helped transform the military into a smaller, more effective and less bureaucraticorganization.

He is recognized by Harvard University’s, Profiles in Business and Management: An InternationalDirectory of Scholars and Their Research. For his involvement with Operation Desert Storm, the HumanResource Executive Magazine selected him as one of the nation’s Top-Ten “Rising Stars” in Human ResourceManagement. His other awards include the Legion of Merit from the U.S. Army, the recipient of the Orderof Military Medical Merit and the Eagle Scout award. He is listed in the Who’s Who of Professional Speakingand holds both a B.S. and M.S. degree in human resource management.

He is a contributing editor to dozens of national and international journals, newspapers, and websites.He has written over 350 articles and four books including, The New Leader: Bringing Creativity and Innovationto the Workplace. His most recent publication, Here Today, Here Tomorrow: Transforming Your Workforcefrom High-Turnover to High-Retention, has been selected as one of the top-ten business books of the year.

He has been featured in hundreds of newspapers, magazines, websites, television and radio showsincluding HR Magazine, Business Week, President & CEO, Boston Globe, Kiplinger’s Personal Finance,Training, Christian Science Monitor and others including Exame, South America’s largest business magazine.He has appeared on television programs including Bloomberg Business News and PBS television.

When he is not traveling or writing, he is a happy husband to his college sweetheart and a father to histhree children. On his best days you will find him sailing, biking, scuba diving, and raising bonsai trees.

Chart Your Course International is located in Conyers, Georgia. For more information or to contactGreg Smith, please visit www.chartcourse.com.

• Relater• Supporter• Coordinator• Analyzer

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VAFunding Increases in 2004

In April, Secretary of Veterans Affairs Anthony J. Principi issueda statement to squelch rumors regarding budget cuts.

“There is no truth to any suggestion or assertion that VA’s budgetwill be “cut” or “slashed” next year,” Principi declared. “In fact,” hecontinued, “funding for veterans programs will increase in fiscalyear 2004, probably by record levels.”

“President Bush’s fiscal year 2004 budget requests a record$63.6 billion for our nation’s veterans, including a nearly 8 percentincrease over the fiscal year 2003 budget for discretionary funding–which mostly pays for VA’s health care system–and a 32 percentincrease in overall funding since fiscal year 2001.”

Principi further reported that a recent House and Senateagreement “raises the suggested levels of discretionary fundingfor veterans by an additional $1.8 billion. The President’s recentbudget request for $63.6 billion for the Department of VeteransAffairs demonstrates the administration’s commitment to thisnation’s veterans,” he emphasized. “This fiscal year 2004 budgetrequest for VA represents the greatest percentage increase for anydepartment in government.”

Of the 4.8 million patients the VA will treat in FY 2004, theSecretary projected there will be a reduction in the time veteransmust wait to see a doctor. In addition, two of the department’s goalsunder the new budget are to trim down the backlog of claims fromveterans waiting to receive their “well-earned benefits,” especiallydisability compensation and pensions; and by the end of this fiscalyear, the average wait for a decision on claims will be 100 days.

“So, despite rumors they may hear”, the Secretary emphasized,“to the contrary, veterans and their families, including our newestgeneration of veterans, should rest secure in the knowledge that agrateful nation honors their service to America. These days, theonly cuts at VA are to the waiting lists for medical care and thebacklog of compensation claims.”

New Plan to Deliver Services and Benefits

The Department of Veterans Affairs (VA) and the Departmentof Defense (DoD) extended the scope of their partnership recentlywhen representatives approved a joint strategic planning initiativeto deliver seamless, cost-effective, quality services to veterans,service members, military retirees and their families.

“This is an important step because it provides a framework withspecific goals for delivering high quality services and benefits toservice members and veterans. It ensures the process will continueinto the future,” said VA Deputy Secretary Leo S. Mackay, Jr.

The new plan should improve access to benefits, such ashealthcare, educational assistance, home loans, disabilitycompensation, pension, insurance, burial and memorial services;streamline application processes, eliminate duplication and smooththe transition from active duty to veteran status.

A VA-DoD “Information Sharing Task Force” will develop a planto automate the data collection process so necessary informationis received in a timely and accurate manner.

New Board of Contract Appeals ChairmanSecretary of Veterans Affairs Anthony J. Principi recently

announced the appointment of Gary J. Krump as the new chairmanof the board of contract appeals.

“Mr. Krump brings years of valuable management andleadership experience to this new position,” said Principi. “Ultimately,all veterans benefit when our contracting process works fairly.”

Krump will head a board composed of five other administrativejudges. He will be responsible for ensuring fair and timely dispositionof contract disputes in which the VA is involved. Krump served asVA’s deputy assistant secretary for acquisition and materialmanagement (A&MM) since September 1992.

He began his federal career as an attorney for the Army, servingin the Far East and at Walter Reed Army Medical Center. Prior tohis position as deputy assistant secretary for A&MM, he was thedirector of the office of real property management for VA, where hedirected one of the largest real estate management programs inthe federal government.

Krump received a bachelor’s degree from the North Dakota StateUniversity and law degree from the University of Minnesota LawSchool and an MBA from Southern Illinois University. He is listed inWho’s Who in America and Who’s Who in American Law.

New Under Secretary for Memorial AffairsIn April, Secretary of Veterans Affairs Anthony J. Principi

administered the oath of office to John W. “Jack” Nicholson as UnderSecretary for Memorial Affairs.

News from the

Secretary of Veterans Affairs Anthony J. Principi

VA Deputy Secretary Leo S. Mackay, Jr.

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“Jack Nicholson is a veteran with an outstanding record of service and success,” said Principi. “The important work of honoringveterans in death and continuing America’s commitment to maintaining our national cemeteries as sacred shrines is in good hands.”

