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The U.S. Army uses Combat Support Hospitals (CSHs) -- mobile, deployable hospitals housed in tents and expandable containers -- to provide surgical and trauma care close to combat action. CSHs typically operate as hospitals only when deployed, and deployments occur only once every three to five years under the Army's rotational cycle. When not deployed, CSHs keep a partial set of equipment at home station for training or possible local emergency medical missions, while the remainder of the unit's equipment is in long-term storage at a site in the high desert of Northern California. This strategy of providing equipment for CSHs has created maintenance and obsolescence challenges. Nondeployed CSHs have old, poorly maintained equipment that is seldom or never used. Further, the Army has not programmed sufficient funds to keep all its CSH sets technologically current; in practice, deploying units do not deploy with their own equipment, but instead receive new medical equipment when deploying or take ownership of existing, upgraded equipment that is already deployed. RAND Arroyo Center researchers developed a new equipping strategy for the Army's CSHs, proposing three options for home station equipment sets: an "Expanded" design that provides more surgical and trauma capability and capacity; an "Enhanced" design that provides roughly the same amount of equipment but improved medical capabilities; and a "Lean" design that provides only enough equipment for some individual and team training. The research team also proposed changing the equipping strategy of deploying CSHs to eliminate much of the unit-owned equipment now residing in long-term storage. Deploying units would instead draw on a shared pool of up-to-date and well-maintained equipment. The proposed strategy would reduce total equipment costs from $1 billion to less than $700 million, leaving the Army with sufficient funds to continually upgrade and maintain both home-station and shared equipment.
Military hospitals --- Equipment and supplies. --- Planning. --- Management. --- United States. --- Medical supplies.
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This text recounts a study organized as part of an effort to design a particular kind of training for the ""Theater Support Command"" - a US Army organization. The main goal was to teach participants the effects in distribution and time of their decisions using microworld-based training.
United States. --- Procurement --- Mathematical models. --- Management --- Study and teaching. --- Computer simulation.
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Military art and science --- Engineering --- Systems engineering --- Terminology. --- United States. --- Procurement. --- United States --- Armed Forces --- Weapons systems --- Design and construction.
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Increasingly, the U.S. Army and the Department of Defense as a whole are developing families of systems built around common components. To inform the Army's decisionmaking process surrounding commonality, RAND Arroyo Center was asked to assess the advantages and disadvantages of commonality and how to best manage their trade-offs. To do so, this report uses historical analysis, literature analyses, and case studies of commercial and military efforts to exploit commonality. It presents analyses of the effects of commonality on costs, capabilities, and training and offers a decisionmaking aid that designers, developers, and procurers, in particular, could use to inform their decisions about commonality. It concludes with recommendations for the Army.
Interchangeable mechanisms. --- United States. --- Procurement --- Evaluation. --- Equipment --- Maintenance and repair.
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Education, Higher --- Internet in education. --- World Wide Web. --- Computer network resources.
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Given the military's continuing effort to "train as we fight," warfighters must be prepared to collaborate with other services. There is a need to ensure coordination and interoperability within and across the services with respect to simulation-based training. However, because of organic changes in policies and organizational structures, there are significant challenges for the services to coordinate within their own organizations and to collaborate with one another while working toward joint training needs. Concurrent with the growing need for virtual distributed training capabilities, the military simulation-and-training market is growing, and this market includes substantial efforts to develop new training-simulator capabilities. However, technological development is not always driven by training needs, especially for cross-service exercises. Development of training simulators often drives the users rather than the reverse, especially with respect to distributed training systems. With a focus on air and ground training simulators for Tier 3 and Tier 4 exercises—i.e., training at the service component (operational) and individual unit (tactical) levels—the authors of this report investigate the gap between joint training needs and currently available and forthcoming technology in the training-simulator field. They provide a broad analysis of the simulation-based training enterprise and the organizational structure, requirements processes, and acquisition processes for each service. They also analyze joint training needs, organizational and policy mechanisms for coordination between services, and incentives structures for cross-service simulator development.
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The United States Marine Corps (USMC) has implemented proactive measures to respond to global events and crises that have outsized strategic and geopolitical impacts. One such measure is deploying task-organized units, also referred to as provisional units, to respond to an increase in combatant commander demands for forces. Like regular units, these provisional units are manned, trained, and equipped to conduct a myriad of missions across the range of military operations. However, their temporary nature and provisional missions are at odds with the way that the Marine Corps normally deploys units. Furthermore, there is little infrastructure and a lack of specific policy to validate and manage resources being used by these units. In documenting the extent of the equipping issues that provisional units face, the authors found that equipping challenges stem from a large number of small problems that collectively cause negative impacts. Since no single course of action can significantly improve provisional unit equipping, the problem demands a multipronged, hybrid approach that capitalizes on the strengths of several different equipping strategies. The authors' recommendations to mitigate provisional equipment challenges are informed by three imperatives: balance provisional unit equipping with overall readiness; minimize disruption to current Marine Corps practices; and accommodate provisional unit equipping needs while keeping policies and practices flexible enough to accommodate future needs.
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Despite the U.S. Army Junior Reserve Officers' Training Corps' (AJROTC's) longevity, the scope of its reach, and the size of its budget, little is known about the associations between AJROTC participation and outcomes of importance to the country and military. To understand these effects, the authors reviewed U.S. Department of Defense, Army, and U.S. Army Cadet Command policies and regulations and created a logic model to identify desired outcomes. They conducted interviews with Junior Reserve Officers' Training Corps (JROTC) and school stakeholders to determine important program characteristics, such as student experience, how the value of the program is communicated and perceived, and how program modernization efforts (including science, technology, engineering, and mathematics [STEM]-focused efforts) align with the curriculum. Using individual-level data on programs in Texas and Hawaii, the authors analyzed participant outcomes both in high school and beyond, with a focus on STEM-related outcomes. The authors found that AJROTC serves more–economically disadvantaged schools and students, which makes simple benchmarks less informative. Once accounting for these differences, the authors found that cadets who participate in all four years of AJROTC are more likely to graduate, have higher rates of attendance, and have lower rates of suspension compared with matched peers. However, after graduating from high school, they are less likely to immediately enroll in college and more likely to plan to join the military. Former JROTC (any service) cadets who enlist in the Army are more likely to complete their first terms and more likely to pursue STEM occupational specialties.
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This report examines how the U.S. Army can move ahead with the development and integration of automated driving technology for its convoy operations in the near future. Robotic ground vehicles are quickly maturing in the commercial sphere and could potentially save lives and increase efficiency if utilized in Army convoys. However, it may be many years until fully unmanned convoy vehicles are able to operate in rough terrain or manage adversarial attacks. In response, the authors of this report examine different employment concepts of automated trucks in Army convoys that appear viable in the next one to five years and would still reduce soldier casualties. The authors investigate technical and tactical benefits and risks of these concepts. A bridging option, the minimally manned employment concept, leading to the eventual use of a mix of manned and unmanned trucks in a convoy, is developed in this report to address the current technical and tactical risks of concepts requiring use of unmanned, automated trucks in Army convoys.
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