Maturing Defense Support of Civil Authorities and the Dual Status Commander Arrangement Through the Lens of Process Improvement
Date
2015-04
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Publisher
U.S. Army Strategic Studies Institute and U.S. Army War College Press, U.S. Army War College, Carlisle, PA
Abstract
The role of the military during homeland defense and civil support operations has significant strategic implications for U.S. national security efforts. Considerations for the future employment of Active Component forces during missions in the homeland have evolved into a major topic of conversation among policymakers and military strategists alike. In this context, there is a philosophical conflict between federalism and state sovereignty that continues to present itself as an impediment to success. Balancing the institutionally divergent approaches to achieve a unified, efficient, and effective response continues to prove problematic. The dual status commander (DSC) initiative offers a coordination mechanism intended to address the challenges of unity of effort between state and federal military response activities. However, there are numerous gaps in the available DSC guidance,
which leads to increased complexity and confusion during domestic disaster response.
This monograph introduces process improvement strategies focusing on the DSC construct in New York during Hurricane Sandy. It builds on our previous Strategic Studies Institute monograph documenting the DSC-led response to Hurricane Sandy in New York. Using the data collected during the Sandy case study as a basis for analysis, the monograph discusses the potential role of process improvement techniques as a method for improving unity of effort between state and federal military forces under the DSC construct for no-notice/limited-notice incident response. As part of our argument, we assess the application and utility of various process improvement methods and present examples of how such methods can be used to improve civil support issions. Based on the recommendations from the Sandy case study, we conclude by presenting a brief description of three conceptual process models mapped to specific challenges of a DSC-led joint task force. These process models identify essential tasks and key requirements specific to a key process during a DSC operation. In doing so, the models provide examples—not fully developed models—of alternative methods to guide the progression of operational maturity during domestic disaster response. As such, organizations like the U.S. Army Training and Doctrine Command, the Office of the Secretary of Defense, U.S. Army North, and U.S. Northern Command should consider integrating process improvement concepts and techniques into future DSC doctrine, policies, guidance, and operational tactics, techniques, and procedures. Using the concepts presented here as a method for improvement, we argue, will provide a practical tool for enhancing the efficiency and effectiveness of this critical coordination mechanism well into the future.
Description
Keywords
Hurricanes-Case Studies, Military, Emergency Response