Nicholson, a 30-year Army veteran, is a 1956 graduate of the U.S. Military Academy at West Point, N.Y. He holds a master’s degreein public administration. He taught military tactics at West Point and served on both the Army staff and the Joint Chiefs of Staff in thePentagon. His overseas military assignments include more than two years with infantry units in Vietnam and tours of duty in Germany,Lebanon, Switzerland and Korea. He retired from the Army in 1986 with the rank of brigadier general.

As under secretary, Nicholson will direct the operation and maintenance of 120 VA national cemeteries and other memorial-relatedprograms for veterans and eligible family members.

Information on VA burial benefits is available from national cemetery offices and VA regional offices at 1-800-827-1000 or visit the VAweb sites on the Internet at www.va.gov or www.cem.va.gov.

Chairman of the Board of Contract Appeals Gary J. Krump. Under Secretary for Memorial Affairs John W. “Jack” Nicholson

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America’s Veterans’ project, The Living Wall©, will pay tribute to all livingveterans, and educate the American public about veterans, their lives andstruggles, and the continued sacrifices they make.

Memorial Day is a time for remembering those who sacrificed everything tosecure the freedoms we sometimes take for granted. Whether we utilize thelong weekend to visit with friends and family, or make a pilgrimage to the graveof a loved one, American flags wave proudly and silently over the activities.Then a minute of silence to honor our fallen heroes; and before we know it theweekend is over and it’s back to business.

But what of those who answered the call to serve and lived to tell theirstory? According to the Veterans Administration, there are over 25 millionveterans living the U.S. today – each with a unique perspective on the past.

Knowing the collection of these oral histories is a critical task and urgentneed as each year elapses, in 2000, the Library of Congress initiated the VeteransHistory Project to collect and preserve these stories as an invaluable resourcefor future generations.

The Living Wall

Peggy Fontenot and James “Jack” Kincaid Johnson, co-founders of America’sVeterans, in conjunction with the Veterans History Project, are helping to gatherhundreds of veterans’ historical accounts as they proceed with their work onThe Living Wall© - a traveling multi-media exhibit honoring those who put theirlives on the line and survived; or put their dreams on hold to serve their country.“We want all vets to know that they are important, and what they did is important,”Fontenot explains.

As Fontenot and Johnson travel throughout the U.S. meeting with veteransto discuss their concerns and shine a spotlight on the issues, they are in theperfect position to document and record veterans’ stories for posterity.

Veterans speak openly and freely about their wartime experiences andcurrent struggles with fellow vet and interviewer, Johnson. Veterans from verybranch of service, even those who served stateside are equally importantaccording to Johnson. He maintains, “It takes twelve individuals to bring oneinfantryman in and out of the field.”

A former Marine and Vietnam veteran, Johnson, who suffers from PTSD,also understands what it means to be homeless. He had been Fontenot’s

neighbor for over 20 years, when he lost his home ina real estate scam. It was her photo exposé of hisplight that garnered a great deal of publicity for hiscause, which led to a long-running collaborationbetween the two friends.

A social activist on behalf of veterans’ rights formany years, Fontenot, an award-winning photographerresolved to use her talent to “put real faces to theissues,” as she puts it. Thus, her dramatic black & whitephotographs will be essential elements to the overallimpact of The Living Wall©. The photographs will belaser generated on to one side of the 3’x6' sections ofporcelain-coated steel panels–a material chosen forits weather and graffiti resistance. Each veteran’sreproduced dog tags will be displayed below theirphoto, and when a veteran passes away, the dog tagwill be removed, leaving behind only a ghost of thetag.

As the viewer completes the photographic side ofthe spiral exhibit, they’ll begin an educational journeyon the other side of the Wall, which is dedicated topresenting the issues and concerns of veterans -issues such as inadequate healthcare, joblessness,and basic food and shelter-and correcting some of thepublic’s misconceptions about our veterans and thelives they lead. These panels will also contain maps ofdifferent conflicts and countries in which WWI throughEnduring Freedom veterans have served.

The oral histories will be archived with America’sVeterans (online at www.americasveterans.org andwww.thelivingwall.com) and with The Library ofCongress (www.loc.gov/folklife/vets), with the veteran’spermission.

America’s Veterans

The Living Wall© is a labor of love for America’sVeterans, a 501(c)3 nonprofit corporation that grewout of an earlier Fontenot/Johnson collaboration,Citizens For Veteran’s Rights; a veterans advocacygroup working against privatization of veteran land –better known as “The Land Grab.”

Based out of Marina del Rey, California, America’sVeterans was created specifically for the purpose ofbringing The Living Wall© into existence and makingit available for public viewing.

Native American artist, Peggy Fontenot, Presidentand James “Jack” Kincaid Johnson, 1st Vice President,a member of The Citizen Potawatami Nation inOklahoma, share Board responsibilities with: Navyveteran, Melton Craig Maxwell, 2nd Vice President;Randa C. Martin, Secretary; Paul B. Penn, Treasurer;Air Force veteran, Michael Burr, Board member; andHonorary Board Members, Army veteran and also amember of The Citizen Potawatami Nation, Richard V.Johnson; and Army veteran, Grace Thorpe, daughterof the legendary Jim Thorpe.

Fontenot believes that the message of The LivingWall© will foster a new understanding about our

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veterans and help Americans to become more compassionate.Speaking on behalf of America’s Veterans, Fontenot says, “We wantour vets to receive recognition and the benefits to which they’reentitled.” Also, she hopes that the public will become more involved,but evokes that “waving the flag is just a symbol of how you feel;real patriotism is shown by rolling up your sleeves and giving moreof your time.”

