With over 500 residents, The Fairfax is a thriving community that offers retired military officers and their spouses gracious living arrangements. But in 1982, it was just an idea in the minds of a small band of men and women who envisioned a need for such a community. History of The Fairfax details the story of how this multi-million dollar facility came to fruition-through conception, construction, and conscription-all in just ten years.

Lieutenant General Frank Camm had already enjoyed a distinguished career in the United States Army when he was appointed Chairman of a group that would develop an Army Officer Retirement Residence. In Part I, he relies heavily on the minutes of some 200 Foundation meetings to share the trials and errors, disappointments, and successes endemic to such an enterprise. In Part II, Colonel John Schlight, a retired Air Force navigator and former Air Force Academy history professor, details how The Fairfax grew into maturity and how its residents learned to govern themselves and transform The Fairfax into a fun-filled community.

History of The Fairfax shares a captivating behind-the-scenes glimpse into how one idea created a community with traditions and an atmosphere ideal for military retirees.

With over 500 residents, The Fairfax is a thriving community that offers retired military officers and their spouses gracious living arrangements. But in 1982, it was just an idea in the minds of a small band of men and women who envisioned a need for such a community. History of The Fairfax details the story of how this multi-million dollar facility came to fruition-through conception, construction, and conscription-all in just ten years.

Lieutenant General Frank Camm had already enjoyed a distinguished career in the United States Army when he was appointed Chairman of a group that would develop an Army Officer Retirement Residence. In Part I, he relies heavily on the minutes of some 200 Foundation meetings to share the trials and errors, disappointments, and successes endemic to such an enterprise. In Part II, Colonel John Schlight, a retired Air Force navigator and former Air Force Academy history professor, details how The Fairfax grew into maturity and how its residents learned to govern themselves and transform The Fairfax into a fun-filled community.

History of The Fairfax shares a captivating behind-the-scenes glimpse into how one idea created a community with traditions and an atmosphere ideal for military retirees.

This report describes a framework used to organize available empirical information on one form of performance-based management, a performance-based accountability system (PBAS), which identifies individuals or organizations that must change their behavior to improve an activity1s performance, an incentive structure to motivate those changes, and measures tailored to inform the incentive structure.

Recent bid protests have caused large disruptions in resource and operational planning in the Air Force, even leading to the cancellation of the Combat Search and Rescue helicopter program. Some tactics that the Air Force could use to counter such protests in the future include simplifying and clarifying selection criteria and priorities, explaining how its cost estimates are developed, and involving attorneys in external review of bids.

Performance-based accountability systems (PBASs) link incentives to measured performance to improve services to the public. Research suggests that PBASs influence provider behaviors, but little is known about PBAS effectiveness at achieving performance goals. This study examines nine PBASs that are drawn from five sectors: child care, education, health care, public health emergency preparedness, and transportation.

Performance-based accountability systems (PBASs) link incentives to measured performance to improve services to the public. Research suggests that PBASs influence provider behaviors, but little is known about PBAS effectiveness at achieving performance goals. This study examines nine PBASs that are drawn from five sectors: child care, education, health care, public health emergency preparedness, and transportation.

What is the best and most cost-effective way for the Army to use contractors on the battlefield? This report shows how planners can create courses of action and assess the risks associated with them to improve how the Army uses contractors on the battlefield. It shows how to assess risks relevant to mission success, contractor safety, cost, and such other factors as administrative law and force management. It addresses risk assessment relevant to decisions that affect Army use of contractors, whether they are made inside or outside the Army.

New approaches to the acquisition of services and the related policy issues in which the Office of the Secretary of Defense is likely to become involved Six case studies, representing a range of new approaches used to identify policy issues in which OSD is likely to become involved, relevant to large service acquisitions. In all cases, program management is increasingly important as day-to-day management is delegated to contractors, and alternatives to arms-length relationships are used. OSD should focus on linking services acquisition goals to strategic goals, managing congressional concerns about service acquisition, and disseminating lessons learned.

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.