Final Consultation Proposal – Enhancing Performance in the Department of the ArmySecurity: A Performance Consulting Approach

Table of Contents

1. Introduction 4
   1.1. Target Audience 4
   1.2. The Client Issue/Problem 4
   1.3. The Objective 4
   1.4. The Desire Outcome for Consideration 4
2. The Company’s Purpose and Mission Statements 4
3. Strategy 4
4. Marketing 4
5. Personnel 4
6. Products 4
7. Services 4
8. Demographic Service Action Plan 4
9. Evaluation Process 4
10. Intervention Summary 4
11. Conclusion 4
12. References 5

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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. A highly and
consistently motivated, trained, and qualified officers at access control points enables
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.
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 in bases. All MOS 31B personnel, from the senior most
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 in 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

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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.
Despite the looming cuts in the security force, the U.S. 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 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 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 if case of staff shortage. Assigning security officers to high-priority tasks maintains
core security capability.
Guards must receive training on tactics, techniques, and procedures (TTPs) to allow for
“smarter” deployment. The TTPs must be tailored to meet the constrained resources while
addressing the evolving threats. Instruction on proper deployment of security technologies will
also assist guards achieve more with less 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 reduce
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 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 streaming procedures, leveraging new

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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 U.S. Army security
personnel to enhance the security of officers and assets within military bases/installations.
2.2. Mission Statement
ABC Security Consulting’s mission is to partner and collaborate with 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
become 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
adjusted and tailored to meet organizational needs and budget (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 can potentially 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 targeting to downscale staff. Centralizing can allow for combing 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

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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 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 for 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
validate credential and access cards at fixed intervals. Consolidating these activities improve
staff flexibility and performance, especially in a reduced workforce scenario (Bibhudalta et al.,
2014). Similarly, the “quick reaction division” can also consolidate its roles by having a single
unit stationed on the ground, performing emergency response, and manning 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
potentially 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 to
higher-value tasks while executing crucial security roles (Winkelman, 2022). The main goal is to
restructure security workflows and procedures, reduce redundancies, and simplify tasks across
multiple areas.

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Reviewing existing processes and workflows is necessary for identifying key inputs
required to improve their efficiency. Technology is a key 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 higherups 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 across the globe guards and Army officers 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.
The message can be disseminated through social media platforms, such as Facebook or
Twitter. Creating an interactive webpage can also assist communicate the information and engage
with local communities. Emails can also facilitate internal communication. Running ads through
local traditional media houses (TV, radio, and newspapers) can also help spread the information.
Billboards, flyers, and posters can also be distributed along 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 prepare and
bounce 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 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

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Military bases require multiple products to swimmingly and effectively implement the
proposed strategic plan of centralization/decentralization, outsourcing, consolidation, and
process reengineering amidst the new trimmed human resource. Firstly, new offices, furniture, IT
infrastructure (computers, networks, and servers) and office equipment are required to house the
newly consolidated and decentralized teams and support remote monitoring for outsource
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 execute their roles
effectively. Products like analytics software, sensors, drones, surveillance cameras, body-worn
cameras, encrypted communicate 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 a
detailed transition services to assist installations build a clear downsizing roadmap with
timelines, milestones, and budgets. This includes assisting military bases analyze 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 ease
into the civilian workforce, connecting officers transition assistance programs, and helping them
write cover letters, resumes, and prepare for interviews (Lin, n.d.). Offer skill development and
training workshops and services to 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

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management, and optimizing processes and workflows to improve efficiency. Offer financial
management services to aid commanders design and implement 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 design and implement efficient communication plans
to optimize engagement and form strategic partnerships with all stakeholders that will 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 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 counseling 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 Service Action Plan
9. Evaluation Process
10. Intervention Summary & Conclusion

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11. References

Bibhudalta, D., Silver, J., & Woodcock, E. (2014, July 1). Consolidation of functions or
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
Engineering, 8(6), 4758-4761.
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
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.
Winkelman, Z. (2022). Using Technology to Improve the Agility of Force Generation Processes.
Adaptive Engagement for Undergoverned Spaces, 47(6), 397.