For more information about America’s Veterans please visitwww.americasveterans.org or www.thelivingwall.com or call 310-396-3660.

Peggy Fontenot and James “Jack” Kincaid Johnson,co-founders of America’s Veterans. (Photo credit: Steve Burns)

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Leading our nation as the first

Secretary of Homeland Security,

Tom Ridge has an unprecedented

responsibility to create an effective

program that will secure our

borders and protect our citizens

from the threat of terrorism.

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O n October 8, 2001, Tom Ridge was sworn inas the first Office of Homeland SecurityAdvisor in the history of the United Statesof America. As a former congressman, stategovernor and Vietnam veteran, President

George W. Bush, declared Ridge the right candidate for theposition because “he has the strength, experience, personalcommitment and authority to accomplish this critical mission.”

The President established the Office of HomelandSecurity and the Homeland Security Council, following thetragic events of September 11th. His charge to the nation’snew director of homeland defense was to develop andcoordinate a comprehensive national strategy to strengthensecurity measures against terrorist threats or attacks in theUnited States.

As Ridge was sworn in, President Bush remarked, “I knewimmediately that Tom was the right man for the assignment.He’s a decisive, clear-thinking executive who knows how tosolve problems. He’s a person of integrity and a person ofgood judgment.”

Ridge has a proud record of service to the United States.Born Aug. 26, 1945, in Pittsburgh’s Steel Valley, Ridge wasraised in a working class family in veterans’ public housingin Erie. He earned a scholarship to Harvard, graduating withhonors in 1967. After his first year at The Dickinson Schoolof Law, he was drafted into the U.S. Army, where he servedas an infantry staff sergeant in Vietnam. Only a week intohis assignment, Ridge’s unit came under enemy fire whileoperating in the Duc Pho region. According to the officialArmy report, Ridge distinguished himself in battle bydefending his troops and inflicting casualties upon the enemy.For his actions during the conflict, he was awarded the BronzeStar for Valor. After returning to Pennsylvania, he earned hislaw degree and was in private practice before becomingassistant district attorney in Erie County. He was elected toCongress in 1982, and was the first enlisted Vietnam combatveteran elected to the U.S. House. Ridge was overwhelminglyre-elected six times.

Ridge was also elected twice as Governor ofPennsylvania, serving from 1995 to 2001. His votepercentage was the highest in more than half a century for aRepublican governor in Pennsylvania, where Democratsoutnumber Republicans by almost 500,000. Hisaccomplishments are staggering. During office he kept hispromise to make Pennsylvania “a leader among states anda competitor among nations.” As governor, Ridge’saggressive technology strategy helped fuel the state’sadvances in the priority areas of economic development,education, health and the environment.

Ridge’s record is clean and clear-cut. Not only did he cuttaxes every year while in office, but in May 2000, he signedthe largest tax cut in state history–nearly $775 million. Thesesavings helped to create more than 350,000 new jobs. Since1995, Pennsylvania families and employers have savednearly $15 billion through tax cuts, workers’ compensationreform, reduced red tape and electric competition.Pennsylvania has one of the nation’s lowest personal incometax rates and the most competitive utility markets. As thefirst state to enable consumers to shop competitively for bothelectricity and natural gas, Pennsylvania has been namedthe No. 1 state for electric deregulation.

To ensure Pennsylvania was home to the jobs of thefuture, Ridge created industry-led greenhouse initiatives andadvanced computing technologies in the life sciences.Education reform was always Ridge’s top priority. He signedinto law the Education Empowerment Act, to help more thana quarter-million children in Pennsylvania’s lowest-performingschools. And his education technology initiatives broughtanytime-anywhere-learning to Pennsylvanians from pre-school to adult education. Ridge made an historic $125 millioninvestment in reading and libraries, and he invested morethan $200 million in education technology.

During his years in the Governor’s office the number ofchildren receiving free or low-cost health care throughPennsylvania’s nationally recognized Children’s HealthInsurance Program increased by 145 percent. Ridge’scommon sense Land Recycling Program became a nationalmodel. He won passage of “Growing Greener,” to makePennsylvania’s largest environmental investment ever, nearly$650 million.

The Task at Hand

Ridge has been primed and ready to take on theresponsibility facing our nation. He remarks, “As a formerGovernor, I am keenly aware of the shared responsibilitythat exists between the federal, state, and local governmentsfor homeland security. In fact, over the past year I have oftensaid, “when our hometowns are secure, our homeland willbe secure.” That is not merely rhetoric, but a fundamentalprinciple of the nation’s homeland security effort.”

Ridge has reported that all 50 states and the territorieshave appointed homeland security advisors, who participateregularly in meetings at the White House and in bi-monthlyconference calls with the Office of Homeland Security. Heclaims that the new department stands ready to work withstate and local governments to obtain the tools, resources,and information they need to do their jobs. New channels of

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communication with private sector organizations are alsounderway so as a result American citizens can be preparedin the event their community is affected by a terrorist act.

At his nomination Ridge declared, “As I have said manytimes before my nomination was announced, and as I havesaid many times since, to me there is no more serious job inall the land than stopping future terrorist incidents fromoccurring on American soil. I can imagine no mission moreimperative than protecting the American people; and shouldanother terrorist attack occur, I can think of nothing morecrucial than working to ensure that every single echelon ofsociety is as prepared as possible to respond. Now, for thefirst time, we have a Federal Department whose primarymission is the protection of the American people.”

The New Department

On March 1, 2002, when the Department of HomelandSecurity came into being, Ridge explained, “President Bushhad the vision and the tenacity and the resolve to promoteand support and take on the responsibility of the largestreorganization since the Department of Defense began itsreorganization efforts under President Truman. One team,one enemy, one fight to protect our homeland and our wayof life.”

