Use of the Reserve Component has steadily increased since the 1990s, but little research has focused on how deployment affects guard and reserve families. This monograph presents the results of interviews with reserve component personnel and spouses, focusing on their deployment experiences and military career intentions. The authors conclude with suggestions on how the Department of Defense can better support guard and reserve families.

This report discusses the results of occupation surveys administered to soldiers in selected Army military occupational specialties (MOSs) to assess the level and importance of the knowledge, skills, and abilities needed in these MOSs and to develop better crosswalks between military and civilian occupations. The report identifies both a broader range of military-civilian occupation matches and higher-quality matches than existing crosswalks.

In 2001, the RAND Corporation conducted a survey of officers and enlisted personnel who had recently returned from a deployment to Prince Sultan Air Base (PSAB) or Eskan Village in Saudi Arabia. This documented briefing reports the results of that effort.

For much of the last decade, police and sheriff1s departments faced considerable challenges in attracting and retaining recruits. This volume summarizes a 2008-2009 survey fielded to recent police officer and sheriff1s deputy recruits nationwide. The authors focus on how understanding modern recruits can help departments refine their recruitment practices and develop a workforce well suited to community-oriented policing.

This report provides the U.S. Department of the Air Force (DAF) with a guide for strengthening its process for reviewing the performance of its Systems Engineering and Integration federally funded research and development centers. The guide is intended to help DAF establish the purpose and scope of its review process, design a system for grading performance, engage with stakeholders, and follow up on performance reviews.

Examines "reachback"--the use of contracting capability outside of the theater of operations to accomplish contracting tasks for customers in-theater--as a potential means for reducing the deployment burden on military contracting personnel. The authors find that reachback might improve performance in some areas and has the potential to reduce deployments, but other issues also need to be addressed to reduce stress on the contracting career field.

This brief highlights the results of a study to improve the transition process for enlisted soldiers leaving the Regular Army. We assessed the knowledge, skills, and abilities (KSAs) and other job characteristics of soldiers in ten of the most populous Army military occupational specialties (MOSs) to develop improved crosswalks between military and civilian occupations and to help soldiers describe their work experience to potential civilian employers.

In 2016, the Air Force began an effort to revitalize squadrons, aimed at promoting the readiness and resilience of the force. In light of this effort, the Air Force Services Center established the UNITE Initiative and hired Community Cohesion Coordinators (C3s) across participating installations to plan programs, activities, and events that directly support unit cohesion, leveraging Force Support Squadron activities along with resources and activities in the local community. Previous research suggests that providing units with opportunities to participate in group activities could serve to improve cohesion. However, the Air Force lacks data that demonstrate a correlation between the use of these activities and expected outcomes. In this report, the authors examine this connection by conducting an initial evaluation of the UNITE Initiative. The authors accomplish this evaluation by conducting interviews with C3s and reviewing post-event feedback from C3s, units, and airmen participants to understand how the program was implemented and identify successes, limitations, and lessons learned. The authors also use two post-event surveys, completed by airmen roughly two and six weeks after participating in a UNITE event, to examine whether participation was associated with perceptions of unit cohesion.

This report offers a foundation for better managing, at the enterprise level in the Air Force, efforts to ensure resiliency of missions to adversarial cyber operations, including suggestions for the allocation of roles and responsibilities of tasks.