Research for CRM

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Effectiveness of the Voluntary Education Program
April 1, 1998
This paper examines the effectiveness of Voluntary Education (VOLED) Program, which provides off-duty educational opportunities integrating a variety of continuing education programs to Sailors seeking to enhance their professional and personal growth. VOLED comprises three major instructional elements: Tuition Assistance, the Program for Afloat College Education (PACE) and the Academic Skills Learning Centers (ASLCs). The analyses finds that college education through VOLED improves promotion prospects, helps Sailors retake the Armed Services Vocational Aptitude Battery (ASVAB) to qualify for Navy ratings for which they were not eligible, has a significant positive impact on retention, and that all elements are cost-effective. The report recommends maintaining full support for VOLED and accelerating academic skills investments. It also recommends modifying the ASLC contract to promote greater participation and establishing an academic transcript system. Finally, it recommends encouraging a more supportive command climate and limiting the enrollment of E1s and E2s.
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USS Nimitz and Carrier Airwing Nine Surge Demonstration
April 1, 1998
This paper is the first of a two-volume report in which the analysis of the USS Nimitz and Carrier Airwing Nine Surge operations of July 1997 are documented. This paper focuses on three areas: operational issues, aircraft and ship maintenance and supply issues, and personnel issues. The analysis is a combination of descriptive (narrative of what happened), qualitative (documentation of knowledgeable individual's insights), and quantitative (measured data, such as time expended, amount expended, and sorties generated) assessments. Special attention is paid to the generation and support of strike/fighter sorties.
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A Summary of Navy Recruiting Efforts in Community Colleges in FY 1997
March 1, 1998
This paper summarizes FY 97 efforts to increase the recruitment of community college graduates, specifically targeting the recruitment of graduates with allied health care specialties. It compares the efforts and results for the last two years and offers recommendations for FY 98. Despite many new efforts initiated in FY 97 aimed at the community college market, only 17 more recruits had Associate degrees in FY 97 than in FY 96. Since the shift from recruiting from high school to the community college market is a major change, it will take some time to make significant progress. It appears more resources are needed for the general recruiting effort and possibly a further increase is necessary to expand community college recruiting.
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A Role for Community Colleges in Navy Training
March 1, 1998
This study looks at the potential of outsourcing courses for active duty sailors to community colleges using their facilities and significant parts of their curricula. This project investigated the potential for outsourcing three courses, focusing the analysis on two community colleges and two other types of training institutions. The analysis addressed if it is possible or even necessary, to move Navy training equipment to a community college site and how transferable the subject matter is. The analysis also examines the cost-effectiveness of outsourcing the training. The analysis shows that community colleges have distinct advantages that enable them to provide training that is similar to the Navy but at a lower cost. The findings indicate significant overlap with current community college curricula and that the colleges were willing and eager to modify current programs to accommodate the Navy's training requirements.
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Partnerships with Community Colleges: Vehicles to Benefit Navy Training and Recruiting
March 1, 1998
This paper describes two federal programs that could facilitate the Navy's efforts to recruit pretrained people as well as benefit general recruiting efforts from community colleges: the School-to-Work Opportunities Act and the Tech Prep Act. It offers recommendations on how to apply these programs specifically to the Navy, in terms of the types of targeted fields of study and activities for active participation that are vital components of these federal programs. It also recommends forming partnerships to create tailor-made courses of study around training curricula that have significant civilian overlap, which could save significant training costs and enhance Navy's recruiting efforts at community colleges.
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A Bottom-Up Assessment of Navy Flagship Schools
January 1, 1998
As the Navy has downsized its forces, funding for a variety of activities has dropped. The Navy's flagship schools, The United States Naval Academy, The Naval War College, The Naval Postgraduate School, and for purposes of this study, The Armed Forces Staff College, have not been immune to these reductions. In response, N81 asked CNA to take a bottom-up look at each the Navy's flagship schools. The main goals of the assessment were, first to evaluate the current quality of condition of the schools, and second, to help determine the level of funding needed over the Future Year Defense Plan (FYDP) to maintain Navy schools as 'top-tier' institutions. The study summarizes the findings and recommendations regarding funding and opportunities for efficiency improvements. One important finding focuses on the effectiveness of the current structure of the graduate education system. Although the flagship schools offer excellent graduate and professional military education, the Navy does not use its graduates in a manner consistent with these programs of study.
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Bidding Behavior in DoD's Commercial Activities Competitions
January 1, 1998
In a previous study, CNA analysts used data from past DoD A-76 competitions to construct a model of savings and projected the potential savings from additional DoD Commercial Activities (CA) competitions. In this paper, we use an alternative approach for estimating savings from future Dod CA competitions. We estimate two separate bidding equations - one for the in-house team bid and another for the minimum contractor bids - along with an equation for baseline cost. Based on these estimated equations, one could then indirectly project future savings in the A-76 inventory as the difference between predicted baseline cost and the predicted winning bid. Using the new approach, we project an annual savings of $6 billion if the entire 1995 DoD CA inventory were competed under A-76 rules.
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Creating a 'Revolution in Business Affairs' in DOD
December 1, 1997
Given the lack of an immediate threat by a superpower, the pressures to fund nondefense programs, and the desire to shrink the deficit, the military's budget, in real terms, is unlikely to increase. Yet, we must fund modernization efforts and new initiatives, such as 'the Revolution in Military Affairs.' The only source for these funds appears to be the current military infrastructure accounts. Therefore, this paper calls for a 'Revolution in Business Affairs' (RBA) to provide an efficient and flexible infrastructure that supports changing military requirements at a price that does not overwhelm modernization efforts. The RBA will achieve this by changing fundamental DoD business process to those that have worked in the private sector.
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FY 1996 Navy Recruiting Efforts in Community Colleges: A Summary Report
October 1, 1997
In the fall of 1995, CNA began working with personnel in the Bureau of Medicine (BuMed), Bureau of Personnel (BuPers), and Navy Recruiting Command (CNRC) on an experiment to conduct active Navy recruiting on community college campuses. This research memorandum summarizes the first 11 months of this initiative.
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A Cost-Benefit Analysis of Shipboard Telemedicine
September 1, 1997
Telemedicine (TM) is an umbrella term that covers various technologies used to transmit information for health services. TM uses electronic information and communication technologies to provide and support health care when distance separates the participants. In an effort to enhance medical services at sea, the Navy is considering taking TM beyond the demonstration phase by installing the equipment on over 300 ships and Fleet Marine Force units. Because this would be a significant investment, the Surgeon General has asked CNA to determine the cost-effectiveness of the technology. We conducted a cost-benefit analysis on four telemedicine modalities: telephone and fax, e-mail and internet, video-teleconferencing, and teleradiology. These TM modalities can be enhanced with various digitized diagnostic instruments. We also conducted a cost-benefit analysis on the following instruments: dermascope, ophthalmoscope, otoscope, stethoscope, endoscope, electrocardiogram and defibrillator, and ultrasound.
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