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The U.S. Navy and the other military services send a number of their officers to graduate-level institutions each year to obtain advanced degrees. The primary purpose of providing these officers graduate education is so they can fill positions in their services whose duties require the knowledge and skills gained in graduate school. Furthermore, the benefits of a graduate education extend beyond the specific assignment for which the officer was educated, applying to subsequent assignments as well, albeit less directly. However, at an estimated cost of about $245,000 per officer for a funded master's degree, the cost of this education is substantial. For fully funded education, the service must pay not only the cost of the education but also the pay and allowances associated with an officer's billet allocated for education. Additionally, an opportunity cost is incurred: While the officer is attending school, his or her services are lost to the operational billets in which he or she could be gaining experience. The question frequently arises as to whether the benefit gained from a graduate education is worth the cost. While the quantitative effects of graduate education can be estimated, evaluating the qualitative effects of a graduate education poses a number of challenges.
"The U.S. military services send officers to graduate schools each year to pursue advanced degrees, primarily to fill billet requirements later. This can be costly, including such things as tuition, housing, and pay but also the opportunity cost of the officer not filling an operational billet. Participation in such a program incurs specific service requirements in return, but is that enough to recoup the service's investment? The U.S. Navy asked the researchers to assess the quantitative and qualitative returns on investment (ROI) for funded graduate education. The authors modeled the financial aspects for two sample communities within the Navy and discovered that ROI varies depending on how efficiently graduates are matched with billets and how often they are utilized in the related subspecialty. In some cases, it is simply not possible to recoup the costs financially because it would require extremely long service. On the other hand, soft skills and general knowledge that graduate education provides can increase productivity and improve decision quality. Such considerations might justify making graduate education competitive, with selection targeted toward those most likely to stay in the service and to advance to flag rank. In essence, the Navy would be broadly educating many to achieve future capabilities and an ROI from the few."--P. [4] of cover.
Skilled technical occupationsâ€"defined as occupations that require a high level of knowledge in a technical domain but do not require a bachelor's degree for entryâ€"are a key component of the U.S. economy. In response to globalization and advances in science and technology, American firms are demanding workers with greater proficiency in literacy and numeracy, as well as strong interpersonal, technical, and problem-solving skills. However, employer surveys and industry and government reports have raised concerns that the nation may not have an adequate supply of skilled technical workers to achieve its competitiveness and economic growth objectives. In response to the broader need for policy information and advice, Building America's Skilled Technical Workforce examines the coverage, effectiveness, flexibility, and coordination of the policies and various programs that prepare Americans for skilled technical jobs. This report provides action-oriented recommendations for improving the American system of technical education, training, and certification.
The U.S. Navy is ready to execute the Nation's tasks at sea, from prompt and sustained combat operations to every-day forward-presence, diplomacy and relief efforts. We operate worldwide, in space, cyberspace, and throughout the maritime domain. The United States is and will remain a maritime nation, and our security and prosperity are inextricably linked to our ability to operate naval forces on, under and above the seas and oceans of the world. To that end, the Navy executes programs that enable our Sailors, Marines, civilians, and forces to meet existing and emerging challenges at sea with confidence. Six priorities guide today's planning, programming, and budgeting decisions: (1) maintain a credible, modern, and survivable sea based strategic deterrent; (2) sustain forward presence, distributed globally in places that matter; (3) develop the capability and capacity to win decisively; (4) focus on critical afloat and ashore readiness to ensure the Navy is adequately funded and ready; (5) enhance the Navy's asymmetric capabilities in the physical domains as well as in cyberspace and the electromagnetic spectrum; and (6) sustain a relevant industrial base, particularly in shipbuilding.
The authors identify useful steps toward modernization of officer career management in the military, examine constraints on reforms, and propose mitigating strategies and ways forward.
The Bulletin of the Atomic Scientists is the premier public resource on scientific and technological developments that impact global security. Founded by Manhattan Project Scientists, the Bulletin's iconic "Doomsday Clock" stimulates solutions for a safer world.
The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.