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Joint tasking situations arise when the "preferred provider" service (usually the Army) has insufficient personnel to meet a certain need and another military service is required to fill it. Since 2004, the U.S. Air Force has provided personnel for "joint sourcing solution" assignments in Iraq and Afghanistan, in addition to supplying military support under its planned Air Expeditionary Force construct for ongoing major combat operations in the U.S. Central Command region. As a result, certain Air Force career fields are experiencing deployment strains beyond what would be expected under planned Air Expeditionary Force deployments. A better understanding of the impact of fulfilling new requirements will help the Air Force make resource allocation decisions that will ensure that it can satisfy the full range of demands for its capabilities. Air Force personnel and deployment data were used to populate a RAND-developed model that compares the supply of Air Force personnel and various types of capabilities to demand for them as outlined in requests for forces. Because the impact of these requirements on individuals, units, specific career fields, combat support capabilities, and the Air Force as a whole is not well understood, such a model potentially offers valuable insights to allow the Air Force to assess and forecast its ability to satisfy demands for its personnel and capabilities.

Unified operations (Military science) --- United States. --- Operational readiness. --- Organization. --- Planning.

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Income --- United States of America

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"The U.S. Department of Defense is one of the world's largest employers, with more than 1 million men and women on active duty and hundreds of thousands of civilian personnel. To control costs, the government has implemented several initiatives over time to adjust personnel levels, reduce spending outright, and streamline management. In this report, RAND researchers analyze several issues related to direction from the Secretary of Defense in 2013 to reduce headquarters spending by 20 percent and to strive for 20-percent reductions in headquarters staff authorizations. Specifically, they assess whether the Air Force achieved a 20-percent reduction in headquarters spending and personnel end strength by fiscal year 2015 (when compared with plans for fiscal year 2018); compare the Air Force's methodology and approach to reductions with practices from literature and industry, focusing on organizational design, process improvement, consulting practices, and sound management practices; and identify opportunities for further reductions. The authors conclude that the Air Force did indeed achieve its planned 20-percent reduction in spending and end strength, and that all major commands contributed to those savings. In addition, they found that the Air Force's approach to reducing its headquarters management functions included many sound practices, such as identifying improved business processes that streamline information flow and eliminate work, eliminating or combining redundant organizations, and ensuring that work is conducted at an appropriate organizational level"--Publisher's website.

Downsizing of organizations --- Evaluation. --- United States. --- Headquarters --- Reorganization --- Personnel management

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Using Fort Bragg as a test case, this report shows how a linear programming framework helps gauge the impact of decisions that change the US Army's IT workforce. The authors conclude that with linear programming the effects of policy changes can be quantified and better understood.

Defense information, Classified. --- Defense information, Classified - United States. --- Information technology. --- Information technology - United States - Personnel management. --- United States. --- Automation. --- Personnel management. --- Data processing.

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The Ready Aircrew Program (RAP) sets continuation training requirements for pilots of combat aircraft. The National Defense Authorization Act for Fiscal Year 2017 directed the Secretary of the Air Force to arrange for an independent review of the RAP and its effectiveness in managing aircrew training requirements. The Air Force turned to RAND Project AIR FORCE to conduct the review and to make recommendations for improvements. As part of the analysis, researchers created a computational model to examine whether flying units can feasibly meet the continuation training requirements set by RAP and other training requirements when various constraints, such as the length and frequency of temporary duty assignments or deployment schedules, are taken into account. This report outlines the model, its specifications, and how it was used in the assessment of the RAP.