Contractors provide supplies and perform other functions in theaters of conflict. This comprehensive review of the U.S. Department of Defense (DoD) operational contract support (OCS) planning and integration workforce shows that some doctrinally mandated tasks are not being performed by DoD personnel and that the force receives limited training in OCS, recommending several options to address these shortfalls.

Human Capital Needs for the Department of Defense Operational Contract Support Planning and Integration Workforce

Molly Dunigan, Michael Schwille, Samantha Cherney, Katherine C. Hastings, Brian Nichiporuk, Peter Schirmer

ResearchPublished Oct 2, 2017

The United States relies on contractors to fill support roles in theaters of conflict to an extent that is unprecedented in modern history. Contractors provide supplies and perform a variety of other functions, including security (personal security details, convoy security, and static site security), logistical support, weapon and equipment upkeep and maintenance, intelligence, communication, transportation, construction, engineering, and base support operations and maintenance. It is important to ensure that these operational contract support (OCS) capabilities are available when needed for operations, but U.S. Department of Defense (DoD) oversight and planning for OCS activities is decentralized, making it difficult to determine manpower and training requirements for these DoD activities. This comprehensive review of the DoD OCS planning and integration workforce shows that some doctrinally mandated OCS planning and integration tasks are not being performed by DoD personnel, that personnel across the force receive limited training in OCS, and that there are several human capital approaches to address these shortfalls. Staffing estimates, findings, and recommendations were informed by an exhaustive review of OCS-related policy, doctrine, and training materials, as well as survey responses and interviews with experts. The result is a clearer picture of staffing requirements for the OCS planning and integration workforce and gaps in awareness, training, and career path options.

Key Findings

Some Doctrinally Mandated OCS Planning and Integration Tasks Are Not Being Performed

  • Most tasks are being performed in practice, but gaps remain — and some are significant.
  • Reasons for these gaps could include staffing shortfalls, a lack of knowledge about OCS and low priority given to these responsibilities in the overall force, or a lack of training in the skills necessary to perform these tasks.

There Are Shortfalls in OCS-Related Training Across the Force

  • Despite a clear need for training, very few professional military education courses provide instruction on any element of OCS.
  • Resource constraints hinder efforts to expand training opportunities, but two models may be feasible: offering a basic level of instruction at initial entry to the military, with more advanced concepts addressed as personnel progress through their careers, and an expeditionary training model in which mobile teams conduct train-the-trainer sessions.

Several Human Capital Strategies Could Strengthen the OCS Planning and Integration Workforce

  • Flexible staffing solutions that allow defense organizations to meet their OCS planning and integration responsibilities with dedicated or generalist OCS personnel would provide more options when resources are limited or when skill set and task needs vary.

Recommendations

  • DoD should establish, resource, and staff a dedicated OCS planning and integration workforce with competencies in management, planning, analysis, training, knowledge management, and policy development.
  • DoD should increase the number of personnel with the requisite expertise to perform OCS planning and integration tasks during peacetime and contingency operations, ensuring that manpower needs are met in accordance with doctrine.
  • DoD should take steps to institutionalize, broaden, and systematize training across the defense enterprise while maintaining or expanding current training opportunities in OCS planning and integration.
  • DoD should work with commands and other organizations that house OCS planning and integration personnel to ensure that these personnel are adequately integrated, and it should consider implementing a range of options to improve tracking, training, and retention of the workforce.

Order a Print Copy

Format
Paperback
Page count
224 pages
List Price
$35.00
Buy link
Add to Cart

Topics

Document Details

  • Copyright: RAND Corporation
  • Availability: Available
  • Year: 2017
  • Print Format: Paperback
  • Paperback Pages: 224
  • Paperback Price: $35.00
  • Paperback ISBN/EAN: 978-0-8330-9854-2
  • DOI: https://doi.org/10.7249/RR1847
  • Document Number: RR-1847-OSD/JS

Citation

RAND Style Manual
Dunigan, Molly, Michael Schwille, Samantha Cherney, Katherine C. Hastings, Brian Nichiporuk, and Peter Schirmer, Human Capital Needs for the Department of Defense Operational Contract Support Planning and Integration Workforce, RAND Corporation, RR-1847-OSD/JS, 2017. As of October 11, 2024: https://www.rand.org/pubs/research_reports/RR1847.html
Chicago Manual of Style
Dunigan, Molly, Michael Schwille, Samantha Cherney, Katherine C. Hastings, Brian Nichiporuk, and Peter Schirmer, Human Capital Needs for the Department of Defense Operational Contract Support Planning and Integration Workforce. Santa Monica, CA: RAND Corporation, 2017. https://www.rand.org/pubs/research_reports/RR1847.html. Also available in print form.
BibTeX RIS

Research conducted by

This research was sponsored by the Operational Contract Support and Services Division of the Joint Staff (J4) and conducted within the Forces and Resources Policy Center of the RAND National Defense Research Institute, a federally funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the Unified Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community.

This publication is part of the RAND research report series. Research reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND research reports undergo rigorous peer review to ensure high standards for research quality and objectivity.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.