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Proceedings Paper (for Acquisition Research Program) ; For centuries, the US military has wrestled with decisions about when and how to use private contractors, especially ''Contractors on the Battlefield.'' Reports of mixed performance, inexperienced contracting officers, miscommunication, and profiteering date back to the Revolutionary War. History may be ''living history,'' in part, because decision-makers have lacked adequate means of systematically anticipating future outcomes and harvesting lessons from the past. The US military''s risk-management framework, a familiar tool in other operational settings, may fill that void. To illustrate, this paper applies the framework to the Army''s Balkans Support Contract (BSC); the contract covers a variety of life support, transportation, and maintenance services and has registered a substantial track record in deployment. The application demonstrates the utility of the risk-management framework and draws general lessons from the BSC experience for selecting service providers and for contract development, management, and oversight. Four deceptively simple lessons emerge from the analysis: first, not all risks are inherently contractual; most are environmental or activity-based. Second, risk is dynamic; appropriate responses change over time. Third, a contract is only as good as its customer; design and execution determine outcomes. And fourth, risk management is not risk elimination; not all risk can or should be eliminated. ; Naval Postgraduate School Acquisition Research Program ; Approved for public release; distribution is unlimited.

This report describes a framework used to organize available empirical information on one form of performance-based management, a performance-based accountability system (PBAS), which identifies individuals or organizations that must change their behavior to improve an activity's performance, an incentive structure to motivate those changes, and measures tailored to inform the incentive structure.

Chapter One: Introduction -- Chapter Two: Broad Factors Affecting AFSOC's Interest in Technical Data -- Chapter Three: Data Rights in the Air Force Today -- Chapter Four: Three Tools to Help Manage Technical Data -- Chapter Five: Three Potential New Contracting Strategies -- Chapter Six: What Should the Air Force Pay for Technical Data? -- Chapter Seven: Findings and Recommendations -- Appendix A: A Legal Primer on the Use of Technical Data and Data Rights in a Defense Setting -- Appendix B: Background Information on Five Case Studies.

This work analyses how firms have applied proactive approaches in areas of environmental management relevant to: weapon system design; management of environmental cleanup; and other areas. It then draws implications for the US Department of Defense's environmental management efforts in these areas.