For the first time in our nation’s history, the President hascreated a National Strategy for Homeland Security, a strategy,which provides the framework to mobilize and organize thenation–the federal government, state and local governments,the private sector, and the American people–in the complexmission to protect our homeland.

The office of Homeland Security is the 15th executivedepartment of the President’s Cabinet, and combines morethan 170,000 employees, who have the overriding missionof protecting their fellow Americans.

This is the largest and most significant transformation ofthe U.S. government in over a half-century. The Office of

Homeland Security merges 22 separate work cultures,operating procedures and management procedures into onecohesive organization.

However, unifying one department on the federal levelwill not in itself be able to stop all attempts to do harm toAmerica. Citizens must realize the value of cultivatingpartnerships and cooperating with our partners in otherfederal agencies, state and local governments, and witheveryone in the private sector. In the case of another nationalemergency, citizens won’t pick up the phone and dial areacode (202) they will call their first responders at home.Essentially, the Homeland Security Department acts as anaid pipeline to assist people at any level of emergency.

Ridge exclaims, “The new department is tasked with themission of analyzing threats and then taking that information,looking at where the threat is targeted, for the infrastructureof this country, and then making sure the protective measuresare taken to protect that piece of infrastructure.” To begin theimmense process of restructuring, Congress allotted over$200 million dollars to initiate the Department.

“The new department is tasked with the mission of analyzing

threats and then taking that information, looking at where the

threat is targeted, for the infrastructure of this country, and

then making sure the protective measures are taken to

protect that piece of infrastructure.”

President George W. Bush talks to Secretary Tom Ridge in the Oval OfficeMonday morning, October 8, 2001. Secretary. Ridge was sworn in to directthe Office of Homeland Security later that morning.(Photo: Eric Draper/White House via WirePix)

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VETERANS ENTERPRISE24 HOMELAND SECURITY

Nearly a billion dollars have been invested during 2003to give state and local governments monies for anti-terrorismequipment, training and exercises. In addition, tens of millionswill be invested in urban search and rescue teams,interoperable communications, and the popular communityemergency response teams.

For the 2004 Fiscal Year, the President has requested abudget of $36.2 billion dollars for the office of HomelandSecurity. The new budget figures contain a 7.4% increaseover the funds the agencies received in FY 03, calls for $18billion to secure our borders, $6 billion dollars for emergenciesand first responders, $829 million for assessing andpreventing threats, and $803 million for science andtechnology. On accountability Ridge has stated that “in orderto ensure those, and our current funds, are properly managedwe have established policies and procedures for integratingfinancial management and accounting functions for all ourincoming organizational elements.”

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VETERANS ENTERPRISEHOMELAND SECURITY 25

VETERANS ENTERPRISE26 HOMELAND SECURITY

On the budget, Ridge says, “Our job is to reorganize it[the Department] around an ability to build the partnershipswith the states and local communities and to see to it thatthe dollars get out to the states and local communities.”

The Call To Veterans

“The Secretary of Homeland Security, however, is onlyone person who, without the support of those who havededicated and risked their lives to protecting America, willnot succeed.” This statement by Secretary Ridge is enlistingthe help of America’s warriors. He continues, “These are thetrue patriots in every sense of the term. They are vital to themission.”

In a speech to Veterans of Foreign Wars, last March, Ridgeopened his remarks by saying, “This is a community thatknows about service–the VFW has always been aboutservice in one way or the other.” He continued, “I’ve saidthis before, I say it again, and until the day I die I’ll continueto remind America every chance I get, that when a memberof the family puts on the uniform of this country, the wholefamily puts on the uniform of the country.”

As a former veteran, Ridge understands how militaryservice can be an asset in any job. His call now is to veteranswho are thinking about a job change, are transitioning out ofthe military or looking to volunteer for a worthy cause. Ridgeis currently enlisting veterans to participate in homelandsecurity efforts. He describes his team at the Department ofHomeland Security as a group of “dedicated patriots, who

Tom Ridge, as the newly sworn-in director of the Office of Homeland Security, attended a meeting of senior White House staff,including, at left, Alberto R. Gonzalez, White House Counsel, and Mitchell Daniels, director of the Office of Management andBudget, in the Roosevelt Room. (Paul Morse/ The White House via WirePix)

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GRAMBLING STATE

VETERANS ENTERPRISEHOMELAND SECURITY 27

do a difficult job every day.” He says, “For them, the wardoesn’t end. It’s a day to day responsibility they will have ona permanent basis to protect our borders, to defend us inthis first, newest and most difficult war of the 21st century.”

At the heart of homeland security, there are threepurposes according to Ridge: “prevent a terrorist attack,reduce our vulnerability to an attack, and thirdly, be preparedto respond as quickly and as effectively as possible in theevent an attack should occur. But at the very heart, the veryheart of our effort is prevention.”

Ridge explains his mission, “I’m reminded of what one ofour citizen soldiers said to General Eisenhower on the eveof D-Day–you’ve probably heard this story before. He wentwalking down through the ranks and he turned to a youngprivate and turned to the private and said, “Are you worried?”He said, “No, it’s Hitler’s turn to worry.”

“Well, it’s the terrorists’ turn to be concerned about us,because we are not fearful and we will be ready. Terroristsand tyrants do not scare Americans. They never have andthey never will. They may be a threat from time to time to ourpersonal safety, but they will never, ever take away ourliberties and freedoms–ever.”

Ridge recognizes that veterans deserve all the credit andgratitude of this country. He concluded his speech to theVFW by saying, “Freedom isn’t free. You are the ones who’vealready paid the price. Some of you carry the scars that area permanent reminder, and some of you have had friendswho paid the ultimate price. We will never forget that. Andwe vow never to let terrorists destroy with their cowardicewhat you have built with your courage–the greatest countryon the face of the earth.”

