Final Consultation Proposal – Enhancing Performance in the Department of the Army

Security: A Performance Consulting Approach

Executive Summary
The US has approximately 750 military bases spread across 80 countries. These military bases
serve a critical part in supporting foreign policy, security, and national defense goals. These
installations act as hubs for military logistics, training, surveillance, deterrence, intelligence,
research and development, alliance development with other countries, and multiple other support
operations. Despite these benefits, the US Department of Defense (DoD) has announced plans to
cut military funding to align with the new budgetary goals. These cuts are more likely to trickle
down to military bases, which will be forced to cut their operations and outlays. One division
that is expected to take the most brutal hit is the military police, which is often considered a non-
essential and fringe function compared to the combat function. Military bases are expected to
significantly downsize their personnel, especially security guards, to cut costs and improve
financial efficiency. However, this is expected to fundamentally impact the security function,
exposing military bases, personnel, and property to internal/external threats. This proposal
suggests interventions military bases can put in place to adjust to the new downsized security
workforce without compromising safety and operations. It addresses how the new strategy will
be marketed and communicated to stakeholders, proposes a demographic-served action plan, and
how the intervention will be evaluated.

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Table of Contents

1. Introduction 4
   1.1. Target Audience 4
   1.2. The Client Issue/Problem 5
   1.3. The Objective 6
   1.4. The Desired Outcome 7
2. The Company’s Purpose and Mission Statements 7
   2.1. Purpose Statement 7
   2.2. Mission Statement 7
3. Strategy 8
4. Marketing 11
5. Personnel 12
6. Products 12
7. Services 13
8. Demographic Served Action Plan 15
9. Evaluation Process 16
10. Intervention Summary & Conclusion 17
11. References 18

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1. Introduction

1.1. Target Audience
The target audience includes the over 25,000 active-duty Army soldiers deployed in the
military police as military occupational specialty (MOS) 31B officers. MOS 31B soldiers work
in over 150 Navy, Air Force, and Army bases worldwide, serving multiple law enforcement and
security duties critical to the Department of Army’s military mission. The primary target
audience consists of junior MOS 31B enlisted soldiers between the Staff Sergeant (E-6) and
Private Sergeant (E-1) ranks. Staff Sergeants account for the least number, followed by
Sergeants, Corporals, Specialists, Privates First Class, and Privates.
Junior officers (ranks E-1 to E-4) perform routine duties, such as overseeing access
control points, installation monitoring, and perimeter patrolling (vehicle, K-9, and foot patrols).
Military guards stationed at pedestrian gates and vehicle access points are responsible for
verifying and validating credentials and identification of all vehicles and individuals entering the
base. This assists in vetting expected and authorized traffic while interdicting and intercepting
unauthorized persons, safeguarding installations from intrusion and potential security threats.
Gate guards may implement additional security measures during increased threat incidents, such
as barriers, random vehicle inspections, and increased identification checks. Highly and
consistently motivated, trained, and qualified officers at access control points enable
commanders to monitor and regulate traffic in and out of the bases effectively. Patrols assist in
monitoring for unusual signatures and suspicious activities that could indicate attempted
perimeter breaches or intruder presence, allowing threats to be identified, intercepted, and
addressed early before gaining access to the bases.

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Non-commissioned officers (E-5-E-6 ranks) primarily perform direct frontline
supervision. They also provide on-the-ground leadership for squads, teams, and shifts,
performing security operations and guard duties on bases. All MOS 31B personnel, from the
senior Staff Sergeants to the junior Privates, contribute to the overall team effort needed to secure
and protect Army installations.
1.2. The Client Issue/Problem
The primary challenge the military police is facing is the expected downsizing of staff
due to potential budgetary cuts. After the 9/11 attacks, most US security agencies, including the
Department of the Army, experienced a spike in funding; this was intended to bolster security
and combat efforts. However, this trend is expected to change as the federal government is
planning to cut defense budgets in the coming financial years. The reduction in military spending
is likely to cause a decrease in Army personnel across the board, including the military police.
The restructuring may also lead to cuts in military personnel stationed on overseas bases. The
new development will directly affect the ability of installations to provide adequate security and
protection.
As a secondary and overhead function, security officers and other support functions are
always the first to experience staff downsizing whenever the Army restructures to align with the
new budgetary requirements. Therefore, it is likely that the number of security officers will
significantly reduce compared to combat soldiers, leading to a potential shortage. With fewer
military police officers, installation commanders have insufficient security guards to meet fixed
routine security requirements. Difficult decisions must be made on how to deploy and use the
remaining personnel.

