Research for RBA

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July 1, 2001
The Armed Forces Institute of Pathology (AFIP) provides consulting, research, and education services to a wide range of military and some civilian medical facilities. However, the Defense Health Program must subsidize AFIP's activities with an annual budget of roughly $55 million. As part of its Revolution in Business Affairs, the Department of Defense is striving to increase efficiency by making its various activities as self-sufficient as possible. The CNA Corporation was asked to evaluate whether AFIP has the potential to become a self-sufficient organization. We also looked at a range of alternative organizational structures that might be used to run AFIP and offer some insight into the effectiveness of those structures. We believe that AFIP could exist as a fee-for-service activity, but would require significant organizational restructuring.
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December 1, 2000
In today's world of downsizing and shrinking budgets, the Department of the Navy (DON) continues to seek more efficient and effective ways to support the operational forces. The past decade has seen the end of the Cold War and a rise in the number of crisis response actions. With its ability to project forward presence, the DON has become a strong element in today's diplomacy. It is apparent that as the missions of the naval services evolve, the infrastructure that supports the operational forces must evolve as well. This infrastructure must be as flexible, responsive, and adaptable as the forces it supports. In response to this situation, in late 1997, the Secretary of the Navy directed the Under Secretary of the Navy to begin work on a strategic business plan for the DON. Such a plan required the participation of not only the leadership in the Secretariat, but the Navy and Marine Corps as well. This paper documents the DON's strategic planning efforts, reviews the processes and products that have been created to enable strategic planning, and provide recommendations and lessons learned.
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