Ridge and his wife, Michele, the former executive directorof the Erie County Library system, have two children, Lesleyand Tommy.

As a former veteran, Ridge understands how

military service can be an asset in any job. His

call now is to veterans who are thinking about a

job change, are transitioning out of the military

or looking to volunteer for a worthy cause. Ridge

is currently enlisting veterans to participate

in homeland security efforts.

VETERANS ENTERPRISE28 HOMELAND SECURITYHOMELAND SECURITYVETERANS ENTERPRISE28

VETERANS ENTERPRISEHOMELAND SECURITY 29

A merica is undoubtedly safer and better

prepared today than on September

10th, 2001,” said Tom Ridge, while

explaining his role as the Secretary of

Homeland Security. “The department has taken key

steps to protect America–from pushing our maritime

borders farther from shore and professionalizing airport

screening to developing vaccination plans and

tightening our borders. Public servants at all levels of

government, private sector employees, and citizens all

across the United States have changed the way in

which they live and work in a unified effort to improve

our security since the September 11th attacks.”

Tom Ridgeexpands on therole of the newDepartment ofHomeland Security

VETERANS ENTERPRISE30 HOMELAND SECURITY

The employees of the Department of Homeland Security are doing thesame job in the new Department that they’ve done all along. The differenceis that the new structure of the Department has refocused, consolidatedand reorganized the functions of each of the 22 agencies involved inprotecting the homeland.

The Department is structured into four Directorates, each responsiblefor implementing the applicable components of the six critical missions.They are:

• Border and Transportation Security• Information Analysis and Critical Infrastructure Protection• Emergency Response and Preparedness, and• Science and Technology

The United States Coast Guard and Secret Service have retained theirindependence and play key roles in supporting all of the critical missions.

Border and Transportation Security

America has historically relied on two vast oceans and two friendlyneighbors for border security, and has long cherished its identity as a nationof immigrants. Nearly 500 million people enter the country each year atnumerous border checkpoints, seaports and airports. The sheer volume ofthose wishing to visit the U.S. or move here permanently in search of theAmerican dream, coupled with the burden of processing vast amounts ofinformation from disparate federal agencies, has severely taxed our bordersecurity and immigration systems. Even before September 11th, it hadbecome apparent that the system could no longer determine who exactlywas in our country, for what reason, and whether they left when they saidthey were going to leave.

What Homeland Security Does

The Department will be focused on all six critical

missions outlined in the National Strategy for

Homeland Security. They include:

• Intelligence and Warning

• Border and Transportation Security

• Domestic Counterterrorism

• Protecting Critical Infrastructure and Key Assets

• Defending Against Catastrophic Threats

• Emergency Preparedness and Response

With an emphasis on creating strength and new capacityat our borders, Homeland Security Advisor, Tom Ridge hasrestructured the system by moving all border andimmigration enforcement duties into two bureaus. TheBureau of Customs and Border Protection, deals with thoseattempting to cross into the country; and the Bureau ofImmigration and Customs Enforcement, oversees thosewho are already here.

“We understand that our safety depends not only uponour secure borders, but on sound and well enforcedimmigration laws,” says Ridge. “Our investment must reflectboth. And the new department does just that.” TheDepartment has already made substantial improvementsto tighten security in areas like visa issuances and borderpatrol. The new Department will be organized to implementthis plan efficiently and meet its two inherent strategic goals:to improve border security while at the same time, facilitatethe unimpeded flow of legitimate commerce and peopleacross our borders.

“We also know that it’s not just looking for terrorists,”claims Ridge, “but we must be equally adept at spottingdeadly cargo. We must do so without putting a halt to trade–trade between our friends in Canada and Mexico, and globaltrade. So we must distinguish between legitimate andillegitimate people and goods at our borders. And that’sone of the new critical responsibilities of the new agency.”

In 2003, nearly $50 million will be spent for non-intrusiveinspection systems. Ridge explains, “Everybody at theborders now, whether they used to work for the former INSor Customs or anybody else, are going to have portableradiation detectors. We also have non-intrusive technologyfor inspection of rail containers and shipping containersthat come to our ports. Now we can target shipments, andwe can do a better job of targeting our human resources toinspect them.”

The integrity of our borders goes hand-in-hand with thesecurity of our transportation systems. Today, Americansare more mobile than ever. We enjoy the freedom to gowhere we want, when we want, using the besttransportation system in the world. This efficient system isalso one of the engines that drives our economy. Shuttingdown that engine is not a viable option.

But the destructive potential of modern terrorismrequires that we fundamentally rethink how we shouldprotect this system. Virtually every community in Americais connected to the global transportation network byseaports, airports, highways, railroads, and waterways.

One area, which has shown significant progress insecurity is at our nation’s airports. The TransportationSecurity Administration, under the leadership of theDepartment of Transportation, has hired, trained anddeployed a new federal screening workforce that isprofessional and focused on providing the highest levelsof security without hindering our aviation system. The new

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VETERANS ENTERPRISEHOMELAND SECURITY 31

Department must work with its federal and private sector partnersto assess and take the necessary steps to secure our means oftransportation, including our railways, roadways, bridges, waterwaysand especially our seaports.

Progress is already underway at our ports. Programs like theContainer Security Initiative are helping nations spot and screenthe highest-risk containers. Operation Safe Commerce focuses onbusiness-driven initiatives to enhance security for the movementof cargo throughout the entire supply chain. Most recently, Congresspassed the Maritime Transportation Security Act, which givesauthority to the Coast Guard and Customs Service to developstandards and procedures for conducting port vulnerabilityassessments.