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Despite the looming cuts in the security forces, the US bases overseas continue to face
violent attacks from terrorist and extremist groups, who often seek to infiltrate and conduct
insider attacks (McGovern, 2018). Armed assaults and bombings remain persistent security
threats. Therefore, a robust security strategy is necessary to prevent and deter these persistent
attacks, even with fever security officers. Physical invasions and bombings from disgruntled
insiders and radicalized extremists are not the only security threats US installations consistently
have to face. Data theft and cyberattacks are also on the rise. Cybercriminals often exploit
vulnerabilities in access control points, business systems, and base networks to steal data, launch
DoS/DDoS attacks, and install ransomware.
1.3. The Objective
Security leaders must perform a bottom-up reassessment of access to foreign military
bases, including control and patrolling functions. A comprehensive review can establish
duplicate and redundant roles/functions that can be eliminated or streamlined. This may involve
leveraging technology to automate roles, merging overlapping functions, and cutting lower-
priority tasks. The primary objective is to free up security time for higher-value security
functions.
Critical security tasks can be prioritized after cutting redundancies. Staffing priority
should be given to essential functions, such as rapid response, entry gates, and perimeter
surveillance. Supplementary roles like administrative functions and non-crucial patrols may be
suspended in case of staff shortage. Assigning security officers to high-priority tasks maintains
core security capability.
Guards must receive training on tactics, techniques, and procedures (TTP) to allow for
“smarter” deployment. The TTP must be tailored to meet the constrained resources while

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addressing the evolving threats. Instruction on proper deployment of security technologies will
also assist guards in achieving more with shorthanded personnel. Existing security protocols and
TTPs must be polished based on input and insights from officers on the ground. Best practices
that optimize limited staff can be standardized across all bases. The reviewed protocols suitable
for reducing personnel can preserve core capabilities and competencies.
Lastly, deploy guards based on their experience and skills to optimize available staff.
Senior NCOs are better suited for supervisor duties, while junior officers are better suited for
fixed posts. Assemble specialized teams to operate complex response systems and technology.
Optimal guard deployment conserves security capacity under downsized scenarios.
1.4. The Desired Outcome
The desired outcome is to improve or maintain the security “status quo” on all foreign
Army bases, including when the security personnel is downsized. In such scenarios, the
remaining guards must adapt to meet security functions effectively. The new outlook requires a
multi-pronged approach to staffing that includes streamlining procedures, leveraging new
technologies and tactics, and enhancing individual capabilities/competencies. Advanced training
centered on crucial security roles will enhance the bases’ proficiency to compensate for reduced
staff numbers and navigate understaffing challenges.

2. The Company’s Purpose and Mission Statements

2.1. Purpose statement
To offer innovative technologies, techniques, and training to US Army security personnel
to enhance the security of officers and assets within military bases/installations.
2.2. Mission Statement

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ABC Security Consulting’s mission is to partner and collaborate with the US Department
of the Army to build innovative, cutting-edge solutions to strengthen and foster force protection
and defense installation. Through continuous improvement, collaboration, and research, ABC
Security Consulting enables guards (Army police) to prevent breaches, deter security threats, and
protect critical infrastructure amidst potential downsizing and limited budgets. New security
technologies like remote monitoring, analytics, and sensors will make officers more efficient.
Updated protocols, techniques, and tactics optimized for downsized staffing will assist the guards
in becoming more agile.
Eliminating non-essential tasks and streamlining processes will enable the bases to
concentrate on essential roles and the core mission. These adaptability strategies can allow Army
bases to continue detecting, preventing, deterring, and defeating threats to Army police officers
and installations. This desired result depends on officers and installations leveraging new
technology, focused training, and evolved tactics to maintain aptitude in access control, defense,
incidence response, and law enforcement.

