Joy S. Moini

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)

Over 5 million Syrian refugees entered Turkey, Jordan, and Lebanon due to the civil war. This report examines the labor market for refugees in these countries. In Turkey, a barrier was speaking Turkish; in Jordan and Lebanon, the refugees' arrival exacerbated existing economic slowdowns. Working legally was a challenge for all. Recommendations are tailored to each country in order to improve the socioeconomic environment for all.

In 2003, the State of Qatar engaged the RAND-Qatar Policy Institute to assist Qatar University with reform of its major administrative and academic structures, policies, and practices. In this summary of the reform effort, the authors recount the motivation for reform, describe the design of the reform agenda, and detail the early stages of the implementation effort, with an eye toward identifying challenges yet to be met.

In 1998, the U.S. Army became the only service to shift its senior enlistment force from a fixed enlistment contract system to indefinite reenlistment, which eliminated the reenlistment requirement in the latter half of a noncommissioned officer's career and placed them on the same indefinite service contract as officers. This study considers the utility of this program and potential applicability to the other service branches.

Describes and analyzes the results of a 2004 survey on the child care needs and choices of military families. It defines outcomes of potential interest to DoD (reported child-care usage, unmet child-care need, and unmet child-care preference), details the distribution of these outcomes among military families, and analyzes the relationships between these outcomes and military readiness and retention.

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)