They have also deployed Customs agents–men and women–to the 20 largest ports around the world. As of now, about 65 percent,or almost two-thirds of our cargo come from approximately 20 portsaround the world. Customs people and technology will be positionedin these 20 large ports so a thorough inspection can be completedbefore the containers even get on the ship.

United States Coast Guard

The men and women of the United States Coast Guard liveunder the guiding principle Semper Paratus or Always Ready. Everyday since the September 11th terrorist attacks, the Coast Guardhas pushed our maritime borders farther from shore. All ships boundfor the U.S., regardless of registry, face a multi-layered, interagencysecurity screening process in addition to traditional safety,environmental and operational standards enforcement, plus randomboardings. Vessels now must provide 96-hour advance notice ofarrival to the Coast Guard National Vessel Movement Center,including detailed crew and passenger information, cargo specifics,and voyage history. The Coast Guard has also created highly trainedand specially equipped Maritime Safety and Security Teams to addan extra layer of security and additional quick-response capabilitiesin key U.S. ports.

“Now, I am very, very privileged as the Secretary of HomelandSecurity to have been assigned to the new department of the UnitedStates Coast Guard,” says Ridge. “They have been securing ourcoastline and navigable waterways–all 95,000 miles worth–for morethan 200 years. And since the attacks of September 11th, they’vereally ramped up and are doing a lot more with regard to portsecurity. In the past couple of years, they’ve added 35,000 portsecurity patrols alone, in addition to all the other work they do. Theinvestment in 2003 provides for the largest increase for Coast Guardoperating expenses since World War II–enough to place anadditional 2,200 men and women on active duty, develop 44 portsecurity response boats and fund six new maritime SWAT teams,and equip these extraordinary men and women with the equipmentthey need, and additional personnel they need to protect our ports.

“The new Department will not lose focus of the Coast Guard’sother critical missions. From search and rescue, anti-drug and illegalmigrant patrols to fisheries enforcement and aids to navigation, Iwill work personally to ensure that the Department continues tosupport the entirety of the Coast Guard mission.”

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VETERANS ENTERPRISE32 HOMELAND SECURITY

United States Secret Service

The Secret Service represents another unique critical missionthat aligns with the core competencies of the new Department andwill remain independent. Through its two distinct missions, protectionand criminal investigation, the Secret Service is responsible for theprotection of the President, the Vice President and their families;heads of state; the security for designated National Special SecurityEvents; and the investigation and enforcement of laws relating tocounterfeiting, fraud and financial crimes.

The Secret Service is, and has been for decades, in the businessof assessing vulnerabilities and designing ways to reduce them inadvance of an attack. This expertise will greatly benefit theDepartment as they strive to create an overall culture of anticipation,vulnerability assessment, and threat reduction.

Information Analysis and Critical Infrastructure Protection

With the continued threat of terrorist attacks, Ridge explains,“Our enemy will choose their targets deliberately based uponweaknesses in our defenses and preparations. Thus, a fundamentalpriority in our mission must be to analyze the threat, whileconcurrently and continuously assessing our vulnerabilities. TheDepartment is structured in such a way as to efficiently conductthis task.”

For the first time ever, the President has authorized the creationof a terrorist threat integration center. Speaking to VFW , Ridgesaid, “Any of you that were in MI (military intelligence) you knowthat there are several dozen agencies in the federal governmentthat gather intelligence, from around the world, by various means.But we’ve never had one single place where it was all integrated,where we had a group of analysts who had access, immediateaccess to all that information.”

The Information Analysis and Critical Infrastructure Directoratewill bring together for the first time under one roof the capability toidentify and assess threats to the homeland, map those threatsagainst our vulnerabilities, issue warnings, and provide the basisfrom which to organize protective measures to secure the homeland.

For this Directorate to play an effective role in the mission ofsecuring our homeland, Ridge believes a top priority will be to workwith the CIA, the FBI and other intelligence-gathering agencies todefine the procedures from which to obtain the appropriateintelligence. He says, “This means that the Department will be afull participant, at all levels, in the mechanisms for setting foreignintelligence requirements, including the prioritization for terrorism,weapons of mass destruction, and other relevant foreign intelligencecollection activities. We also must continue to work with the FBI asthey reorganize to most effectively collect domestic intelligence.”

Not only will the department attempt to counter each identifiedthreat, but also it will design and implement a long-termcomprehensive and nationwide plan for protecting America’s criticalinfrastructure and key assets. By cataloging every threat, thedepartment will help in reducing the nation’s domestic vulnerability.

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VETERANS ENTERPRISEHOMELAND SECURITY 33

America’s critical infrastructure encompasses a large number of sectors ranging fromenergy and chemical to banking and agriculture. Each has unique vulnerabilities, andeach requires different kinds of protection. Enhancing the danger is the reality that nearly85 percent of critical infrastructure is owned by the private sector–and that 12 separatefederal agencies have oversight authority–which creates an enormous challenge for theDepartment.

Emergency Preparedness and Response

Our nation’s three million firefighters, police officers, and EMTs are the first on thescene in a crisis and the last to leave. Their heroic efforts saved lives and speeded therecovery from the attacks of September 11th, and they will be called upon to do so in theevent of future attacks against our hometowns. They’re living proof that homeland securityis a national, not a federal effort.

Ridge exclaims, “We must give these brave men and women all the assistance andsupport possible. Under the Emergency Preparedness and Response Directorate in thenew Department, we will strengthen our relationship with first responders and partnerwith the states, cities and counties that manage and fund them. We will work with Congressto provide them with the resources they need, beginning with the President’s FirstResponder Initiative, which offered a thousand-percent increase in funding to equip, trainand drill first responders to meet a conventional attack or one involving a weapon ofmass destruction.