3. Strategy

A 4-point strategy can be used to enhance efficiency across Army installations in the
event of downsizing. The four approaches include (1) decentralizing and centralizing staff
functions, (2) consolidating functions, (3) outsourcing functions, and (4) reengineering major
cross-functional processes.
i. Decentralizing and Centralizing Staff Functions
The first strategy the Department of Army can leverage is decentralizing staff functions
to improve performance at the divisional level (individual military bases). Decentralization
allows for flexibility when the force is understaffed. The decentralized functions must be

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adjusted and tailored to meet organizational needs and budgets (Hale, 2006). For instance, bases
can spread the security roles among existing patrol/roving teams instead of deploying a
centralized unit at various control points to monitor access. This could reduce the need to create
separate teams to control entry points while tapping the existing patrol teams.
Nonetheless, centralizing staff functions can present multiple benefits to the installations,
especially when the staff is downscaled. Centralizing can allow for the combining of related
functions and assigning various supervisory roles to a single unit. For example, based on the case
above, an installation can create a central oversight unit to oversee the perimeter while keeping
the various patrol units in the area. The installation can also streamline HR resources by
assigning the same unit to oversee K-9 sweeps and reaction force duties. Centralization improves
performance when working with limited personnel by strategically concentrating staff (Mello,
2015). This can ensure efficient resource management through relevant staffing and posting
while eliminating redundant functions. Proper staffing practices are, however, required to
optimize both decentralization and centralization. The Department of Army must consider
factors like competency and skillsets when assigning roles/duties to optimize the efficient
transition from one role to the other. This can reduce the risk of overwhelming staff.
ii. Consolidating Functions
Consolidating functions is another strategy the Army security can consider. Consolidation
ideally means merging related but different tasks and assigning them to a single team. This can
reduce redundancies and improve efficiency (Hale, 2006). Installations can create agile teams by
consolidating functions and teams, such as access control activities, emergency responses, and
patrolling. For instance, the “access control team” can have some officers watch base entry
points while others patrol the perimeter. The team can conduct foot/vehicle patrols and check and

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validate credentials and access cards at fixed intervals. Consolidating these activities improves
staff flexibility and performance, especially in a reduced workforce scenario (Bibhudalta et al.,
2014). At the same time, the “quick reaction division” can also consolidate its roles by having a
single unit stationed on the ground, performing emergency response, and guarding entry points.
This enables officers to shift from one role to the other in case of a security threat. It also enables
installations to manage security services cost-effectively and efficiently, compared to having
separate units perform similar tasks.
iii. Outsourcing Functions
Outsourcing is another alternative for the Army police. Outsourcing can improve
efficiency, reduce costs, and allow for specialization of processes (Dudukalov et al., 2020).
Outsourcing specific roles can ensure military bases focus on core security functions while
handing out fringe roles and giving commanders more freedom and autonomy. It also allows
access to external expertise and diverse thinking within the organization. Diversity can spur
innovation and bring new ideas to the organization, giving the installations a competitive edge.
Outsourcing security functions to external contractors, such as perimeter patrolling and entry
control points, can allow Army installations to fill personnel gaps that could otherwise generate
vulnerability loops if left unattended.
iv. Reengineering Major Cross-Functional Processes Using Technology to Create
More Agile Processes and Workflows
In addition to centralizing, decentralizing, consolidating, and outsourcing functions, the
security division can also choose to reengineer core cross-functional processes. This involves
streamlining current processes and removing non-essential functions to concentrate more time on
higher-value tasks while executing crucial security roles (Winkelman, 2022). The main goal is to

