Leslie Lewis

(Some punctuation marks may have to be ignored. Numbers in brackets are the amount of letters used in the answer. Those numbers with a '+' sign signify how many consecutive words (+ ? wds) have been used in the answers. In some cases the answers may start in the middle of one of the words used or end in part of one of the words that are used in the answer. All sorts of words-nouns, proper nouns, verbs and adjectives are used so do consider all possibilities, enjoy the puzzles and do have fun with all the family. Fit for all ages to enjoy

IN Small Boat Lesle Lewis's craft rides the waves of the New England landscape both internal and external. If her world is a collage, as she says, then her poems provide the glue that anchors everything from shifts in the weather to world events to a cacophony of thoughts. When two sentences collide, a new relationship begins, and Lewis's poems bring sense to these complex and disparate juxtapositions. Small Boat, in other words, both creates an exciting chaos and provides a soothing faith. The Menders And The Breakers The rain does not cool and is a sticky one to the present and the place. Is it a weakness, yours for narcotics? The trees levitate and become mountains. You stand in the water inside a melancholy boulder. Now you're a flying sandwich.

The Air Force uses the Planning, Programming, and Budgeting System (PPBS) to fund all elements of its logistics supply chain at appropriate levels. The PPBS process has difficulty doing this well. The authors of this report propose strategic and policy changes to help the Air Force manage and fund its supply chain in an integrated manner and use closed-loop accountability systems to manage the chain, end-to-end, against its customers' goals. Implementing the changes would challenge Air Force culture, and the authors identify cultural barriers that the must be addressed.

An assessment of the manner in which the services have altered their planning, programming, and budgeting processes in response to the changes brought about by the 1986 Goldwater-Nichols legislation. The Goldwater-Nichols legislation, passed in 1986, sought to counterbalance the decisionmaking authority of the services by giving the Commanders-in-Chief (CINCs) a far greater voice in the determination of operational requirements. Toward this goal, the CINCs' spokesperson, the Chairman of the Joint Chiefs of Staff, was empowered to integrate CINC requirements as well as to demonstrate how those requirements related to joint operational readiness. This report examines in detail how the Goldwater-Nichols legislation has affected decisionmaking within the Department of Defense and, more specifically, how the individual services have responded to the changes brought about by that legislation. After first describing the forces that underlay the passage of Goldwater-Nichols, the report outlines the manner in which the Departments of the Army, Navy, and Air Force have changed their decision models as well as their planning, programming, and budgeting processes in order to better respond to CINC demands. The report concludes that all of the services have to varying degrees undergone some reorganization in response to the changes brought about by Goldwater-Nichols. However, those changes, which have largely reflected the cultures of the individual services, have been incremental at best and have yet to fully meet the challenge this new decisionmaking environment has posed. [AF]

This report documents Phase 1 of a RAND project to provide an analytic capability to assist USFK (United States Forces, Korea) in its Planning, Programming, and Budgeting System deliberations and decisions.