“We will build on the strong foundation already in place by the Federal EmergencyManagement Agency, which for decades has provided command and control supportand funding support in disasters, whether caused by man or Mother Nature.”

In a crisis, the Department will for the first time provide a direct line of authority fromthe President through the Secretary of Homeland Security to a single on-site federalresponse coordinator. All levels of government will have complete incident awarenessand open communication.

The Department will also direct our federal crisis response assets, such as the NationalPharmaceutical Stockpile and nuclear incident response teams–assets that work bestwhen they work together. “In doing all this,” Ridge claims, “we believe we can build thecapabilities for a proactive emergency management culture–one that is well-planned,well-organized and well-equipped to not just manage the risk, but reduce the risk ofdeath and damage to property.”

Science and Technology

The science and technology organizational structure is a streamlined, integrated teamthat will access the technical resources and assets of the private sector, academia, andfederal government. It is based on customer-focused portfolios for countering chemical,biological, radiological and nuclear attacks and for conducting and enhancing the normaloperations of the Department. Research, development, test and evaluation programs willaddress the greatest threats and highest priorities based on assessments of threats,customer requirements and technological capabilities.

“Our efforts will be aided by more than a half billion dollars transferred into the newDepartment for science and technology,” says Ridge, “to spur research and development.We aim to attract the very best minds from the private sector and the academic communityand get them working on high-stakes, high-payoff projects. America has historically usedto its advantage the science and technology, and the creative minds of Americans. We’vealways used our edge in innovation to defeat our enemies. We built an arsenal ofdemocracy to win World War II; and we will build a shield of science to deter and defeatterrorists today.”

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VETERANS ENTERPRISE34 HOMELAND SECURITY

Citizen Preparedness Program

As a citizen, you too can be involved in Homeland Security. Thepublic response so far has been overwhelming, with www.ready.govwebsite receiving more than 2.5 million visits per day sincebecoming operational. This program provides immediate andpractical guidance to the millions of Americans who, to their credit,know that preparing makes sense. Ridge says, “I ask you toencourage your constituents to visit our Web site www.Ready.govor call 1-800-BEREADY as an important first step in ensuring theyand their loved ones are prepared for an emergency, whether it’sbrought on by the forces of evil, or simply the forces of nature.”

Protecting America, Together

The Department of Homeland Security is committed toworking with citizens, private industry, trade organizations, andall levels of government to keep America safe and to fosterthe freedoms that we cherish. There are a wide variety ofopportunities to work with the new Department:

Business partnership opportunities

Uniting 22 agencies is a complicated reorganizationprocess. Each agency brings its own set of skills and services,and the primary goal is to utilize the services each agencycan provide. If you want to bring a new idea or service to thetable, contact the agency that can best utilize that service.The Department of Homeland Security as a whole does notaccept solicitations.

Local offices and job opportunities

An essential part of homeland security is working with thelocal stakeholders around the country. As Secretary Ridgehas said, “When our hometowns are secure, our nation willbe secure.” The Department of Homeland Security, isestablishing regional offices in many communities, to ensurethat state and local governments, police, fire departments,paramedics, and concerned citizens are able to connect withthe Department on a local level. The Department is committedto hiring the best and the brightest, and as positions becomeavailable, they will be posted on the OPM website atwww.USAJOBS.opm.gov. If you do not have access to theInternet, you can also access USAJOBS by calling (478) 757-3000 or TDD (478) 744-2299.

Volunteer opportunities

The Department encourages the active participation ofveterans and all American citizens. Read about some of themany ways you can be prepared to help at www.dhs.gov.

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VETERANS ENTERPRISEHOMELAND SECURITY 35

STORY

VETERANS ENTERPRISE36 HOMELAND SECURITY

I n the wake of 9/11 and the recent passage of the HomelandSecurity Bill, homeland security has come to the forefront ofnational issues, becoming the center of a growing source ofnew employment. New careers are already opening, not only

in military and law enforcement fields, but also in scientific research,cyber technology, bio-medical technology, disaster assistance andrelief, air marshal operations, intelligence operations, and manyother areas including:

• Border Patrol Agent• Secret Service Agent• Counter-Terrorism Specialist• Cyber Crime Technician• Satellite Reconnaissance

With over a hundred careers to choose from, Barron’s Guide ToHomeland Security Careers, by Donald B. Hutton and Anna Mydlarzis a highly beneficial career tool. The book describes careeropportunities in the aforementioned areas and in related securityfields. The authors review job designations in detail and provideaddresses, phone numbers, Web sites, and a helpful glossary ofhomeland security terms. They also offer detailed advice on resumepreparation and making a good impression at a job interview.

Additional information includes details on background checksand sources of specialized training that relate to homeland security.Find out how to qualify for these positions and what the applicationprocess entails.

Guide To Homeland Security Careers is valued by a wideaudience, including high school and college students, as well aslaw enforcement, military and medical personnel who are lookingto advance their careers. If you have a background in public service,leadership, or experience with science, a homeland security careercould be the perfect match for your talents.

Military Opportunities

The military careers related to homeland security fall under threemajor specialties: Law Enforcement, Intelligence and SpecialOperations. These jobs are then broken down by “enlistedoccupations” or “officer careers,” “available positions by branch,”and “opportunities in civilian life”. For example, a Chemical WarfareSpecialist whose enlisted career description included, “transport,store, inspect, prepare, and destroy weapons and ammunition,”could find a position in every single military branch from the AirForce to the Navy, or could obtain a civilian career as a Civil DisasterCoordinator, or a Disposal Expert.

