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Recent demands on the military have raised concerns about the impact of extended deployments on military marriages. To evaluate this impact, the authors draw on marital status data in service personnel records to estimate trends in marriage and marital dissolution between 1996 and 2005 and the specific effects of time deployed to Afghanistan and Iraq on subsequent risk of ending a marriage. The results generally run counter to expectations. Although rates of marital dissolution have increased since 2001 for most services and components, they had declined in the five years prior to 2001.
Divorce. --- Electronic books. --- Military spouses. --- Soldiers. --- Military spouses --- Soldiers --- Divorce --- Military & Naval Science --- Military Administration --- Law, Politics & Government --- Family relationships
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Air pilots, Military --- United States. --- Personnel management.
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The Fiscal Year 2019 National Defense Authorization Act established an alternative authority for conducting the promotion of officers in designated competitive categories. This legislation grew out of an interest in making military officer management more compatible with the expectations of contemporary workforces while meeting the needs of a modern force. The earlier and still-relevant Defense Officer Personnel Management Act standardizes the conventional overall framework for managing the careers of officers. The authors examine whether a shift from the conventional promotion construct to alternative promotion authority (APA) would be beneficial to the U.S. Air Force and how such a shift would be implemented to minimize negative effects on officers and the force. Many familiar policies under the conventional authority concerning promotion timing and opportunity either do not apply or apply in different ways to promotions under the alternative authority. The authors use simulation modeling to estimate the effects of various policy scenarios under conventional and alternative promotion processes for officers. In addition, they examine two related policy options — merit sequencing and lineal zone management — and the role they play in differentiating promotion timing under either conventional or APA.
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Determining manpower requirements is an important function of Air Force personnel management organizations. The Air Force has long had a detailed and complex process for accomplishing it. The Air Force asked RAND Project AIR FORCE to examine this process and to identify and evaluate options to increase its efficiency. The authors compared the process with equivalent processes in other services, local government, and industry, examining the literature and conducting interviews with practitioners. They also evaluated Air Force data and observed Air Force workshops and other activities. For example, the authors examined how manpower standards are set and applied to determine manning for various units, including such issues as availability and the effects of deployments. Among their findings were that the process lacks feedback loops to determine whether the standards are adequate and that the management engineering workforce is mostly nontechnical, with limited analytical education and expertise. The authors also found that manpower standards have minimal effect on resource programming, being applied mainly when first set but, even then, applying mostly to authorizations unlikely to be funded. The report also offers suggestions for ways to improve modeling of manpower standards, endorsing a survey approach similar to the one the Navy uses.
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The Department of the Air Force is revamping the way it manages officer development and promotion. As part of this overhaul, the Line of the Air Force (LAF)—a single developmental category (DevCat) accounting for more than 80 percent of officers and 40 career fields—is being split into six separate DevCats. New personnel management flexibilities, introduced by the John S. McCain National Defense Authorization Act for Fiscal Year 2019, are also being introduced. The purpose of these changes is to enable the identification, development, and rewarding of talent at all stages of an officer's career. The motivations behind these personnel policy changes are clear. However, given the complexity of officer development and promotion management, it is difficult to fully anticipate the effects of these changes. To help decisionmakers evaluate the utility and implications of new personnel policies, the authors built a strategic tool called the Air Force Personnel Policy Simulation Tool (PPST) to simulate the effects of new personnel policies on career field health and demographic diversity. This tool can help ensure that Air Force policy changes will further stated goals; identify potentially adverse consequences of personnel policy changes on career fields and demographic groups; and if needed, develop mitigating courses of action.
United States. --- Personnel management. --- Officers --- Promotions.
