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The authors assess the question of whether the Department of the Air Force (DAF) acquisition workforce management and development structures can meet the force modernization needs of both the U.S. Space Force (USSF) and the U.S. Air Force (USAF).

This report assesses the cost-effectiveness of a U.S. Coast Guard rule that requires any facility handling certain dangerous cargoes to biometrically verify the identity of anyone accessing a secure area of that facility.

To help the Army accomplish its diversity goals, RAND Arroyo Center examined retention of racial-ethnic minorities in the Regular Army's enlisted and officer ranks and how racial-ethnic composition changes as soldiers progress in their careers.

The U.S. Coast Guard seeks to attract, recruit, and retain a workforce that represents all segments of U.S. society. However, in the current active-duty Coast Guard, representation of women and of members of racial and ethnic minority groups declines as rank increases, ultimately resulting in a less diverse senior leadership. These demographics are largely the cumulative effect of the service's personnel system in which the pool of potential senior leaders narrows at each stage of the career life cycle, along with the number of candidates from underrepresented groups. To identify the root causes of the underrepresentation of women and of members of racial and ethnic minority groups in the Coast Guard, researchers used a mixed-method approach involving literature reviews, analysis of personnel data, interviews with subject-matter experts, focus groups, and a survey of active-duty personnel. The team examined the factors that shape representation at each phase of the military career life cycle-recruiting, career development, promotion and advancement, and retention-and identified facilitators of and barriers to improving diversity in the Coast Guard. The report includes recommendations to help the Coast Guard achieve its ultimate goal of a workforce that looks like the nation it serves.

The Department of Defense can more effectively harness commercially developed technologies through policies that incentivize and improve coordination and collaboration between defense innovation organizations and traditional acquisition stakeholders.

The Commission on Planning, Programming, Budgeting, and Execution (PPBE) Reform asked the RAND Corporation for an independent analysis of PPBE-like functions in selected countries and non-Department of Defense federal agencies. This executive summary distills key insights from nine case studies of budgeting processes across comparative organizations, as detailed in three companion volumes.

RAND researchers examined how well the Department of Defense is identifying, developing, and transitioning innovative commercial technologies from the private sector to the military and how the defense ecosystem can better support this process.

The Transportation Worker Identification Credential (TWIC) is designed to enhance security at U.S. ports. This report provides the findings from an assessment of the TWIC program, along with the assessors' recommendations.

To support the Department of the Air Force's (DAF's) goal of building a more diverse, equitable, and inclusive workforce, researchers reviewed the academic literature and conducted interviews with representatives from private-sector organizations that were ranked as top employers for diversity. The authors detail promising practices regarding diversity, equity, and inclusion in talent management that might be relevant to DAF efforts.