| 来源类型 | Research Reports
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| 规范类型 | 报告
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| DOI | https://doi.org/10.7249/RR2382
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| ISBN | 9781977400437
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| 来源ID | RR-2382-AUS
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| Comprehensive Analysis of Strategic Force Generation Challenges in the Australian Army |
| Dwayne M. Butler; Angelena Bohman; Lisa Pelled Colabella; Julia A. Thompson; Michael Shurkin; Stephan B. Seabrook; Rebecca Jensen; Christina Bartol Burnett
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| 发表日期 | 2018
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| 出版年 | 2018
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| 页码 | 170
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| 语种 | 英语
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| 结论 |
RAND identified 25 key challenges to the Army's strategic force generation model and proposed themed solutions:- The challenges may be grouped under three principal headings: national security–level risks, enterprise-level risks, and operational-level risks.
- National security–level risks include identifying and reacting to the future or emergent nature and character of war, and prioritizing roles and missions among global, regional, and domestic objectives.
- Enterprise-level risks include identifying capability gaps among Government, Force Headquarters, and Army, and sharing capabilities as appropriate; aligning the vision of Army excellence with the resources to achieve it; and managing the growth of the Army in accordance with existing policy frameworks.
- Operational-level risks include assessing capability gaps and preparedness; aligning force generation cycles between services; properly balancing training between combat and other appropriate mission roles; and addressing the divergence of training and materiel between Active and Reserve Components.
- The 25 challenges are interrelated: operational challenges are nested in enterprise risks, which in turn are nested under national security risks.
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| 摘要 |
- There is an array of challenges in an area as complex as force generation. As the Australian Army develops its FORGEN plans, it will be important to consider what kind of army Australia needs.
- Prioritising roles and missions: there should be a clear understanding of the Army's mission sets, agreed between the Army, Australian Defence Force Headquarters, and Government, resulting in the appropriate allocation of resources.
- Force design: a realignment of current force structure is necessary. Improving internal control mechanisms and managing the operational tempo will help, but a force design change may be needed.
- Communication: the Government's 2016 Defence White Paper outlined the Government's strategic objectives, but existing lines of communication sometimes distort the execution of the objectives. Patterns of assumptions in Army, Headquarters, and Government distort the elaboration of objectives.
- Managing operational tempo: there needs to be better management of operational tempo, in terms of the scale of training and the use of resources.
- Internal control mechanisms to enforce standards could help reduce issues related to overuse and training.
- The existing FORGEN model gives rise to friction with attempts at modernisation. Awareness of the friction should reduce modernisation problems.
- Because of its complexity, and because efforts have already been made to improve issues related to retention, recruitment, diversity, and skills management, human capital management has been sidelined. It is important that efforts continue in this area.
- Though it is not an urgent problem, the Reserve Component may be used to address capability gaps, rather than outside contractors.
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| 主题 | Australia
; Military Force Planning
; Military Logistics
; Military Strategy
; Military Transformation
; Operational Readiness
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| URL | https://www.rand.org/pubs/research_reports/RR2382.html
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| 来源智库 | RAND Corporation (United States)
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| 引用统计 |
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| 资源类型 | 智库出版物
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| 条目标识符 | http://119.78.100.153/handle/2XGU8XDN/108940
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推荐引用方式
GB/T 7714 |
Dwayne M. Butler,Angelena Bohman,Lisa Pelled Colabella,et al. Comprehensive Analysis of Strategic Force Generation Challenges in the Australian Army. 2018.
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