Research for Annotated Briefings

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August 1, 1998
The Personnel Readiness Division of the Joint Chiefs of Staff (J1) asked CNA to look into why people are leaving the services, particularly if there has been any change in the reasons personnel cite for leaving the services, and the quality of people who are leaving. The analyses presented here are based on the results form surveys for the Navy, Army, and Air Force. Across the services, we found evidence of increased dissatisfaction with different aspects of military compensation, including pay, advancement opportunities, and retirement benefits. But trends in retention through the first quarter of 1997 show no immediate alarms. Army trends seem to show long-term improvement, Navy data indicates that declines may be leveling off, and Air Force retention rates are erratic and reveal no real trends.
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August 1, 1998
This annotated briefing summarizes the results of an investigation of perstempo levels, trends and implications conducted for the Personnel Readiness Division of the Joint Chiefs of Staff. This paper looks at indicators, short of personnel losses, of the impact of perstempo on enlisted personnel readiness, with the aim being to shed light on the level of perstempo that can be tolerated before the negative effects of excessive perstempo show up in declining retention rates. We found some evidence of increased dissatisfaction with military pay and military life, as well as some increases in use of family service programs that help with stress, as perstempo increases. Marines, who had the largest role in Desert Shield/Desert Storm, showed the strongest indication of stress from deployment to that environment. The report also provides charts of perstempo trends for selected occupational specialties in each of the services.
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August 1, 1998
The Personnel Readiness Division of the Joint Chiefs of Staff (J1) asked CNA to examine the earnings of enlisted personnel and to compare them with the earnings of similar people in the civilian labor market. We used multiple regression to estimate civilian earnings of non-college-graduates and used these models to predict the earnings potential of enlisted military personnel. We found that earnings in the civilian and military sectors are similar and that both fell, when adjusted for inflation, between 1992 and 1996 (the year for which the most recent civilian data were available).
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April 1, 1998
The Deputy Chief of Naval Personnel asked CNA to analyze ways to transform the size and shape of the enlisted force to better meet the Navy's future requirements at an affordable cost. This research analyzes alternatives to the existing sea pay structure that generate voluntary extensions of sea duty, reduce crew turnover, and improve retention. The briefing discusses three options: an accelerated phase-in of sea pay table, an expanded sea pay premium, and a mixture of phase-in and sea pay premium. It compares them with maintaining the existing structure of the sea pay table and simply scaling it up by the rate of inflation and also assesses their effectiveness in reducing enlisted crew turnover and increasing sea duty and retention among the enlisted sailors. An accelerated phase-in option, which generates more first-term retention and helps with sea/shore balance, is recommended.
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March 1, 1998
The Assistant Chief for Health Care Operations (BUMED 03) asked CNA to develop a method that Navy medicine can use to determine whether it is meeting Tricare access standards, especially for scheduling appointments. The report found that the Composite Health Care System (CHCS) currently gives local military medicine providers the ability to track patient access to care, but that many providers are grappling with the same concerns and issues. To reduce redundancy, the report recommends that Navy medicine adopt standard guidelines for appointing and tracking access based on the experience of the facilities pioneering Tricare. It specifically recommends that Navy medicine develop system-wide appointing guidelines that increase the use of central appointing, standardize appointment types, make specialty referrals electronic, and develop specialty referral guidelines.
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January 1, 1998
This CNA annotated briefing (CAB) summarizes findings and recommendations for medical play in KERNEL BLITZ '97, an amphibious exercise held in June-July 1997. The project was sponsored by the CINCPACFLT Surgeon.
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October 1, 1997
This annotated briefing analyzes the costs and benefits of aging the Navy's enlisted force to form recommendations about future accession levels and retention strategy. 'Aging the force' means boosting retention to get a higher distribution of experience in the enlisted force, not delaying sailors' retirement. The costs of aging the force are the costs of buying higher retention plus the higher pay and benefits that more senior sailors receive. The benefits of aging the force are recruiting and training savings from fewer accessions plus the higher fleet readiness that comes with more experienced sailors. The analysis, including all aged-force scenarios, is a steady-state analysis; accession levels were developed to support the expected force for 2005 and beyond. By choosing and adopting its accession goals as soon as possible, the Navy can avooid creating either a future undersupply or a future oversupply of sailors with a given length of service (LOS).
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September 1, 1997
ISAAC (Irreducible Semi-Autonomous Adaptive Combat) is a simple multiagent-based 'toy model' of land combat design to illustrate how certain aspects of land combat can be viewed as emergent phenomena resulting from the collective, nonlinear, decentralized interactions among notional combatants. ISAAC takes a bottom-up, synthesist approach to the modeling of combat, vice the more traditional top-down, reductionist approach, and represents a first step toward developing a complex systems theoretic analyst's toolbox for identifying, exploring, and possibly exploiting emergent collective patterns of behavior on the battlefield. This model was developed as part of a recently completed project, sponsored by the Marine Corps Combat Development Command, that assessed the general applicability of 'complex systems theory.' The focus of this brief is a stand-alone Mission-Fitness Landscape Mapper that uses the core engine to 'map-out' the behavior over a user-defined d-dimensional slice of ISAAC's total N-dimensional phase-space.
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May 1, 1997
CNA prepared this briefing for the Department of the Navy's Rightsourcing Process Action Team, under the auspices of the Total Ownership Cost Goal Management Board of the Assistant Secretary of the Navy (Research, Development, and Acquisition) (ASN(RD&A)). In this briefing, we review the background of the study and our approach, identify those companies and activities that participated in our study, summarize the factors that we found affect rightsourcing decisions, and describe our key findings.
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January 1, 1997
As part of the ongoing Outsourcing Opportunities for the Navy study, CNA was asked to think about how to implement new outsourcing and privatization initiatives. Because DoD has substantial experience in relying on the private sector for goods and services, we chose to assemble some of those experiences and look for common lessons learned. This report presents recently completed case studies in training, housing, maintenance, and base operating support.
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