The Department of Defense (DoD) supports the largest employer-sponsored system of high-quality child care in the country. Through accredited child development centers (CDCs), family child care (FCC) homes, youth programs, and other before- and after-school programs, the DoD provides care to over 174,000 military children aged 0 through 12 years. To evaluate the system's ability to meet the child care needs of military families, DoD needs information on the magnitude of potential need. For a number of years, the DoD has been using a formula that translates the basic demographic characteristics of the military population into an estimate of the potential need for child care (see the companion monograph Providing Child Care to Military Families: The Role of the Demand Formula in Defining Need and Informing Policy, MG-387-OSD, by Joy S. Moini, Gail L. Zellman, and Susan M. Gates). The Office of the Secretary of Defense (OSD) asked the RAND Corporation to collect data on child care need and child care use, assess the validity of the DoD formula, and recommend improvements to the formula. Data for the assessment came from a 2004 survey of military families about child care issues. This technical report describes and analyzes the data from that survey. It documents survey methods, defines three outcomes of potential interest to DoD (reported child-care usage, unmet child-care need, and unmet child-care preference), presents detailed results of an analysis of these outcomes among military families, and analyzes the relationships between these outcomes and military readiness and retention. For example, the data identified an important relationship between unmet child-care preference and propensity to leave the military: Families that express unmet child-care preference-that is, they are using one form of child care but would prefer another-are also more likely to report that child care issues might drive them to leave the military. This report will be of interest to officials responsible for DoD child-care policy and other quality of life issues. It should also be of interest to child care managers in other federal organizations, child care researchers, and child care policymakers at the national, state, and local levels who grapple with the issue of estimating the need for child care.
The landscape of early learning and out-of-school-time programs in the City of Santa Monica is complex, with numerous providers and funding streams. This complexity reflects its evolution in response to changes in federal, state, and local priorities and initiatives. Future shifts in funding levels, program auspices, and other features are likely. In July 2012, the City of Santa Monica Human Services Division and the Santa Monica–Malibu Unified School District contracted with the RAND Corporation to conduct an assessment of child care programs in Santa Monica. The study was motivated in part by the perception of some stakeholders that the system of care had become fragmented and complex. Additional motivations were the uncertainty of resource streams stemming from recent and anticipated state and federal budget cuts and a desire to ensure youth well-being in the community. The project sought to assess how well Santa Monica’s child care programs meet the needs of families, including child care and early education programs serving children from birth to kindergarten entry, as well as care for school-aged children (focusing on kindergarten through eighth grade) in the hours before and after school and in the summer. Overall, recommendations for improvement focused on advancing access, quality, service delivery, and financial sustainability.
Describes the first phase (2001-2004) of Qatar's bold K-12 education reform initiative, Education for a New Era, based on RAND's experiences as part of this ambitious, multi-participant effort. RAND examined the existing Qatari education system, recommended options for building a world-class system, and supported implementation of the chosen option, which is based on internationally benchmarked curriculum standards and parental choice of schools.
This study documents actions of Wallace Foundation grantees to create more-cohesive policies and initiatives to improve instructional leadership in schools; describes how states and districts have worked together to forge such policies and initiatives; and examines the hypothesis that cohesive systems improve school leadership. Such efforts appear to be a promising approach to developing school principals engaged in improving instruction.
As a result of the generally low quality of child care in the United States, quality rating and improvement systems (QRISs) are proliferating in the child-care arena. This study examines the QRIS developed by Qualistar Early Learning, a nonprofit organization based in Colorado, evaluating how reliable the system's components are, whether the QRIS process helped providers to improve, and whether and how much children benefit from such improvement.
In Dangerous Voices Holst-Warhaft investigates the power and meaning of the ancient lament, especially women's mourning of the dead, and sets out to discover why legislation was introduced to curb these laments in antiquity. An investigation of laments ranging from New Guinea to Greece suggests that this essentially female art form gave women considerable power over the rituals of death. The threat they posed to the Greek state caused them to be appropriated by male writers including the tragedians. Holst-Warhaft argues that the loss of the traditional lament in Greece and other countries not only deprives women of their traditional control over the rituals of death but leaves all mourners impoverished.
This is the only comprehensive musical biography in English of Mikis Theodorakis (1925-2021), the revolutionary Greek composer. The first edition (1980) was written with the assistance and support of Theodorakis himself; this new edition was commissioned after Theodorakis’ death and extends the assessment of his work to the operas, symphonies and other works composed since 1980. As a political figure in modern Greece, Theodorakis embodied the spirit of resistance to the abuse of authority, from the Nazi occupation of his country and the ensuing civil war to the military dictatorship of 1967-74 and beyond. Based on the author’s personal friendship and collaboration with Theodorakis, this musical biography is both a passionate and an authoritative account of the life-work of a man who became a popular hero in an age of anxiety.
