Considering a Cadre Augmented Army - RAND Corporation
Share Embed Flag
Download ePaper

Considering a Cadre Augmented Army - RAND Corporation

Considering a Cadre Augmented Army - RAND Corporation Considering a Cadre Augmented Army - RAND Corporation

rand.org
07.06.2014 Views

-186- An Operational Analysis of Cadre 3.4—COMPARING PEACTIME ORGANIZATIONS This chapter has explored a variety of different peacetime cadre organizations. In this section, we estimate the relative cost of a cadre unit in each peacetime cadre organization and provide a broad summary of the tradeoffs between the alternative organizations. 3.4.1—Cost Assigned to Cadre Units In this chapter, we talked in relative terms about the effect of peacetime organizations on the peacetime cost of a cadre unit. In this section, we estimate the peacetime costs of combinations of different peacetime structures and organizations of cadre units. Table 3.1 shows our estimates for relative costs. Table 3.1 —Costs of Different Cadre Structures and Organizations Cadre Structure Maintenance / AC+ Domestic / Foreign Training RC+ Senior IRR All Officers & NCOs 56 % 19 % 16 % 6 % Senior Officers & NCOs 37 % 12 % 10 % 4 % Increase Promotion (9 BCT) 31 % 10 % 9 % 3 % Activate IRR (9 BCT) 24 % 8 % 7 % 2 % Promotion and IRR (9 BCT) 18 % 6 % 5 % 2 % We began by calculating the simplest relative costs- those cadre organizations that assign one-hundred percent of the cost of the cadre leaders to the cadre unit. Both the maintenance cadre units and the AC units with surplus personnel (AC+) fall into this category. The relative costs are the same as those calculated in Chapter Two. For domestic and foreign training cadre units, we assumed that one-third of the cadre leaders’ time would

-187- An Operational Analysis of Cadre be spent on cadre unit duties. 77 For the RC unit with surplus personnel, we assumed that an RC cadre leader costs 28 percent of an AC cadre leader. 78 For the senior IRR, we assume that leaders are paid ten percent of AC pay in order to show up for one weekend every six months to verify their location and perform some planning exercises. Two peacetime duties are omitted from Table 3.1 because the costs are difficult to calculate. First, we ignore the TTHS cadre unit because its cost would depend on how the Army valued additional educational opportunities. It is difficult to estimate how the Army would value this additional education. In the worst case that the army places no value on this, this type of cadre unit will cost as much as the maintenance and AC+ cadre units. Second, we ignore rotating cadre units because their cost would depend on the ratio of IRR personnel to dual-hatted personnel and the percentage of time that the dual-hatted personnel are performing cadre unit duties. Again, due to the uncertainties involved in estimating these, we do not try to estimate a relative cost. 79 3.4.2—Tradeoffs In this chapter, we have discussed a number of pros and cons for each of the peacetime cadre organizations we examined. In this subsection, we provide a broad picture of the tradeoffs between the alternatives explored in this chapter. Figure 3.3 shows a stoplight chart comparing the different alternatives on most of the criteria identified in this chapter. ____________ 77 We assumed that for domestic training cadre units one-third of each year would be spent on cadre duties. For foreign training cadre units, we assumed that half of years one and two of the peacetime ARFOGREN cycle would be spent on cadre duties and that the unit would be deployed in year three, performing no cadre duties in this year. 78 Jaffe (2006) 79 The five percent cost estimate from Tillson et al (1990) appears too low, but it is unlikely that the cost of this type of unit would exceed 20 percent of an AC unit.

-186- An Operational Analysis of <strong>Cadre</strong><br />

3.4—COMPARING PEACTIME ORGANIZATIONS<br />

This chapter has explored a variety of different peacetime cadre organizations. In<br />

this section, we estimate the relative cost of a cadre unit in each peacetime cadre<br />

organization and provide a broad summary of the tradeoffs between the alternative<br />

organizations.<br />

3.4.1—Cost Assigned to <strong>Cadre</strong> Units<br />

In this chapter, we talked in relative terms about the effect of peacetime<br />

organizations on the peacetime cost of a cadre unit. In this section, we estimate the<br />

peacetime costs of combinations of different peacetime structures and organizations of<br />

cadre units. Table 3.1 shows our estimates for relative costs.<br />

Table 3.1 —Costs of Different <strong>Cadre</strong> Structures and Organizations<br />

<strong>Cadre</strong> Structure<br />

Maintenance /<br />

AC+<br />

Domestic /<br />

Foreign Training RC+<br />

Senior<br />

IRR<br />

All Officers & NCOs 56 % 19 % 16 % 6 %<br />

Senior Officers & NCOs 37 % 12 % 10 % 4 %<br />

Increase Promotion (9 BCT) 31 % 10 % 9 % 3 %<br />

Activate IRR (9 BCT) 24 % 8 % 7 % 2 %<br />

Promotion and IRR (9 BCT) 18 % 6 % 5 % 2 %<br />

We began by calculating the simplest relative costs- those cadre organizations that<br />

assign one-hundred percent of the cost of the cadre leaders to the cadre unit. Both the<br />

maintenance cadre units and the AC units with surplus personnel (AC+) fall into this<br />

category. The relative costs are the same as those calculated in Chapter Two. For domestic<br />

and foreign training cadre units, we assumed that one-third of the cadre leaders’ time would

logo

products

Resources

Company

Terms of service
Privacy policy
Cookie policy
Cookie settings
Imprint
Change language
Made with love in Switzerland
© 2024 Yumpu.com all rights reserved

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!