What the Army Needs to Know to Align Its Operational and Institutional Activities

What the Army Needs to Know to Align Its Operational and Institutional Activities

Frank Camm
Cynthia R. Cook
Ralph Masi
Anny Wong
Copyright Date: 2007
Edition: 1
Published by: RAND Corporation
Pages: 320
https://www.jstor.org/stable/10.7249/mg530a
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  • Book Info
    What the Army Needs to Know to Align Its Operational and Institutional Activities
    Book Description:

    The Army must transform its institutional activities to align them with operating forces to improve support and release resources from institutional activities. This document provides a model for evaluating value chains to promote the alignment of needs and resources according to three representational institutional Army activities: medical services, enlisted accessioning, and short-term acquisition.

    eISBN: 978-0-8330-4259-0
    Subjects: Political Science, History

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-vi)
  3. Table of Contents
    (pp. vii-x)
  4. Figures
    (pp. xi-xii)
  5. Tables
    (pp. xiii-xiv)
  6. Summary
    (pp. xv-xxxii)
  7. Acknowledgments
    (pp. xxxiii-xxxiv)
  8. Abbreviations
    (pp. xxxv-xl)
  9. CHAPTER ONE Introduction
    (pp. 1-10)

    The U.S. Army is in the middle of the largest effort to restructure itself since the end of World War II. The broad outlines of the effort are well known.¹ The Army is modularizing its operating force, making it easier to custom-tailor forces to a combatant commander’s new deployment requirements in a joint setting. It is seeking to rebalance the light and heavy Army forces available for deployment and to rebalance the forces maintained in the active and reserve components that support these deployments. It is seeking to stabilize personnel in more regular training and deployment cycles to increase the...

  10. CHAPTER TWO The Institutional Army and Its Place in the U.S. Army
    (pp. 11-34)

    What exactly is the institutional Army? And how does it relate to the operating force? This chapter addresses these questions. It starts by briefly reviewing three different ways of defining the institutional Army and suggests that, for our purposes here, what they have in common is more important than how they differ. It uses these definitions to examine where the Army places its senior leadership. It presents a high-level overview of institutional outputs, the activities that produce them, and how they relate to one another. Given these outputs and activities, it offers a high-level look at how efforts to expand...

  11. CHAPTER THREE Leadership Views on Change in the Institutional Army
    (pp. 35-48)

    The Secretary and the Chief of Staff of the Army (CSA) have made it clear that they want the institutional Army to change. They are especially focused on realizing plans for a new operating force and have emphasized changes in the institutional Army that support the new operating force. Changes in disparate parts of the institutional Army are more likely to complement one another if we can trace each one back to these high-level priorities. This chapter takes first steps in that direction.

    It starts by using the Army Posture Statement to summarize the priorities of the Secretary and CSA.¹...

  12. CHAPTER FOUR Translating Leadership Priorities into Metrics
    (pp. 49-80)

    As the Army leadership seeks to induce changes in the institutional Army that support ongoing change efforts in the operating force, two key issues arise. First, how can the Army plan the kind of change that is needed centrally while delegating responsibility for execution? Second, how can the Army leadership verify that change is being executed in a way that is compatible with the central plan, especially as the Army’s threat, budget, and technological environments continue to change and as the change process itself reveals information that the leadership can use to adjust its central plan? This chapter argues that...

  13. CHAPTER FIVE Medical Services
    (pp. 81-126)

    This chapter discusses how to develop a set of performance metrics that the Army leadership could use to define what it expects for the outputs of institutional medical services in the Army at the end of the POM. No clear definition of “institutional medical services” exists, because AMEDD provides direct medical services to Active and Reserve Component Army personnel, military families, and retirees inside and outside the United States, as well as performs institutional elements of an integrated, end-on-end medical support service for the operating force, which includes operational medical elements. It also works closely with the DoD-wide TRICARE program...

  14. CHAPTER SIX Enlisted Personnel Accessioning
    (pp. 127-144)

    As noted previously, training and equipping soldiers to serve as warriors and as growing adaptive leaders are integral parts of the Army leadership’s vision for achieving improved operational capability. Accessioning is where the institutional Army starts acquiring such soldiers, and enlisted accessioning is at the heart of this broader activity.¹ This chapter explains how to link accessioning to these leadership goals. It focuses on how the institutional Army affects the availability of personnel assets that the operating force can apply against the requirements of its MTOE documents. It emphasizes

    thematchbetween available and required personnel

    thetimelinessof the...

  15. CHAPTER SEVEN Short-Term Acquisition Initiatives
    (pp. 145-162)

    The acquisition of defense materiel is a complex endeavor. Even commercial off-the-shelf (COTS) items are subject to a large number of regulations that can mean that relatively simple purchases can take months or years to complete. The acquisition of major weapon systems can take decades. However, current operations in Iraq and Afghanistan have made clear the need for more timely acquisition of various items. The Army has developed new techniques for what we call short-term acquisition to deliver items to the field as quickly as possible.

    In response to current operations, the Army developed two new major initiatives for the...

  16. CHAPTER EIGHT Conclusions
    (pp. 163-190)

    The operational Army is transforming into a new modular force, rebalanced between the active and reserve components and focused on new, stabilized brigade-sized units. The Army will be “brigade-centered” in ways that allow the Army to project power quickly from its home station. As the Army’s senior leadership pushed this transformation forward in 2004, it became ever-more apparent that the institutional Army would also have to transform in ways that aligned it to the newly emerging operating force. This is a daunting task that will take years to achieve.

    To achieve it, the Army needs a strategy that places specific...

  17. APPENDIX A Relevant Aspects of Emerging Changes in the Operating Force
    (pp. 191-196)
  18. APPENDIX B Simple Three-Sector Input-Output Model of the Army
    (pp. 197-214)
  19. APPENDIX C Major Objectives of the Army Campaign Plan Relevant to the Institutional Army
    (pp. 215-230)
  20. APPENDIX D More on Linking Metrics to a Value Chain
    (pp. 231-238)
  21. APPENDIX E Background on Army Medical Services
    (pp. 239-260)
  22. APPENDIX F Army Strategic Management System
    (pp. 261-270)
  23. Bibliography
    (pp. 271-280)