All Rookie Readers actively engage young readers, encouraging language development, building fluency, and promoting independent reading. By targeting a skill, like learning about rhymes, young readers are building fundamental reading skills with the help of fun, lively, colorfully illustrated stories.

General Sir Mike Jackson's illustrious career in the British Army has spanned almost 45 years and all that time he has shown loyalty, courage and commitment to the British army whilst also being an undeniable media attraction. A man of substance where foreign policy is concerned, he has served in theatres from the Artic to the jungle but is perhaps best known for his role in charge of the British troops to end ethnic cleansing in Kosovo, for assembling the British ground component of the coalition that toppled the Taliban, for equipping and organising the army we dispatched to defeat in Iraq and for re-organising the British army with aplomb. His drive, enthusiasm and dominating personality were always popular with his soldiers and drove him right to the top of his profession. He may have been a general but he never stopped caring about the men and women in his charge, despite the politics. Soldier: The Autobiography exhibits all the qualities for which Jackson is admired; his professionalism, his honesty, his directness, his exuberance and his sense of humour. Most of all it gives a vivid sense of what modern soldiering entails.

Mike is all ready to fight the dragon he thinks he sees, but then is happy to realize it is just his pet dog.

Armed Forces Bill : Special report of session 2005-06, Vol. 2: Oral and written evidence and official Report

From 2001, Britain supported the United States in wars in Iraq and Afghanistan. "Victory" in such conflicts is always hard to gauge and domestic political backing for them was never robust. For this, the governments of Tony Blair and Gordon Brown were held responsible, and paid the price, but the role played by the High Command in the Ministry of Defence also bears examination. Critics have noted that the armed services were riven by internal rivalry and their leadership was dysfunctional, but the truth is more complicated. In his book, General Elliott explores the circumstances that led to these wars and how the Ministry of Defence coped with the challenges presented. He reveals how the Service Chiefs were set at odds by the system, almost as rivals in the making, with responsibility diffuse and authority ambiguous. The MoD concentrated on making things work, rather than questioning whether what they were being asked to do was practicable. Often the opinion of a junior tactical commander led the entire strategy of the MoD, not the other way around, as it should have been. While Britain's senior officers, defense ministers and civil servants were undeniably competent and well intentioned, the conundrum remains why success on the battlefield proved so elusive.

This report examines the Department of Health's and the NHS's performance in delivering cancer services; improving information on activity, cost and outcomes of cancer services; and how the Department intends to deliver cost-effective cancer services in the new NHS. The NHS spent £6.3 billion on cancer services in 2008-09. Tackling Cancer has been a priority for the Department since its ten year NHS Cancer Plan was published in 2000. In 2007 the Department published its five year Cancer Reform Strategy (the Strategy) to deliver improved patient outcomes. The NHS has made significant progress in delivering important aspects of cancer services, with falling mortality rates and consistent achievement of the cancer waiting times targets. However, early diagnosis does not happen often enough. And the gap in survival rates between England and the best European countries has not been closed. There remain wide, unexplained variations in the performance of cancer services and in the types of treatment available across the country; and significant gaps in information about important aspects of cancer services, in particular information on chemotherapy, on follow-up treatment, and on the stage that a patient's cancer has reached at the time of diagnosis. The Department cannot yet measure the impact of the Strategy on key outcomes, such as survival rates, and does not know if cancer services are being commissioned cost-effectively, due to poor data on costs and because outcomes data are not sufficiently timely. The Department must ensure the collection of high quality, comprehensive and timely data.