Ralph Masi

In recent years, U.S. joint military activities have seen higher participation rates by reserve component general and flag officers, senior civilians, and senior noncommissioned officers. This report examines the preparation of these personnel for participation in joint military activities and recommends courses of action to better prepare them for joint positions.This title examines the preparation of reserve component general and flag officers, senior civilians, and senior noncommissioned officers for participation in joint military activities.

U.S. Army Special Operations Command asked RAND Arroyo Center to determine whether its Tactical Human Optimization, Rapid Rehabilitation and Reconditioning (THOR3) program is effectively utilizing the resources provided and to identify opportunities for improvement in the program s planning and implementation, staffing, leader development and education, facility and equipment requirements, and ability to support participating personnel."

RAND Arroyo Center produced competency models and a training framework to support Army Human Resources Command's delivery of services after its upcoming reorganization and relocation. Researchers developed competency models for jobs that would survive the move. They identified gaps between the competencies HRC would need and the availability of workers. Finally, they developed training concepts to close gaps between current and future workforces.

This book summarizes defense acquisition workforce analysis that RAND has undertaken in support of human capital strategic planning. The report covers the civilian acquisition workforce, the careers of acquisition workforce senior executive service members, and the military acquisition workforce and its implications for the larger workforce. It also provides projection model that uses data on the civilian acquisition workforce as a key input.

The Army wishes to improve its training strategy for Brigade Combat Teams equipped with Future Combat Systems (FCS) technologies. Key findings are that live training events will remain a cornerstone of FCS unit training, and that adaptation to changing operational requirements will be a challenge. Planned enhancements will provide important improvements for the system, but the overall training capability achieved will fall short of requirements.

The Army must transform its institutional activities to align them with operating forces to improve support and release resources from institutional activities. This document is the executive summary for MG-530-A, What the Army Needs to Know to Align Its Operational and Institutional Activities, which provides a model for evaluating value chains to promote the alignment of needs and resources.

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.

An examination of policies and alternatives for increasing the contribution of The Army School System (TASS) to Army readiness and improving the integration of the Active Component (AC) and Reserve Component (RC) training systems. The study recommends that the Army adopt private-sector models in developing interactive media instruction, develop a more effective local school system to better meet future unit training needs, and improve the integration of AC-RC training institutions to leverage existing resources and expand options.