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There is a high level of concern among senior Air Force leaders about projected pilot shortages, which are so severe they have been labeled an "aircrew crisis." The Air Force asked RAND Project AIR FORCE to evaluate whether a Total Force service commitment (TFSC) policy could reduce or eliminate these shortages. Such a policy would replace the current active duty service commitment and reserve service commitment of 10 years with a TFSC longer than 10 years. The new TFSC policy would also permit the level of cross-flow between the Regular Air Force and reserve components that best addresses Total Force shortages. The authors used a modified version of RAND's Total Force Blue Line model to project future pilot numbers under different assumptions about the TFSC policy. The model results show that a TFSC policy could reduce, but not eliminate, shortages if production plans are unalterable; if certain production adjustments are possible, the benefits of longer service commitments become less important. Moreover, the results paint a clear picture that increasing production (and incorporating new pilots into operational units and affording them sufficient flying time to gain experience) is a required way forward in addressing this aircrew crisis

Air pilots, Military --- Employee retention --- Manpower planning --- Pilotes d'aéronef militaires --- Personnel --- Main-d'œuvre --- Supply and demand --- Training of --- Offre et demande --- Formation --- Rétention --- Planification --- United States. --- États-Unis. --- Personnel management. --- Direction.

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Campaigns to inform, influence, and persuade a range of foreign audiences are critical to achieving key U.S. national security objectives, but it can be challenging to assess the progress, performance, and effectiveness of these efforts in a real-world context. Systematically planned and implemented assessments are important in ensuring that finite resources are allocated appropriately, that plans can be refined, and that key objectives are realized. This report offers guidance, frameworks, and recommendations that can support and enhance assessment design and planning. Although they focus on U.S. European Command (USEUCOM) activities, they are instructive for any organization involved in planning and evaluating information campaigns. Progress assessments indicate the overall progress of a program, operation, activity, or investment toward an objective or set of objectives, while performance and effectiveness assessments offer a more thorough understanding of the function and contributions of an individual effort. Ideally, efforts are designed concurrently with plans to assess their progress, performance, and effectiveness through an iterative process that includes commanders, expert working groups, and other stakeholders, improving the relevance of the assessment results. The assessment frameworks in this report were developed in collaboration with USEUCOM's information and assessment staffs and with input regarding stakeholder decision-support needs, command strategy, and data collection and analytic capabilities. Thus, they are robust but flexible and designed to address real-world challenges to planning and implementing assessments with results that are informative and actionable.

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The U.S. Coast Guard aims to attract, recruit, and retain a workforce from all segments of American society. Currently, however, women leave the active-duty Coast Guard at higher rates than men. This report documents the results of a mixed-methods study designed to help identify the root causes of female attrition in the active-duty Coast Guard. The study conducted a statistical analysis of Coast Guard personnel data to examine gender differences in retention trends and whether certain career and personnel characteristics could help explain the gender gap in retention. The study also conducted 164 focus groups with 1,010 active-duty Coast Guard women to better understand potential barriers to female retention; 27 focus groups with 127 active-duty men were also conducted to help identify retention factors that resonate with both men and women and those factors that may be unique to women. Based on the study findings, the report provides recommendations to help mitigate identified barriers and improve female retention within the Coast Guard.

Employee retention --- Women and the military --- United States. --- United States. --- United States. --- Personnel management --- Evaluation. --- Women. --- United States.

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"Despite the Air Force's efforts to create a force that mirrors the racial, ethnic, and gender differences of the nation's population, minority groups and women are underrepresented in the active-duty line officer population, especially at senior levels (i.e., colonel and above). This report examines the reasons for this, with the goal of identifying potential policy responses. The authors analyzed data from multiple sources on Air Force eligibility, youths' intention to serve, accessions, retention, and promotion. A key finding is that African Americans and Hispanics are underrepresented in the Air Force compared with the nation's population mainly because they meet Air Force officer eligibility requirements at lower rates (e.g., they are much less likely than whites to have a college degree). Another reason for lower representation of minorities and women among senior leaders is that, once in the military, women and minorities are less likely to choose career fields that give them the highest potential to become senior leaders. In addition, female officers have lower retention rates than male officers, and the reasons for this are not clear. Finally, the authors comprehensively examined the Air Force promotion system and found no evidence to suggest it treats women and minorities differently than white men with similar records. The authors recommend that the Air Force should seek comparable quality across ethnic/minority groups in the accession processes, since competitiveness even at this stage is a predictor of promotion success. More racial/ethnic minorities and women who are cadets and officers should be in rated career fields, which have the highest promotion rates to the senior ranks."--Rand website.

Diversity in the workplace --- Military & Naval Science --- Law, Politics & Government --- Air Forces --- Cultural diversity in the workplace --- Cultural diversity in workforce --- Diversity in the workforce --- Diversity in the work place --- Multicultural diversity in the workplace --- Multicultural workforce --- Workforce diversity --- Multiculturalism --- Personnel management --- United States. --- Officers. --- Recruiting, enlistment, etc. --- Personnel management. --- AF (Air force) --- Air Force (U.S.) --- U.S.A.F. (Air force) --- United States Air Force --- US Air Force --- USAF (Air force)

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TNTP, an organization committed to ending educational inequities by promoting the recruitment, training, and retention of high-quality teachers and school leaders, implemented its Teacher Effectiveness and Certification (TEACh) initiative in three urban school districts. Through TEACh, TNTP works with school districts to develop a within-district process to recruit, prepare, and certify teacher candidates, as well as hire and support them in their first year. As part of an evaluation of this initiative, RAND investigated each district program's implementation and costs, the effects of TEACh on the recruitment and retention of teachers, and the relative performance of those teachers. This is the final report for that evaluation.