The cost of providing ready aircrews, maintainers, and aircraft is one measure. But the cost of generating flying hours and satisfying ongoing operational demands must also be considered, writes Albert A. Robbert.
Apr 16, 2012 | ForeignPolicy.com
Albert A. Robbert is a senior policy researcher at the RAND Corporation and a professor at the Pardee RAND Graduate School. From 2004 to 2011, he served as director of the Manpower, Personnel, and Training Program within RAND Project AIR FORCE (PAF). His association with RAND began in 1994 after retiring from active duty in the United States Air Force. While in the Air Force, Robbert served in personnel management positions in the Pentagon; the Air Force Personnel Center; Air University; and other organizations in the United States, Europe, and Southeast Asia. PAF's Manpower, Personnel, and Training Program explores issues of interest to the Air Staff and the Air Force's major commands such as human capital management, quality of life, retention, promotions, workforce training and development, and diversity. His personal research interests have included workforce modeling, aircrew training and management, total force integration, workforce diversity, military/civilian/contractor workforce mixes, and competency management. Robbert received his D.P.A. from the University of Alabama.
Robbert, Albert A. "Developing Leadership: Emulating the Military Model," in Robert Klitgaard & Paul C. Light, High-Performance Government: Structure, Leadership, Incentives, RAND (MG-256-PRGS), 2005
Robbert, Albert A. et al., Integrated Planning for the Air Force Senior Leader Workforce: Background and Methods, RAND Corporation (TR-175), 2005
Robbert, Albert A. et al., Relating Ranges and Airspace to Air Combat Command Missions and Training, RAND Corporation (MR-1286), 2000
Robbert, Albert A. et al., Principles for Determining the Air Force Active/Reserve Mix, RAND Corporation (MR-1091), 1999