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THE PEACE CORPS: CONSIDERATIONS, ASSESSMENTS AND SAFETY -- THE PEACE CORPS: CONSIDERATIONS, ASSESSMENTS AND SAFETY -- CONTENTS -- PREFACE -- Chapter 1 THE PEACE CORPS: CURRENT ISSUES -- SUMMARY -- RECENT DEVELOPMENTS -- INTRODUCTION -- BACKGROUND -- CONGRESSIONAL ACTIONS -- FY2012 Appropriations -- Authorization Legislation -- PEACE CORPS COMPREHENSIVE ASSESSMENT -- ISSUES -- Peace Corps Funding and Expansion -- Volunteers, Programming and Support -- The Volunteer Force -- Programming and Support -- Safety and Security Issues -- Legislative Proposals on Safety and Security -- End Notes

Halftitle Page -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Introduction -- 1. The Beginning -- 2. The Establishment of the Peace Corps -- 3. Cameroon and Its Problems -- 4. Recruitment, Training, and Selection -- 5. The Volunteers as Teachers -- 6. Volunteers in Community Development -- 7. Living in Cameroon -- 8. Cameroonians Evaluate Volunteer Services -- Conclusion -- Abbreviations -- Notes -- Bibliography -- Index

America is a land of habits, attitudes, or re sponses, whether one wishes to call them traditions or not. Many of these have been agents preparing the way for the ap pearance of the Peace Corps. The concept of an American world mission, first associated with Protestantism but broad ened to include world peace and the dissemination of our tools of economic success, certainly falls into this category. An interest in the fate of common men everywhere, expressed through numerous privately financed American relief and de velopment projects overseas, is another instance of an attitude which has been extended by the Peace Corps. John F. Ken nedy's 1960 campaign proposal came after a decade of dis cussion and lobbying on behalf of an official "people-to-people" program involving volunteer technicians. The Peace Corps is a product of American anti-Communist foreign policy. But more than that, it is an expression of ongoing American opti misms in the fate of man. Whether Americans, who have not yet succeeded in making their own land a model of brotherly harmony and general prosperity, can succeed in their global enterprise, remains to be seen.

Beginning as a quantum jump, the Peace Corps faces a crisis of growth. Will it choose consolidation or another quantum jump? It also faces a crisis of skills. Will it be able to recruit the more experienced, higher-skilled personnel needed by the host countries? Starting as a token venture, which few took seriously, the Peace Corps now faces large responsibilities. It is participating in institution—building—in nation-building— on a large scale. It needs to become more professional and more effective, to be seen as a central part of America's over seas education and development programs, and to be integrated with those programs. It needs to find its context in the larger systems it serves: American education and politics, overseas governments and peoples, and international education and de velopment. A 1970 Peace Corps is described—doubled in size and improved in quality: Volunteering is part of a new defini tion of citizenship; Peace Corps service is an integral part of higher education. The flow of Volunteers begins in high school, widens in our colleges and universities, and extends beyond the Peace Corps into new overseas careers. The Peace Corps itself is a kind of university in dispersion.

Intro -- Dedication -- Contents -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- Chapter 9 -- Chapter 10 -- Chapter 11 -- Chapter 12 -- Chapter 13 -- Chapter 14 -- Chapter 15 -- Chapter 16 -- Chapter 17 -- Chapter 18 -- Chapter 19 -- Chapter 20 -- Chapter 21 -- Chapter 22 -- Chapter 23 -- Chapter 24 -- Chapter 25 -- Chapter 26 -- Chapter 27 -- Chapter 28 -- Chapter 29 -- Chapter 30 -- Chapter 31 -- Chapter 32 -- Chapter 33 -- A Note on Sources -- Acknowledgment -- About the Author -- Praise -- Other Books by Helen Dunmore -- Copyright -- About the Publisher.

Publication date based on date received. ; "Mr. Bradford, presently completing his degree in political science., prepared this report." ; Mode of access: Internet.

AbstractThe Peace Corps has over 7,800 volunteers serving in 70 countries. These volunteers bring a broad array of skills and experiences to their posts and they acquire valuable additional knowledge on the job—knowledge that is often lost when a volunteer retires after the customary two years of service. While the Peace Corps is aware of the value of this knowledge and attempts to create conditions in which it can be shared, a case study conducted by one of the authors found that there currently is no formal strategy to manage the flow of information and knowledge between different members of the organization. This is unfortunate since the ability to effectively capture and share information and knowledge could significantly ease the jobs of volunteers, increase their productivity, and improve morale. We develop a framework for knowledge management in a volunteer organization such as the Peace Corps where quick personnel turnover hampers traditional approaches to knowledge management. We articulate a set of computer and non‐computer‐based mechanisms in terms of procedures, policies, and IT tools to capture, share and transform data and information into usable knowledge. We conclude by proposing a knowledge management system based on these prescriptions that could be used in the Peace Corps or other similar, largely volunteer, organizations with a rapid turnover of personnel.Disclaimer:The Peace Corps had no connection with this project. The views in this report reflect only the personal views of the authors, and do not in any way describe or reflect the official views or position of the Peace Corps. Copyright © 2010 John Wiley & Sons, Ltd.