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restructure security workflows and procedures, reduce redundancies, and simplify tasks across
multiple areas.
Reviewing existing processes and workflows is necessary for identifying critical inputs
required to improve their efficiency. Technology is a crucial player in restructuring and
simplifying processes. For example, changes can be made to cut delays at entry points by
automating access cards and validating equipment. This can free up personnel tasked with
physically frisking individuals, checking cars, and validating cards and identifications. Most
importantly, automating mundane processes and functions creates more time for officers to
screen the less visible threats and vulnerabilities that would otherwise be unnoticed.

4. Marketing

A strategic marketing plan is necessary to communicate the proposed organizational
changes to officers across all Army bases and the higher-ups in the US Department of Defense
(DoD), including the DoD. All security officers in the Army bases must be informed of the new
restructuring and proposed changes, including the proposed strategies, benefits/limitations, and
reasons for the strategic shift. The marketing strategy must engage and inform the various
stakeholders.
The first step is to “communicate internally” the changes to the affected installation
commanders, guards, and Army officers stationed globally about the scheduled downsizing.
Communicate transparently and precisely the reasons for downsizing, their effects on jobs, and
the timelines. Secondly, engage with local community members, leaders, businesses, and
government officials that each military installation serves. Explain the proposed changes, their
impact, and steps taken to mitigate security lapses due to downsizing.

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The message can be disseminated through social media platforms, such as Facebook or
Twitter. Creating an interactive webpage can also assist in communicating the information and
engaging with local communities. Emails can also facilitate internal communication. Running
ads on local traditional media houses (TV, radio, and newspapers) can also help spread the
information. Billboards, flyers, and posters can also be distributed among affected communities
to announce potential changes. Conferences and press briefings can also be used to make the big
announcements. Creating employee assistance programs can assist installations in preparing and
bouncing back from job cuts. Targeted outreach may also assist. Generate tailored messages
targeting the general public, local businesses, army police officers, and civilian staff by using
vocabulary and a language that resonates with each group.

5. Personnel

The target personnel are the Army base commanders and the over 25,000 active-duty
Army soldiers deployed in the military police as military occupational specialty (MOS) 31B
officers. MOS 31B soldiers work in over 150 Navy, Air Force, and Army bases worldwide,
serving multiple law enforcement and security duties critical to the Department of Army’s
military mission. The primary target audience consists of junior MOS 31B enlisted soldiers
between the Staff Sergeant (E-6) and Private Sergeant (E-1) ranks. Staff Sergeants account for
the least number, followed by Sergeants, Corporals, Specialists, Privates First Class, and
Privates.

6. Products

Military bases require multiple products to effortlessly and effectively implement the
proposed strategic plan of centralization/decentralization, outsourcing, consolidation, and
process reengineering amidst the newly trimmed human resources. Firstly, new offices, furniture,

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IT infrastructure (computers, networks, and servers), and office equipment are required to house
the newly consolidated and decentralized teams and support remote monitoring for outsourced
services. Communication tools are also necessary to facilitate information sharing among
members in decentralized units and between military bases and third-party vendors (outsourced
services).
Other products required are physical copies of documentation, licensing, and contracts or
agreements between military installations and third-party contractors. These requirements are
necessary for outsourced services/functions. Physical documents (reports, rules, Army/military
policies, code of conduct, relevant laws, and manuals) must also indicate centralized,
decentralized, consolidated, and reengineered functions, including the officers responsible, their
roles, and other HR aspects, such as job groups, compensation, ethical code of conduct,
procedures for investigating breaches, and penalties. Manuals must comprehensively detail the
centralization, decentralization, consolidation, outsourcing, and reengineering programs.
Military bases also require new technologies to assist security officers in executing their
roles effectively. Products like analytics software, sensors, drones, surveillance cameras, body-
worn cameras, encrypted communication devices, data security systems, biometric scanners,
highly trained K-9 dogs, and remote monitoring capabilities will make guards more efficient.
This is on top of highly advanced firearms/weapons, body armor, vehicles, fingerprinting kits,
and nonlethal weapons, including pepper sprays.

