Uniform Personnel Quotes

Navy personnel began clamoring for it. To the embarrassment of many, the current Navy working uniform is a blue camouflage print. Unsure whether perhaps I was missing the point, I asked a Navy commander about the rationale. He looked down at his trousers and sighed. “That’s so no one can see you if you fall overboard.” No

Into a nondescript one-story building on the western side of the compound, passing through a security door marked AUTHORIZED PERSONNEL ONLY. Through a metal detector manned by heavily armed, stone-faced soldiers. Into an elevator that carries us four stories beneath the earth. Reznik doesn’t talk. He doesn’t even look at me. I have a pretty good idea where we’re going, but no idea why. I nervously pick at the front of my new uniform.

A profession that I was once proud to serve in has become a militarized police state. Officers are quicker to draw their guns and use their tanks than to communicate with people to defuse a situation. They love to use their toys, and when they do, people die. The days of the peace officer are long gone, replaced by the militarized police warrior wearing uniforms making them indistinguishable from military personnel.

Quoting page 150-151: Political camouflage, needed by legislators eager to please civil rights and minority organizations while avoiding punishment by voters for supporting racial quotas, was provided by the bureaucratic obscurity of the government’s procurement process. Voters did not understand the complexities of government contracting and agency regulation. … The weaknesses of minority set-asides were chiefly two. First, they were indubitably racial and ethnic quotas, and hence were politically controversial. As government benefits tied to ancestry, they violated the classic liberal creed that Americans possessed equal individual rights. … Nonminority contractors were barred by their ancestry or their skin color from even bidding on contracts paid for by taxpayer dollars, including their own. Second, and less obviously, set-aside programs produced a common set of flaws in implementation. The most severe problem was the concentration of set-aside contracts on a few successful firms. Agency officials, needing to spend a large amount of money on minority procurement contractors every fiscal year, found very few minority contractors able to do the job. Four-fifths of all certified minority firms had no employees, their personnel roster consisting solely of the owner of the enterprise. As a consequence, agency set-aside contracts were typically concentrated on only a few firms large enough and sufficiently experienced to meet the terms of the contracts, providing constructing, street paving, computer services, military uniforms, or other goods and services. In 1990, for example, only fifty firms, representing less than 2 percent of the certified minority firms in the 8(a) program, accounted for 40 percent of the $4 billion awarded. … such firms never seemed to “graduate” from the set-aside program, weaned from the incubator and ready to compete in the normal marketplace of competitive government contracting. … Almost all the contracts were awarded on a no-bid or “sole source” basis; in fiscal 1991, for example, only 1.9 percent of the 4,576 contracts in the 8(a) program were awarded on a competitive basis.

Large retailers need to develop models for getting close to people like Sharad Kaka. Spic and span stores, glitzy surroundings, English speaking personnel and above all, the security and the uniformed staff, obviously don’t seem to do it. The unfamiliarity of this format, its association with authoritarianism and policing, turns away many people who would actually stand to benefit from the many sales on offer at any point in a modern store, sales that can be far richer in quality compared to the normal kirana store.

Mercy took in the amount of blood loss evident on the officer’s clothing. The khaki uniform she recognized as belonging to the Powell County Sheriff’s Department had been shredded by bullet holes, then ripped by the shears of the first-responder medical personnel in order to minister to him.

Years after the war started, the U.S. military still had almost no uniformed personnel who could speak Dari or Pashto fluently. Few troops possessed even a remote grasp of Afghanistan’s history, its religious customs or tribal dynamics.

Every man in Air Force uniform ought to be armed with something—a rifle, a tommy-gun, a pistol. . . . Every airman should have his place in the defence scheme. . . . It must be understood by all ranks that they are expected to fight and die in the defence of their airfields. . . . The enormous mass of noncombatant personnel who look after the very few heroic pilots, who alone in ordinary circumstances do all the fighting, isan inherent difficulty in the organization of the Air Force. . . . Every airfield should be a stronghold of fighting air-groundmen, and not the abode of uniformed civilians in the prime of life protected by detachments of soldiers.

Every man in Air Force uniform ought to be armed with something—a rifle, a tommy-gun, a pistol. . . . Every airman should have his place in the defence scheme. . . . It must be understood by all ranks that they are expected to fight and die in the defence of their airfields. . . . The enormous mass of noncombatant personnel who look after the very few heroic pilots, who alone in ordinary circumstances do all the fighting, is an inherent difficulty in the organization of the Air Force. . . . Every airfield should be a stronghold of fighting air-groundmen, and not the abode of uniformed civilians in the prime of life protected by detachments of soldiers.

Every man in Air Force uniform ought to be armed with something—a rifle, a tommy-gun, a pistol, or a mace. Every airman should have his place in the defence scheme. It must be understood by all ranks that they are expected to fight and die in the defence of their airfields. The enormous mass of noncombatant personnel who look after the very few heroic pilots, who alone in ordinary circumstances do all the fighting, is an inherent difficulty in the organization of the Air Force. Every airfield should be a stronghold of fighting air groundmen, and not the abode of uniformed civilians in the prime of life protected by detachments of soldiers.