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Cybersecurity is one of the most serious security challenges the United States faces. Information networks are central to the functioning of all major weapons systems and critical to day-to-day operations in the Air Force. Offensive cyber capabilities are also central to the Air Force mission. While many factors ultimately contribute to mission success in these cyberspace domains, one area that directly impacts the Air Force's ability to achieve its cyber mission is its officer workforce, and many are concerned with the current health and future state of that workforce. The Air Force is facing a large shortage of field grade cyberspace operations officers, in the near and long term, raising concerns about retention now and in the future. In addition, the Air Force may face stiff competition from the private sector in attracting and retaining top cyber talent. Finally, because many receive highly technical training from the Air Force that further increases their marketability, the Air Force is concerned it may lose talented personnel to the private sector. To gain insights into key drivers for attracting and retaining cyberspace operations officers and essential characteristics of high-performing personnel, the authors review what is already known about retention issues facing the career field, summarize research on the domestic and military cyber workforces, and conduct interviews with a wide cross-section of individuals in the Air Force and the private sector. The authors ascertain sources of satisfaction and dissatisfaction that might affect retention and recruiting and make recommendations for how to address them.
Cyberspace operations (Military science) --- Airmen --- Training of --- United States. --- Recruiting, enlistment, etc. --- Officers --- Training of. --- Personnel management. --- Information technology.
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The Department of Defense is creating the Space Force as an independent service within the Department of the Air Force to ensure access to, and freedom to operate in, space and to provide vital capabilities to joint and coalition forces in peacetime and across the spectrum of conflict. It has been 72 years since the United States last created a new military service, the Air Force. The other military services date back to the first years of the American nation. Because the Department of Defense does not often create military services, this is an opportune time to consider the implications of creating an independent Space Force. RAND developed an analytic approach to determine which units to bring into the Space Force. The authors asked how a transfer might affect any of the following four organizational attributes: effectiveness, efficiency, independence, and sense of identity. Then, the authors assessed a set of career fields to consider whether they would be sustainable in the Space Force. These analyses are complemented with an examination of other organizations that the Department of Defense has created to gain insights into potential challenges that the Space Force might face as it stands up and grows into its role.
Space control (Military science) --- Military planning --- United States. --- Organization.
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Recovery of the Puerto Rico economy in the aftermath of Hurricanes Irma and Maria means not only rebuilding the public and private infrastructure, supply chains, human capital, and other contributors to economic output but also reversing negative economic trends that existed and presented major challenges to growth even before the storms hit. In their report, the authors explain the history of economic development and policy in Puerto Rico and discuss the state of the prestorm economy, including key economic challenges. They use the historical data on overall economic activity (unrelated to the hurricanes) to construct a counterfactual to assess the net causal effect of Hurricanes Irma and Maria on Puerto Rico's economy. The counterfactual examines what would have happened to employment, labor, population, and tourism, as well as the government of Puerto Rico's fiscal position, had the hurricanes not occurred. Observed economic indicators following the storms are then compared to this counterfactual to estimate the real net economic consequences of the hurricanes, including overall damage from the storms and the effect of the recovery effort. The analysis provides considerable detail on the conditions in Puerto Rico before and after the 2017 hurricane season so that decisionmakers can adopt better policies in rebuilding a sustainable and healthy economic sector and, more broadly, the whole of Puerto Rico. The authors recommend a set of principles based on economic theory and provide courses of action included in the recovery plan compiled from their findings about prestorm conditions and trends and the input/observations of on-the-ground partners and stakeholders in the recovery effort.
Hurricane Irma, 2017. --- Hurricane Maria, 2017. --- Hurricane damage --- 2000-2099 --- Puerto Rico --- Puerto Rico. --- Economic conditions
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The Air Force experiences challenges in maintaining a demographically diverse civilian workforce. This report documents the results of a study designed to better understand the challenges that Air Force civilian women, racial/ethnic minorities, and individuals with disabilities in General Schedule (GS) (and equivalent) positions may face in advancing to higher pay grades as well as factors they consider when deciding whether to remain with the Air Force. The study analyzed Air Force personnel data to identify demographic differences in advancement and retention patterns and conducted focus groups and interviews with close to 300 participants to better understand potential advancement and retention barriers. The report describes key findings related to differences in advancement and retention and provides recommendations for potential changes to Air Force policies and practices to help grow and retain civilian talent from across all demographics.
Diversity in the workplace --- Employee retention --- United States. --- United States. --- United States. --- United States. --- Civilian employees. --- Pay, allowances, etc. --- Personnel management. --- United States --- United States. --- Armed Forces --- Civilian employees.
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