7. Services

Several services can help installations adequately prepare, smoothly implement, integrate,
monitor, and revise the proposed changes. The process is iterative. Firstly, prepare and offer
detailed transition services to assist installations in building a clear downsizing roadmap with

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timelines, milestones, and budgets. This includes assisting military bases in analyzing their
present states, establishing opportunities for saving resources (guards and money), and creating a
comprehensive transition map.
Secondly, provide employee transition services. Since the downsizing is expected to
discharge military and civilian personnel, providing support services can help them transition
into their new roles and lives. Potential employee assistance may include career counseling,
family repatriation for US officers stationed in foreign bases, skills straining to assist guards to
ease into the civilian workforce, connecting officers with transition assistance programs, helping
them write cover letters and resumes, and preparing for interviews (Lin, n.d.). Offer skill
development and training workshops and services to help officers develop “in-demand” expertise
and competencies in the civilian job environment.
Additionally, provide training on cost reduction, budgeting, and financial management
amidst the constrained budgets and downsized staff. Assist base commanders in establishing and
implementing cost-cutting tactics, such as improving energy efficiency, supply chain
management, and optimizing processes and workflows to improve efficiency. Offer financial
management services to aid commanders in designing and implementing budgets aligned with
the downsizing goals. This may include fiscal planning, procurement, risk assessment, debt
management, funds acquisition, financial modeling, and cost forecasting.
Also, assist installation commanders in designing and implementing efficient
communication plans to optimize stakeholder engagement and form strategic partnerships with
all stakeholders that could likely be affected by the downsizing, including staff (military officers
and civilian employees) and local governments, community members, educational institutions,
businesses, leaders, non-governmental organizations, and social service agencies. Potential

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services include community outreach, educational seminars, and public relations. This can
improve stakeholder buy-in and reduce resistance to the proposed changes, including potential
lawsuits.
Finally, provide guidance and training on the best technological infrastructure and
upgrades that could enhance the effectiveness and efficiency of Army bases and their operations;
this must align with the shrank budgets and personnel. Provide training on data reporting and
analysis, compliance with local downsizing laws and regulations, and help installations maintain
risk/security management requirements, such as confidentiality and privacy of sensitive client
information and safety of military assets and personnel.

8. Demographic Served Action Plan

Since the military bases are spread all over the world, it is essential to consider the unique
cultural and jurisdictional/legal differences of regions and nations when developing the proposed
strategic action plans. The plan must consider three critical points: (1) enhance diversity and
inclusivity, (2) promote cultural sensitivity, and (3) comply with legal/jurisdictional laws/policies
of host nations.
Cultural training is necessary to improve cultural sensitivity and consciousness of the
existing diversities. It can ensure workers are informed of the country’s cultural values and
practices, reducing potential cultural backlash during downsizing (Richter et al., 2022).
Implementing an all-inclusive cultural training/educational program for all installations and staff
(civilians and guards) is necessary. The program must consider cultural differences, including
attitudes, social class, values, beliefs, religious norms, and language. Inclusion and diversity
seminars or workshops can also be implemented to foster cultural understanding and respect.

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It is also necessary to perform a comprehensive evaluation of the laws, regulations, and
policies of each host country, such as labor laws surrounding employee dismissals. This can
ensure compliance with local jurisdictional laws. Knowledge and skills on jurisdictional matters
can also be improved by administering training programs at each base; the training must be
tailored to individual host nations. An advisory committee on the same can also be established to
offer direction and guidance.