Having set aside age-old ways of mourning, how do people in the modern world cope with tragic loss? Using traditional mourning rituals as an instructive touchstone, Gail Holst-Warhaft explores the ways sorrow is managed in our own times and how mourning can be manipulated for social and political ends. Since ancient times political and religious authorities have been alert to the dangerously powerful effects of communal expressions of grief--while valuing mourning rites as a controlled outlet for emotion. But today grief is often seen as a psychological problem: the bereaved are encouraged to seek counseling or take antidepressants. At the same time, we have witnessed some striking examples of manipulation of shared grief for political effect. One instance is the unprecedented concentration on recovery of the remains of Americans killed in the Vietnam War. In Buenos Aires the Mothers of the Disappeared forged the passion of their grief into a political weapon. Similarly the gay community in the United States, transformed by grief and rage, not only lobbied effectively for AIDS victims but channeled their emotions into fresh artistic expression. It might be argued that, in contrast to earlier cultures, modern society has largely abdicated its role in managing sorrow. But in The Cue for Passion we see that some communities, moved by the intensity of their grief, have utilized it to gain ground for their own agendas.
The Office of the Secretary of Defense asked the RAND Corporation to assess the Department of Defense (DoD) child-care demand formula as a tool for translating information on military families into measures of potential child-care need and to suggest ways that the tool might be improved. The authors assess the validity of the DoD formula in meeting child-care needs, analyze the factors that influence key child-care outcomes, and address the broader issue of how DoD can refine its goals for military child care.
As a result of the generally low quality of child care in the United States, quality rating and improvement systems (QRISs) are proliferating in the child-care arena. This study examines the QRIS developed by Qualistar Early Learning, a nonprofit organization based in Colorado, evaluating how reliable the system's components are, whether the QRIS process helped providers to improve, and whether and how much children benefit from such improvement.
The Department of Defense (DoD) supports the largest employer-sponsored system of high-quality child care in the country. Through accredited child development centers (CDCs), family child care (FCC) homes, youth programs, and other before- and after-school programs, the DoD provides care to over 174,000 military children aged 0 through 12 years. To evaluate the system's ability to meet the child care needs of military families, DoD needs information on the magnitude of potential need. For a number of years, the DoD has been using a formula that translates the basic demographic characteristics of the military population into an estimate of the potential need for child care (see the companion monograph Providing Child Care to Military Families: The Role of the Demand Formula in Defining Need and Informing Policy, MG-387-OSD, by Joy S. Moini, Gail L. Zellman, and Susan M. Gates). The Office of the Secretary of Defense (OSD) asked the RAND Corporation to collect data on child care need and child care use, assess the validity of the DoD formula, and recommend improvements to the formula. Data for the assessment came from a 2004 survey of military families about child care issues. This technical report describes and analyzes the data from that survey. It documents survey methods, defines three outcomes of potential interest to DoD (reported child-care usage, unmet child-care need, and unmet child-care preference), presents detailed results of an analysis of these outcomes among military families, and analyzes the relationships between these outcomes and military readiness and retention. For example, the data identified an important relationship between unmet child-care preference and propensity to leave the military: Families that express unmet child-care preference-that is, they are using one form of child care but would prefer another-are also more likely to report that child care issues might drive them to leave the military. This report will be of interest to officials responsible for DoD child-care policy and other quality of life issues. It should also be of interest to child care managers in other federal organizations, child care researchers, and child care policymakers at the national, state, and local levels who grapple with the issue of estimating the need for child care.
The Office of the Secretary of Defense asked the RAND Corporation to assess the Department of Defense (DoD) child-care demand formula as a tool for translating information on military families into measures of potential child-care need and to suggest ways that the tool might be improved. The authors assess the validity of the DoD formula in meeting child-care needs, analyze the factors that influence key child-care outcomes, and address the broader issue of how DoD can refine its goals for military child care.
In July 2012, the City of Santa Monica Human Services Division and the Santa Monica–Malibu Unified School District contracted with the RAND Corporation to conduct an assessment of child care programs in Santa Monica. The project sought to assess how well Santa Monica’s early and school-age care programs meet the needs of families. Recommendations for improvement focused on advancing access, quality, service delivery, and financial sustainability.
In July 2012, the City of Santa Monica Human Services Division and the Santa Monica–Malibu Unified School District contracted with the RAND Corporation to conduct an assessment of child care programs in Santa Monica. The project sought to assess how well Santa Monica’s early and school-age care programs meet the needs of families. Recommendations for improvement focused on advancing access, quality, service delivery, and financial sustainability.
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