An Intelligence officer with a specialty in psychologicaloperations could find a position with the U.S. Army as a HumanIntelligence Specialist, or with the Navy in Psychology Ops. In the

SECURE ACAREER INHOMELANDSECURITY

Looking for a challenging

job that will help protect

our Nation?

VETERANS ENTERPRISEHOMELAND SECURITY 37

civilian market, this professional could also obtain work in a federaljob as an FBI agent, or in corporate intelligence working for thecivilian sector.

Another example is an Emergency Management Specialistwhose enlisted career description includes, “planning andmaintaining disaster operations; and training military personnel andcivilians on disaster preparedness”. Employment can be found inthe Army as a Safety Inspector, or in the Navy as a Damage ControlOperator, and an opportunity available in the civilian sector isEmergency Management Specialist.

For those military members who will be transitioning into thecivilian workplace soon, but don’t have a clear guide to their civiliancounterpart job or job description, this book is the perfect tool toutilize on a resume. With over a hundred job descriptions, the readerwill discover every employment niche in the homeland securitymarket and will be able to make an informed career move.

About the Authors: Donald B. Hutton and Anna Mydlarz arealso authors of “Barron’s Guide to Law Enforcement Careers”.Donald Hutton is a former New York State Executive DeputyInspector General and U.S. Coast Guardsman, and is the authorof “Barron’s Guide to Military Careers.”

VETERANS ENTERPRISE38 HOMELAND SECURITY

VETERANS ENTERPRISEHOMELAND SECURITY 39

O peration Iraqi Freedom has brought the subject ofreservists and how employers are managing their timeaway to the forefront for career/workplaceprofessionals.

As a human resources consultant, Todd Uterstaedt, knows alltoo well the concerns reservists and their employers must face whenthe nation goes to war. Uterstaedt is an Army reservist and a militaryintelligence officer who just returned home after a year in Floridaworking with General Tommy Franks tracking al-Qaida.

When Uterstaedt, a human resource consultant at RightManagement Consultants in Blue Ash, Ohio, a suburb of Cincinnati,watched the aftermath of the horrible attacks of September 11thon television, he turned to his colleague, Dr. Marcia Venus andsaid, “I think this may affect me too.”

It turns out he was right. A few weeks later Uterstaedt foundhimself back in the U.S. Army, hundreds of miles from his HydePark home and living in Tampa, Florida as part of General Franks’staff fighting the war on terrorism. “It was hard leaving my wife. Wejust got married 6 months before I was called up. It helped that myemployer was so supportive and understanding,” the Army Reservecaptain said.

That was a little over a year ago, and in January, Uterstaedtcame home to a joyful welcoming from his wife, Teri, mother and

Todd Uterstaedt, served on

General Franks’ staff tracking

al-Qaida and Taliban; as an HR

consultant back home, he helps

companies and reservists deal

with employment issues.

father-in-law and his two nephews Johnnie and Andrew. “I can’tbelieve you are home for good,” said a tearful Teri, who is a physicianwith Seven Hills Women’s Health Centers.

In the military, Uterstaedt is an intelligence officer whose uniqueskills and talents were used at the military’s Central Commandheadquarters to track down al-Qaida and Taliban leaders. Althoughthe exact nature of his work was classified, he did reveal, “It wasvery demanding work that forced us to work very long days. But Iwas glad to be able to help in a small way. The real patriots are thefolks deployed overseas.”

Back home in Cincinnati, Uterstaedt helps area companies withtheir leadership development, talent management, andorganizational effectiveness challenges. He was recently acceptedinto Employer Support of the Guard and Reserves (ESGR), anorganization that educates employers on the importance of theNational Guard and Reserve and explains the necessity for, androle of these forces in national defense. Uterstaedt’s specialty isworking one-on-one with executives, coaching them on theirleadership development. “I enjoy helping people realize their fullpotential and thereby increasing the bottom-line of the company,”he said. “Who better to do that than a successful military officerwith 10 years experience?”

Although he enjoys his work in the military, he is grateful to behome with his family. “It’s nice to be here to stay in Cincinnati,” he said.

The Importance of

EMPLOYERSUPPORT

Todd Uterstaedt, a human resource consultant at Right Management Consultantsand Army reservist and a military intelligence officer who just returned homeafter a year in Florida working with General Tommy Franks tracking al-Qaida.

VETERANS ENTERPRISE HOMELAND SECURITY40

Waukesha Bearings Corporation, a wholly owned subsidiary of DoverCorporation and Dover Diversified has an international reputationas a leading manufacturer of bearings for a variety of rotatingmachinery applications including turbomachinery, motors andgenerators, industrial, utility, naval and commercial marine industries.

www.waukbearing.com

An Equal Opportunity Employer by Choice

W231N2811 Roundy Circle East, Ste. #200 • Pewaukee, WI 53072

In the military, Uterstaedt is an

intelligence officer whose unique skills

and talents were used at the military’s

Central Command headquarters to track

down al-Qaida and Taliban leaders.

Although the exact nature of his work was

classified, he did reveal, “It was very

demanding work that forced us to work

very long days. But I was glad to be able

to help in a small way. The real patriots

are the folks deployed overseas.”

About ESGR

Throughout the years, studies showed that nearly a thirdof the men and women surveyed about why they were leavingthe National Guard and Reserve still indicated “employmentconflict” as the source of their problems. ESGR was establishedto address potential perceptional problems arising among thenation’s employers regarding the phasing out of the “draft”and the establishment of the all-volunteer force; to gain andreinforce the support of America’s employers; and to minimizeinterference between part-time military duties and full-timecivilian career responsibilities. For more information on theESGR visit www.esgr.org.

VETERANS ENTERPRISEHOMELAND SECURITY 41

VETERANS ENTERPRISE42 HOMELAND SECURITY

http://www.rayjobs.com