Suchergebnisse

Concerned with rising Department of Defense (DoD) costs, the Office of the Secretary of Defense (OSD) directed the military medical logistics community to explore opportunities to gain efficiency without sacrificing capability. Since RAND had researched military medical logistics efficiencies in a prior study,1 the military services and Defense Logistics Agency (DLA) asked RAND to identify efficiencies in the global military medical logistics enterprise. We designed a study that would investigate such logistics efficiencies in purchasing power and information technology; based on our prior research, we included warehousing and distribution in the study as opportunities for efficiency. Because DoD has adopted the commercial Prime Vendor (PV) model for sourcing and distributing medical materiel to medical treatment facilities (MTFs) inside the United States in a system that is understood to be quite efficient, we focused on supply of medical materiel to military organizations outside the continental United States (OCONUS). The military maintains a significant role in supplying such materiel to these organizations and at significant cost. ; U.S. Army Medical Research and Materiel Command ; DLA Headquarters J35 ; RAND Arroyo Center's Military Logistics Program ; U.S. Army Medical Research and Materiel Command ; DLA Headquarters J35 ; RAND Arroyo Center's Military Logistics Program ; United States Army ; United States Army under Contract No. W74V8H-06-C-0001.

The Army was concerned about how the Army Force Generation (ARFORGEN) cycle, established to provide a predictable process by which Army units deploy, reset, and train to become ready and available to deploy again, affected the lives of Army soldiers and their families. In particular, the Vice Chief of Staff of the Army asked RAND Arroyo Center to determine whether ARFORGEN resulted in ebbs and flows in the ability of Army military treatment facilities (MTFs) to provide medical care and respond to changes in family needs as soldiers and care providers deploy and return home. This concern is especially well-founded because military health research has shown that family members of service members utilize health care differently during deployment than when the soldier is at home. This study found that MTF capacity is not greatly affected when soldiers and care providers deploy, and that MTFs may be slightly less busy than when soldiers and care providers are both at home. In aggregate, family member access to health care does not appear to be impinged when soldiers deploy, and soldiers who did not deploy with their unit slightly increase their utilization of health care during those times.

This article describes the current policy context for domestic all-hazards risk-informed capabilities-based planning by local military and civilian authorities and provides a framework for a local planning support tool for their use.

This article examines whether there is a less costly medical distribution structure for U.S. Central Command that would maintain or improve performance.

This article describes a new equipping strategy for the Army's Combat Support Hospitals.

Soon after Hurricanes Irma and Maria hit the U.S. Virgin Islands (USVI) in September 2017, recovery activities began. But more than three years after the hurricanes, the territory still has substantial recovery needs. The USVI government estimates that, to fully recover from the damage, it will need to execute $11.25 billion in recovery work-nearly three times its annual gross domestic product. Project timing, complexity, and scale add to the challenge. The recovery process is also a chance for the USVI to reenvision its future, leveraging recovery funding to create a more modern, resilient, and equitable territory. The authors of this report aim to help the USVI accelerate its recovery by identifying key recovery goals and accomplishments to date, assessing roadblocks and challenges, and suggesting actionable recommendations to more efficiently implement recovery. They reviewed the USVI's prior recovery plans, analyzed available data, considered good practice in other disaster recovery settings, and held more than 170 group discussions with stakeholders. They provide 76 recommendations to enhance recovery efforts, each including steps to support implementation. The report covers multiple recovery needs: a set of crosscutting capacities required for progress in multiple sectors (management, fiscal, workforce, and supply chain), the rebuilding of physical infrastructure (infrastructure services, energy, housing, and natural and cultural resources), and the development of key aspects of the economy and public services (the tourism economy, education, and health)