The New Chain of Support: Turning Command Structures into Care Systems

In the military, the chain of command is not only a structure for issuing orders but also a safeguard for accountability and mission success. Leaders are held directly responsible for those under their supervision, from operational readiness to personal welfare. This clear delineation of responsibility ensures that no task is neglected, and no person is overlooked. When a soldier faces challenges, whether logistical or personal, the chain of command is the mechanism through which support is mobilized. This principle fosters a sense of duty and responsiveness, which can be effectively mirrored in social service delivery systems.

Applying this concept to social programs, a "chain of care" would establish clear responsibility at each level of service provision. For instance, case managers in veteran support services should be empowered and held accountable for ensuring that clients receive timely benefits, medical appointments, or housing assistance. Establishing defined roles and escalation protocols, similar to those in the military hierarchy, can prevent clients from being lost in bureaucratic processes. This approach requires not only a cultural shift but also structural adjustments to clarify who is responsible for what outcomes at each stage of service delivery (GAO 2021)¹.

Mission Readiness as a Model for Service Readiness

Military units conduct regular readiness assessments to ensure they are prepared for deployment at a moment’s notice. These assessments include personnel audits, equipment checks, and training evaluations. The same concept can be applied to public service agencies, particularly those serving high-need populations such as veterans, the unhoused, or individuals with disabilities. Establishing readiness metrics in social services can help identify gaps before they become crises.

For example, a city’s Department of Human Services could implement monthly reviews akin to the military’s Unit Status Reports. These reviews would evaluate caseloads, service delivery timelines, and resource availability. If a backlog of claims or appointments is identified, it would trigger a response by leadership to reallocate staff or adjust workflows. This proactive posture ensures that the system remains agile and client-focused, reducing wait times and improving outcomes (U.S. Department of Veterans Affairs 2023)².

After Action Reviews and Continuous Improvement

One of the most valuable tools in the military is the After Action Review (AAR), a structured debrief after any significant event. AARs focus on what was supposed to happen, what actually happened, what went well, and what needs to be improved. This practice fosters a culture of continuous improvement and shared learning. Applying AARs to social service programs can help agencies refine their processes and build institutional knowledge.

For example, following a major case failure - such as a veteran being denied emergency housing due to administrative delays - an AAR could clarify systemic failures and assign responsibility for corrective measures. These sessions should include frontline workers, supervisors, and leadership to ensure a comprehensive view. Documenting and following up on lessons learned can reduce recurrence of the same errors and build a more resilient service infrastructure (Department of the Army 2012)³.

Unity of Command and Interagency Coordination

In military operations, unity of command ensures that all forces operate under a single commander with a clearly defined mission. This eliminates conflicting priorities and streamlines decision-making. In public services, especially those that involve multiple agencies or departments, lack of coordination often leads to fragmented care. Veterans seeking benefits, housing, and mental health care often interact with several offices, each with its own requirements and timelines.

Establishing a unified command structure in service delivery could involve assigning a lead agency or coordinator responsible for synchronizing care across agencies. This person or team would track progress, resolve service delays, and maintain communication with the client. Cities like Los Angeles have experimented with such integrated models through their coordinated entry systems for homelessness, showing improved placement rates and reduced duplication of effort (HUD Exchange 2022)⁴. Borrowing from military doctrine in this way can bring clarity and efficiency to complex social problems.

Leadership Development and Frontline Empowerment

Military leadership training emphasizes decentralized decision-making and empowering junior leaders to act decisively within the scope of their authority. This principle can be transformative in public services, where frontline workers often face rigid bureaucratic constraints. By investing in leadership development for case managers, social workers, and administrative staff, agencies can build a more responsive and adaptive workforce.

Training programs should include scenario-based exercises, mentorship from experienced supervisors, and clear guidelines for decision authority. This builds confidence and competence, reducing the need for constant supervision and freeing up leadership to focus on strategic issues. The Army’s Noncommissioned Officer Education System offers a useful model for tiered leadership training that could be adapted to public service roles (U.S. Army Training and Doctrine Command 2020)⁵. Empowered staff are more likely to take initiative and provide high-quality care.

Institutional Loyalty and Morale

One of the most powerful assets in the military is unit cohesion - the sense of loyalty, mutual obligation, and shared purpose. This culture keeps morale high even in adverse conditions. While public service agencies face different challenges, fostering a similar sense of team identity can greatly improve staff retention and service outcomes.

Leaders should prioritize regular communication, recognition of achievements, and opportunities for professional development. Creating a culture of care internally among staff reflects outwardly in how clients are treated. Just as military leaders conduct morale checks and ensure their troops are cared for, public service leaders must actively engage with their teams to understand their needs and support their well-being (National Academy of Public Administration 2021)⁶. A motivated and supported workforce is essential for building a sustainable and effective chain of care.

Bibliography

U.S. Government Accountability Office. 2021. "VA Disability Benefits: Improved Support for Vet Centers Could Help Address Challenges." GAO-21-355. https://www.gao.gov/products/gao-21-355.
U.S. Department of Veterans Affairs. 2023. "VA Integrated Service Network Operational Plan FY23." https://www.va.gov/health/docs/OperationalPlanFY23.pdf.
Department of the Army. 2012. "A Leader’s Guide to After Action Reviews." FM 6-0 Appendix B. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm6_0.pdf.
U.S. Department of Housing and Urban Development. 2022. "Coordinated Entry Core Elements Guidebook." HUD Exchange. https://www.hudexchange.info/resource/8203/coordinated-entry-core-elements-guidebook/.
U.S. Army Training and Doctrine Command. 2020. "NCO Professional Development Guide." https://adminpubs.tradoc.army.mil/pamphlets/TRADOC-Pamphlet-525-8-2.pdf.
National Academy of Public Administration. 2021. "Elevating Public Service Morale and Performance." https://napawash.org/studies/academy-studies/elevating-public-service-morale-and-performance.