US Navy into which young men enlisted during the late 1930s and early 1940s was decidedly white. This had not always been the case. During the latter half of the nineteenth century, African Americans served in a largely integrated American Navy and made up about 25 percent of its enlisted strength. Some thirty thousand African Americans manned Union vessels during the Civil War, with little discrimination as to duties. After segregation was legalized in 1896, African American enlistments declined and black men were increasingly relegated to the galley or engine room. After World War I, African American enlisted personnel declined further as the Navy recruited Filipino stewards for mess duties. By June 1940, African Americans accounted for only 2.3 percent of the Navy’s 170,000 total manpower. The fleet had mostly converted from coal to oil, and the vast majority of African Americans performed mess duties. Black reenlistments in technical specialties were never barred, however, and a few African American gunner’s mates, torpedo men, and machinist mates continued to serve. Amendments to the Selective Training and Service Act of 1940 guaranteed the right to enlist regardless of race or color, but in practice, “separate but equal” prejudices consigned most blacks to the Steward’s Branch. Its personnel held ratings up to chief petty officer, but members wore different uniforms and insignia, and even chief stewards never exercised command over rated grades outside the Steward’s Branch. The only measure of equality came when, just as with everyone else aboard ship, African American and Filipino stewards were assigned battle stations. Only then could they stand shoulder to shoulder with their white brothers in arms.13

but most of them had never worked with captive populations before. They didn’t know how to cuff someone at the wrist and elbow so that the perp couldn’t get his hands out in front to strangle them. They didn’t know how to restrain someone with a length of cord around the neck so that the prisoner couldn’t choke himself to death, by accident or intentionally. Half of them didn’t even know how to pat someone down. Miller knew all of it like a game he’d played since childhood. In five hours, he found twenty hidden blades on the science crew alone. He hardly had to think about it. A second wave of transport ships arrived: personnel haulers that looked ready to spill their air out into the vacuum if you spat on them, salvage trawlers already dismantling the shielding and superstructure of the station, supply ships boxing and packing the precious equipment and looting the pharmacies and food banks. By the time news of the assault reached Earth, the station would be stripped to a skeleton and its people hidden away in unlicensed prison cells throughout the Belt. Protogen would know sooner, of course. They had outposts much closer than the inner planets. There was a calculus of response time and possible gain. The mathematics of piracy and war. Miller knew it, but he didn’t let it worry him. Those were decisions for Fred and his attachés to make. Miller had taken more than enough initiative for one day. Posthuman. It was a word that came up in the media every five or six years, and it meant different things every time. Neural regrowth hormone? Posthuman. Sex robots with inbuilt pseudo intelligence? Posthuman. Self-optimizing network routing? Posthuman. It was a word from advertising copy, breathless and empty, and all he’d ever thought it really meant was that the people using it had a limited imagination about what exactly humans were capable of. Now, as he escorted a dozen captives in Protogen uniforms to a docked transport heading God-knew-where, the word was taking on new meaning. Are you even human anymore? All posthuman meant, literally speaking, was what you were when you weren’t

As Karen returned from the restroom, the gate agent explained the order of boarding: People with disabilities or in wheelchairs, people over the age of 100, people who act like they’re over the age of 100, families with children (children are two-year olds and younger, not fifteen-year olds), in-uniform military personnel, first class, business class, platinum frequent flyer members, gold members, silver members, bronze members, associate members, people who just applied for the airline’s credit card five minutes ago, group 1, groups 2 through 10 in that order, and finally, anyone too clueless to figure out how to get into one of the groups already called. We had “group 8” boarding passes. We felt smug as we pushed our way past the five remaining passengers who were lower on the boarding list than us. I don’t like being trapped in a small place, such as an airplane, with a large cross-section of humanity. I think airlines should announce before every flight, “Listen up people. We’re all sealed in here together for the next four hours, so try not to be annoying until the flight is over. Once you exit the plane, then you can whistle, hum, fart, snore, talk baby talk, take your shoes off and put on as much bad perfume as you want.” I think this would make air travel more bearable. We arrived in El Paso with enough time to pick up the rental car, have dinner (at Carlos and Mickey’s) and buy groceries for the week: peanut butter, jelly, bread, water, blue corn chips, peppermint patties, animal crackers and beer.

next day I went with Mother to the American consulate on the Place de la Concorde. It was a palatial building, with many people working at reception desks, information - all civilians. As we were sitting there, I noticed a young man in uniform coming and going, talking to the American personnel. I had the impression that the man was Jewish. When he came out again, I approached him and asked him whether I could ask him for some advice. I told him that I was in possession of an American student visa, but that my parents desperately needed tickets on one of the boats: Queen Mary or Queen Elizabeth, in order to get their preferential visas. He introduced himself as Mr. Ungar and thus the contact was established.

Braves win! Braves win!" is a much appreciated validation of the principles and policies that I have adopted, nurtured, and implemented both with the uniformed personnel and the club's administration throughout my tenure as general manager. ... It rewards the leadership concept of supporting the staff, providing them with a vision and with clear goals, and infusing them with the self-confidence and pride to execute that blueprint at a championship level. It smoothes over the missteps, the disappointments, the crises that we overcome together.