G2TT
来源类型Research Reports
规范类型报告
DOIhttps://doi.org/10.7249/RR1249
ISBN9780833092694
来源IDRR-1249-OSD
Expeditionary Civilians: Creating a Viable Practice of Civilian Deployment Within the U.S. Interagency Community and Among Foreign Defense Organizations
Molly Dunigan; Michael Schwille; Susanne Sondergaard; Susan S. Sohler Everingham; Todd Nichols
发表日期2016
出版年2016
页码64
语种英语
结论

Organizations Tend to Use One or a Combination of Four Models to Deploy Civilians

  • Reactive internal sourcing involves identifying a requirement, which triggers a recruitment process internal to the organization. Deployable civilians are selected and undergo any necessary training or preparation. After returning from deployment, civilians return to the post they held prior to deploying.
  • Proactive internal sourcing involves selecting individuals for deployment from a pool of eligible civilians. This readiness pool is available to respond to requirements that might emerge.
  • Reactive external sourcing involves identifying a requirement and recruiting deployable civilians externally in response. An outside expert is then hired and, after returning from deployment, is no longer affiliated with the organization.
  • Proactive external sourcing involves identifying deployable civilians outside the organization to meet a set of forecasted requirements. When a requirement matches the capabilities of a particular individual, he or she is notified of the need to deploy, at which point his or her pay and benefits are activated.

Management of Civilian Deployment Capabilities Generally Must Consider Three Priority Areas: Policy, Planning and Strategy, and Operations

  • On a policy level, processes for deploying civilians require balancing readiness with cost and boosting understanding of deployable civilian capabilities among military commanders.
  • In terms of planning and strategy, organizations must balance the need for quick deployments with the need to sustain a set of deployable capabilities.
  • In terms of operations, the extent to which an organization centralizes management of civilian deployment processes determines the speed, budget, capability, and resources that it requires.
摘要
  • Organizations should champion expeditionary civilian capabilities. Militaries may be unaware of the benefits of drawing on civilian capabilities.
  • Organizations should craft their own structure for civilian deployments, tailored to their specific needs.
  • Organizations should assess their recruitment processes to ensure that priorities in terms of mission needs and timeliness are being met.
  • Organizations should dedicate resources to planning and forecasting future requirements to optimize the organizational design associated with civilian deployments.
  • Organizations should determine the level at which to manage the processes governing civilian deployments.
  • Organizations should identify opportunities to pool resources and share existing capabilities for civilian deployments, for example by establishing centers based on geographic location or specific functions.
  • Future research should focus on developing improved planning and forecasting models and on practical aspects of civilian deployments, such as safety, operating with military personnel, performance metrics, pre- and postdeployment stress evaluations, and the psychological impact of deployments.
主题Civilian Military Workforce ; Combat Support Operations ; Military Force Planning ; Operational Readiness
URLhttps://www.rand.org/pubs/research_reports/RR1249.html
来源智库RAND Corporation (United States)
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资源类型智库出版物
条目标识符http://119.78.100.153/handle/2XGU8XDN/108226
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Molly Dunigan,Michael Schwille,Susanne Sondergaard,et al. Expeditionary Civilians: Creating a Viable Practice of Civilian Deployment Within the U.S. Interagency Community and Among Foreign Defense Organizations. 2016.
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