Research for Research Memoranda
July 1, 1996
The Commanding General, Marine Corps Combat Development Command (MCCDC) asked the Center for Naval Analyses to assess the general applicability of the new science to land warfare. 'New Sciences' is a catch-all phrase that refers to the tools and methodologies used in nonlinear dynamics and complex systems theory to study physical dynamical systems exhibiting a 'complicated dynamics.' This report concludes that the concepts, ideas, theories, tools and general methodologies of nonlinear dynamics and complex systems theory show enormous, almost unlimited, potential for not just providing better solutions for certain existing problems of land combat, but for fundamentally altering our general understanding of the basic processes of war, at all levels. Indeed, the new sciences' greatest legacy may, in the end, prove to be not just a set of creative answers to old questions but and entirely new set of questions to be asked of what really happens on the battlefield. The central thesis of this paper is that land combat is a complex adaptive system. That is to say, that land combat is essentially a nonlinear dynamical system composed of many interacting semi-autonomous and hierarchically organized agents continuously adapting to a changing environment. See also CIM 461.10.
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July 1, 1996
Outsourcing is one way, although not the only way, to increase efficiency. Outsourcing, or more generally, competition (whether public or private) provides cost visibility - customers begin to see what they pay for goods and services. It also can provide alternative sources, enhance flexibility, introduce better business practices, and take advantage of emerging technologies and innovations. Outsourcing and competition are sometimes considered something new and untested, as experiments. In fact, they are not. The public sector has relied on the private sector for years. Although it is hard to write contacts for something as risky as developing and manufacturing a major weapon system, the Department of Defense (DOD) has done it repeatedly. DOD has outsourced successfully functions as complex as acquisition, and as straightforward as laundry services. This is not uncharted territory. The purpose of this paper is to take a first look at what outsourcing opportunities exist and what types of cost savings are possible. To glean some insights into implementation, we look at how one naval technical center has outsourced various functions. We consulted several databases to quantify good candidates.
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July 1, 1996
In September 1994, after months of unsuccessful diplomatic negotiations to restore the legally elected president of Haiti, the United States undertook the forcible removal of the military junta then in power. As part of this effort, two aircraft carriers (CVs) left Norfolk with a rather unusual mission. The fixed-wing aircraft and most of the air-wing personnel assigned to each of the CVs had been removed to make room for joint (mostly Army) assault forces and the helicopters to carry and support them. These forces were to have been the cutting edge of the planned assault of Haiti. This report contains observations of the operation of those forces from the CVs, with an emphasis on air operations.
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June 1, 1996
This study, originally suggested by the Chief of Naval Operations and sponsored by the Chief of Naval Personnel, took a look at several issues that fit broadly under two topics: are there better ways of doing business, and; can we improve our sailors' Quality of Life (QOL)? CNA's task was to do some 'out-of-the-box' thinking and come up with a variety of issues for further study, such as organizational changes, more cost-efficient approaches, and ways to improve sailors' QOL. Our mission was to probe topics that weren' t being adequately addressed because organizational responsibility was not clear-cut. This research memorandum provides a review of the issues examined and the conclusions drawn. Cleared for Open Publication by CNO ltr Ser 09N2/6U532301 of 15 Jul 1996; CNO Case No. 96-187.
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May 1, 1996
In a period of shrinking resource, the Navy is searching for ways to reduce the costs of operating and supporting its forces. Those savings can be used to help recapitalize the Navy as the turn of the century approaches. Past efforts at reducing support costs have often focused on outsourcing or privatizing work that can be done commercially. Evidence from past research indicates that savings are available form outsourcing work and from public-private competitions. The evidence indicates that the pressure of competition, among private sector firms and between government activities and the private sector, is the source of those savings. In the Program Objectives Memorandum (POM) process, resource sponsors pay a price for each billet they authorize. The Navy has begun to include more explicit personnel costs in the POM process. This paper considers the potential for how that cost information may improve manpower resource decisions and examines broader decision-making frameworks as well.
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April 1, 1996
The Marine Corps Combat Development Command asked the Center for Naval Analyses to analyze how the Marine Cops could improve its ability to conduct humanitarian assistance operations. We identified changes to doctrine, equipment, organization and training that would support Marine Corps commanders and troops tasked to perform these missions. This research memorandum identifies issues, requirements, and alternatives in the area of command and control. The focus is on command relationships and coordination.
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April 1, 1996
In this paper we summarize the results of a study conducted by the Center for Naval Analyses that identifies and analyzes how the Marine Corps might improve its ability to conduct Humanitarian Assistance Operations (HAOs). To achieve this objective, we (1) examined how the military has conducted HAOs in the past; (2) identified alternative ways the military can conduct these operations; and (3) assessed the relative costs of these alternatives in terms of changes in organization, training and education, doctrine and documentation, and equipment and supplies. This study is co-sponsored by the Marine Corps Combat Development Command and I Marine Expeditionary Force. We developed this summary from earlier analyses which present detailed discussions of HAO requirements and alternatives in the areas of planning, training, civil affairs and psychological operations, legal affairs, and logistics and engineering. This summary presents key results from these analyses, and integrates them into a greater whole.
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April 1, 1996
Assessing the effectiveness of an ongoing military Humanitarian Assistance Operation (HAO) is difficult. These operations tend to be less familiar to the military; the operation's objectives are often vague; and the initial available information on a humanitarian crisis is often incomplete or inconsistent. But such an assessment is important to provide insight into what strategies are working; where assets need to be shifted; whether more (or fewer) forces are required for specific tasks or the mission as a whole; and when the end of the operation (end state) has been reached. This paper uses lessons from past operations, exercises, and studies to contribute to the military s understanding of how to assess progress in an HAO. We discuss not only measures of effectiveness, but other measures that are useful. This analysis is provided in connection with a Center for Naval Analyses CNA study intended to help the Marine Corps improve its ability to conduct HAOs. The Marine Corps Combat Development Command and I Marine Expeditionary Force sponsored this study.
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April 1, 1996
Ecological Risk Assessments (ERAs) are performed at hazardous waste cleanup sites under the Comprehensive Environmental Response Compensation and Liability Act (CERCLA) program to determine the risk that contaminants pose to the environment. A number of concerns have been expressed with respect to ERAs and other studies conducted at CERCLA sites including the following: too much effort is being spent on 'studies' instead of remedies; and remedies are largely determined on the basis of human health risk and any applicable cleanup standards in place as opposed to ecological risk. As a result of these concerns, the Assistant Secretary of the Navy (Installations and Environment) asked the Center for Naval Analyses to conduct a study of the utility of ecological risk assessments. This study was to review the ERA process in general and address specific issues. This report documents the results of the study.
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April 1, 1996
The Center for Naval Analyses conducted a study to identify and analyze alternative ways the Marine Corps might consider to improve its ability to conduct Humanitarian Assistance Operations (HAO). To achieve this objective we (1) examined how the military has conducted HAOs in the past; (2) identified alternative way the military can conduct these operations; and (3) assessed the relative costs of these alternatives in terms of changes in organizations, education and training, doctrine and documentation, and equipment and supplies. This paper addresses how the Marines and the military in general can improve their ability to plan an HAO. It is one of a series of papers on the U.S. Marine Corps and HAOs.
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