9. Evaluation Process

Downsizing can present multiple negative ramifications for organizations, including
reduced efficiency, effectiveness, and performance of security guards, leading to increased
attacks and security breaches. The new strategies proposed in this document primarily aim to
address these expected loopholes. Measuring the effectiveness of the new strategies is vital to
establish whether they are working as intended or visualized or whether they are ineffective and,
thus, require improvement, scrapping, or additional resource input. Evaluation offers a
systematic approach to studying and reviewing an initiative, intervention, practice, or program to
determine and understand how effectively it meets its objectives and goals (Linfield & Kniffley,
2020).
Outlining a transparent and clear-cut evaluation process is critical in correctly reviewing
and measuring the effectiveness, efficiency, and performance of the action plan. The first step in
doing so is defining the objectives and criteria of the evaluation process. The second step is to
define the key performance indicators (KPIs) or the criteria for measuring the performance,
effectiveness, and efficiency of the downsized installations. Potential KPIs include readiness of
the K-9, vehicle, or foot patrols to react to security incidents/threats. Others include resource

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utilization, resource optimization, cost-effectiveness, community impact, and regulatory
compliance.
The next step is establishing appropriate data collection, analysis, and reporting tools.
Military base data can be collected by interviewing staff members, collecting feedback from
community members, observing security details and personnel performance, or reviewing
operational/financial reports. News reports from local media stations (TV, radio, and
newspapers) can also provide insights into the security details and performance of military bases.
All verified data and evidence can then be analyzed to evaluate performance and establish trends
and patterns.

10. Intervention Summary & Conclusion

With the US Department of the Army announcing budgetary cuts, it is expected that
military bases across the world will be mostly affected. One of the domino effects will be the
downsizing of the Army police, a role considered fringe to the core combat military mission. The
downsizing will likely affect the security operations in these installations. Despite the looming
cuts in the security forces, the US bases overseas continue to face violent attacks from terrorist
and extremist groups, who often seek to infiltrate and conduct insider attacks. This proposal
suggests four potential solutions for military bases to adapt to the new changes: (1)
decentralizing and centralizing staff functions, (2) consolidating functions, (3) outsourcing
functions, and (4) reengineering major cross-functional processes. These strategies will assist
military bases to operate efficiently and effectively even with the reduced footprint. Since the
military bases are spread all over the world, it is essential to consider the unique cultural and
jurisdictional/legal differences of regions and nations when developing and implementing the
proposed strategic action plans. The plan must consider three critical points: (1) enhancing

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diversity and inclusivity, (2) promoting cultural sensitivity, and (3) complying with
legal/jurisdictional laws/policies of host nations.

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References

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processes need not be feared and has, in fact, many proven benefits.
McKensy&Company. Retrieved September 16, 2023, from
https://www.mckinsey.com/capabilities/operations/our-insights/lever-two-consolidation
Dudukalov, E., Martynenko, T., Ignatova, T., Ivanova, D. & Mnatsakanova, E. (2020).
Implementation of outsourcing technology through revision of functions of National
Security Governance in Russia. International Journal of Recent Technology and
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Hale, J. (2006). The performance consultant’s field book: Tools and techniques for improving
organizations and people. John Wiley & Sons.
Lin, L. (n.d.). 7 secrets for successful military career transitions.
https://www.military.com/veteran-jobs/career-advice/military-transition/secrets-for-
successful-military-career-transition.html
Linfield, K. J., & Kniffley, S. (2020). Designing and implementing effective evaluations:
Comprehensive case studies in program evaluation. Taylor & Francis.
McGovern, R. (2018). The Manchurian responder? How military and federal government
practices can help state and local public safety agencies prevent malicious insider
attacks TACKS. Homeland Security Affairs.
Mello, J. A. (2015). Strategic Human Resource Management. Cengage Learning.
Richter, N. F., Strandskov, J., Hauff, S., & Taras, V. (2022). International business strategy and
cross-cultural management. Edward Elgar Publishing.

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Winkelman, Z. (2022). Using Technology to Improve the Agility of Force Generation Processes.
Adaptive Engagement for Undergoverned Spaces, 47(6), 397.