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-180- An Operational Analysis of Cadre condition of senior IRR membership. This would increase the cost of this type of cadre organization. 61 The major advantage to this type of cadre force is that would likely cost less than all of the other cadre forces discussed in this section. 62 In addition, the senior IRR would not affect the leadership development process of the active army or create redundant positions in existing units. The first major disadvantage of the senior IRR cadre force is that leaders are training minimally or not at all, which will reduce their proficiency. However, given that cadre leaders would have two years before they would be united with their junior personnel, this organization seems worthy of consideration. The second disadvantage is a concern regarding the type of service agreement signed by the officer or NCO. If they are in the senior IRR before the war, but their service agreement does not extend more than two years into the war, they are of little use. The contract mechanism for senior IRR personnel assigned to cadre units must be carefully considered. 3.2.4—TTHS Cadre Units In a May 2007 Strategic Studies Institute Op-Ed article, Dr. Douglas Johnson argues that as the total force is being expanded “it may be more important than ever to make time and space to allow the Soldier-leaders in this force to study, think, and ‘waste time’ doing ____________ 61 For a discussion of issues related to IRR refresher training and cost see Bodilly et al (1986). 62 This depends on the amount of compensation required to retain personnel in the senior IRR. As of late 2007, the Army was offering reenlistment bonuses of $3,000 for individuals who enlist in the IRR for six years (http://www.military.com/benefits/military-pay/reserve-and-guard-pay/individual-ready-reserve-reenlistmentbonus, accessed December 10, 2007). If we assume this rate of compensation and a worst-case number of officer and NCOs (all officer and NCO unit structure and 18 cadre BCT force) then the annual cost of these reenlistment bonuses would be about $20 million. This is small in comparison to the magnitude of the cost savings from a cadre augmented force.
-181- An Operational Analysis of Cadre both.” 63 He argues that this should be done by increasing the size of the Trainees, Transients, Holdees, and Students (TTHS) account, which would provide increased educational opportunities for officers and NCOs. Explicitly increasing the number of officers and NCOs in school and attaching some of them to cadre units is another way of organizing a cadre force in peacetime. 64 Johnson even hints at this possibility: “an increased TTHS account will provide the Army the ability to achieve … potentially, an expansion base for any larger conflict that might come along.” 65 There are a number of advantages to this alternative. First, retaining additional officers and NCOs in educational programs could reduce the relative cost of cadre units if the Army valued the additional educational experiences of officers and NCOs. Second, this alternative would not negatively affect the leader development process since the duties assigned to cadre leaders in peacetime are part of the leader development process. In addition, like the senior IRR, this alternative would not put cadre leaders in a situation where they would have to compete for leadership opportunities. There are two major disadvantages to this alternative. First, leaders would not be developing combat leadership skills during these assignments as they would if they were leading an active duty unit. However, the Army’s commitment to rotating leaders through staff and line assignments shows that these are both important. Like all the other non- ____________ 63 Johnson (2007), p. 1. 64 This would require that cadre officers and NCOs be pulled out of school in wartime. This has always been a contentious point in the Army as it is generally thought not to be good practice to disrupt the education of officers to meet wartime needs. However, in this case, this would be education above and beyond what is currently being provided and therefore could be delayed until the end of the war without significant consequences. 65 Johnson (2007), p. 3.
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THE ARTS CHILD POLICY CIVIL JUSTICE
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Considering a Cadre Augmented Army
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- iii - PREFACE This dissertation e
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- vii - SUMMARY This dissertation c
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- ix - the similarities and differe
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- xiii - ACRONYMS Symbol AC AIT ARF
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-1- Introduction Introduction This
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-3- Introduction ability to rotate
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-5- Introduction In a force designe
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-7- Introduction increasing militar
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-9- Introduction peacetime have bee
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-11- Introduction forces. This is i
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-14- A Budgetary Analysis of Cadre
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-260- A Historical Analysis of Cadr
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-377- Conclusion Conclusion This di
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-379- Bibliography Bibliography Ada
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-381- Bibliography Carter, William
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-383- Bibliography Department of De
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-385- Bibliography Garamone, Jim,
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-387- Bibliography Howze, Hamilton
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-389- Bibliography Michie, Peter Sm
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-391- Bibliography Stewart, Richard
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-393- Bibliography Vick, Alan, Davi
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Considering a Cadre Augmented Army - RAND Corporation

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