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The participation of leaders from different levels and from lateral offices allows for the inclusion of perspectives that are normally not in the line of sight of any single internal office within the organization. For this reason, and to eliminate the conflicts and biases of self-examination, it stands to reason that the evaluator should be external to the organization being examined. : GAO, GAO-03-520, June 2003, p. 28. 21 22 Fiscally Informed Total Force Manpower of the mission and the environment at the lowest overall cost.

The short-term investment is exceeded by the net present (time) value of the long-term savings that produce the benefit. An example is an increased shortterm materiel acquisition cost for technology that reduces the long-term life-cycle cost of manpower. A variant is to substi- Observations 27 tute improved work practices for manpower that might more directly lead to lower cost at the same effectiveness. These five views do not necessarily cover all possibilities. For example, recent increases in Army and Marine Corps end-strength presumably will increase capability as well.

S. Army should lead to greater effectiveness but higher cost. 26 Fiscally Informed Total Force Manpower 1. Cut the workforce to save dollars, especially the highest-cost workforce. In this view, cost is reduced and effectiveness is arguably reduced as well, under the assumption that the workforce is contributing value to output. One could argue about the extent of the value compared to its cost. Program budget decisions (either formal or made internally to a Service or organization) are typical examples of this view.

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A20 Havoc


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