Dina G. Levy

Can the U. S. military better meet its personnel needs by allowing more recruits to enter laterally into military service from civilian life? The U. S. military constantly evaluates its personnel system to find optimal ways to obtain the types of personnel to execute its missions most efficiently. Will it get better results if it expands its program to allow civilians with appropriate education and experience to enter the military laterally? The authors analyzed occupations in the Army, Air Force, and Navy and concluded that pursuing a policy of large-scale lateral entry did not show promise. They recommended that the Army and Navy leave their lateral entry programs intact for possible expansion, should future conditions warrant it.

Undertaken for the Department of Defense1s Office of the Chancellor for Education and Professional Development, this report addresses the need of organizations to exert influence in situations where they lack the hierarchical authority that would make such influence straightforward. It does so by presenting a three-stage framework that will help such organizations recognize and capitalize on the power-and-influence options available to them.

Undertaken for the Department of Defense1s Office of the Chancellor for Education and Professional Development, this report outlines an approach for describing and evaluating external governance in a multi-organizational system of education, training, and professional development, which should be of interest to those charged with oversight of such systems. The approach consists of two main tasks: a structural analysis, which maps governance arrangements, and an implementation audit, which assesses effectiveness. (MF)

Are there feasible alternatives to the present "up-or-out" policy for U. S. military officers? Most military officers are subject to a policy known as "0up-or-out," which requires separation from service if they are not promoted or selectively continued within a certain period of time or when they encounters established grade/tenure limits. RAND considered a range of potential substitutes for, or modifications of, the existing policy and recommends that the Department of Defense implement four demonstration projects to establish the relative value of specific policy alternatives and requirements.

Looks at how Department of Defense (DoD) education, training, and development institutions are affected by the consolidation of DoD facilities and changes in governance structure. The Department of Defense (DoD) often improves its efficiency by consolidating facilities (mainly through base realignment and closure, or BRAC) and changing its governance structure. These shifts significantly affect the education, training, and development (ET&D) institutions that support DoD personnel, with such impact as relocation. With an eye toward the 2005 BRAC, RAND researchers look at four case studies of the 1990s and from them make recommendations for ET&D institutions that may be affected by future shifts in defense infrastructure. (PW)

Examines several approaches to establishing visions, strategic plans, and implementation plans for the Chancellor's office to develop a strategic and performance planning process. The DoD is one of the largest employers of civilians in the nation, and ensuring high-quality education, training, and development is an important part of maintaining the quality of that workforce. Thus, the Department of Defense Office of the Chancellor for Education and Professional Development was established in 1998 as the principal advocate for the academic quality and cost-effectiveness of all DoD institutions, programs, and courses of instruction that provide education or professional development for DoD civilians. This study examines several approaches to establishing visions, strategic plans, and implementation plans for the Chancellor's office in its effort to develop a strategic and performance planning process. The authors conducted case studies of strategic planning in comparable institutions with reputations for high performance. The authors also reviewed the literature on strategic planning and conducted interviews to gather information from institutional leaders. The report describes a framework for analyzing strategic planning; key trends affecting DoD civilian education, training, and development; challenges facing the Chancellor's office; and lessons learned from the case studies. (PB)