Assessment of Joint Improvised Explosive Device Defeat Organization (JIEDDO) Training Activity

Assessment of Joint Improvised Explosive Device Defeat Organization (JIEDDO) Training Activity

Brad Martin
Thomas Manacapilli
James C. Crowley
Joseph Adams
Michael G. Shanley
Paul Steinberg
Dave Stebbins
Copyright Date: 2013
Published by: RAND Corporation
Pages: 68
https://www.jstor.org/stable/10.7249/j.ctt5vjwqj
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  • Book Info
    Assessment of Joint Improvised Explosive Device Defeat Organization (JIEDDO) Training Activity
    Book Description:

    The Joint Improvised Explosive Device Defeat Organization (JIEDDO) carries out training activities both as part of its equipment and system development responsibilities and its responsibility to “train the force” in IED threats and countermeasures. This report assesses whether JIEDDO’s programs and functions may be duplicative with those of the military Services, U.S. Special Operations Command, and other agencies.

    eISBN: 978-0-8330-8464-4
    Subjects: History, Business, Technology

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iii)
  3. Table of Contents
    (pp. iv-v)
  4. Figures
    (pp. vi-vi)
  5. Tables
    (pp. vii-vii)
  6. Summary
    (pp. viii-xi)
  7. Acknowledgements
    (pp. xii-xii)
  8. Abbreviations
    (pp. xiii-xiv)
  9. 1. Introduction
    (pp. 1-8)

    On February 26, 2013, the White House released a policy statement onCountering Improvised Explosive Devices(IEDs), which stated that “IEDs remain one of the most accessible weapons available to terrorists and criminals to damage critical infrastructure and inflict casualties.”² The statement concluded that, “the threat from IED use is likely to remain high in the coming decade and will continue to evolve in response to our abilities to counter them.” However, as has been witnessed through the years—both in Operation Iraqi Freedom and Operation Enduring Freedom—this asymmetric threat is far from new.

    In reaction to the growing...

  10. 2. Assessment of Duplication/Similarity in Training Programs
    (pp. 9-14)

    In this chapter, we discuss our assessment of the duplication and similarity in JIEDDO training programs, starting first with a discussion of the methodology used to do so.

    The RAND study team first developed a list of attributes associated with training activities (e.g., the training objective, training audience, location), which were organized as a taxonomy. We note that JIEDDO does not currently have such a taxonomy or a systematic way of characterizing attributes. The team then identified all the training programs being carried out by JIEDDO. It then provided the list of programs, along with the set of attributes, to...

  11. 3. Assessment of Duplication in Training Functions
    (pp. 15-28)

    Functions are inherent to an organization, while programs are specific outputs. In this chapter, we discuss our assessment of JIEDDO training function duplication.

    We started by identifying JIEDDO training functions. We identified these by review of foundational documents and validated the list with JIEDDO, the Services, and USSOCOM representatives. At the highest level, there are three primary training-related functions:

    Advise and assist OSD and Services on all matters related to the IED threat and its defeat, including training

    Support Service and CCMD training activities by providing direct support, analysis, and subject-matter expertise

    Identify, develop, implement, assess, and, as appropriate, T3C...

  12. 4. Findings and Concluding Thoughts
    (pp. 29-31)

    In this chapter, we provide the key findings of our analyses of training program duplication and training function duplication. Then, we offer some overarching concluding thoughts.

    There is little evidence of duplication among training programs or courses. Even in similarly named courses or programs, assessment shows that these are aimed at different training audiences and/or have different objectives. Moreover, in cases where a JIEDDO-initiated training program is beginning and a Service effort is developed to take its place, the resulting overlap is temporary and serves to add capacity rather than to wastefully duplicate.

    This is not the same as saying...

  13. Appendix: JIEDDO Initiatives
    (pp. 32-53)
  14. References
    (pp. 54-54)