Research for USN
November 1, 2000
As the military health system (MHS) evolves to meet the managed care environment of the peacetime benefit mission, Navy Medicine in particular, and DOD in general, must continue to concern themselves with three principles: (1) Navy Medicine will attract and access quality individuals; (2) the medical department will retain the best of the people accessed; and (3) the best people will want to remain in the military because of the challenge, training, professional ism, and overall environment of Navy Medicine. DOD implemented TRICARE to maximize the quality of healthcare while minimizing the cost of that care. To meet this goal, military medicine must continue to attract and retain quality personnel under this changing work environment. Given these challenges and concerns, the Navy Surgeon General asked CNA to evaluate physicians' job satisfaction within the existing climate to determine whether major problems exist that adversely affect relation of specialists. We have examined Navy physician retention and compensation patterns over the past decade, and find that there has been a decline in retention for the majority of specialists, but the cause and extent of the decline are difficult to quantify. We have attempted to identify the main drivers behind this decline, including compensation, work environment, and promotion opportunity. Contrary to anecdotal evidence, there has been no decline in promotion opportunity] however, we do find that the military- pay gap has been widened by 4 to 24 percent for most specialties during the 1990s.
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September 1, 2000
Navy medicine has identified mental health as one of the major product areas in which it wants to develop a business strategy that supports the effective and efficient provision of these services to the military health system's beneficiaries. To develop this strategy, the Navy Bureau of Medicine has established a mental health product line executive panel. It's members include both medical and non-medical Navy and Marine Corps personnel, reflecting the Navy's diverse mental/behavioral health resources. Among the many tasks facing the panel is establishing a comprehensive baseline understanding of mental/behavioral health care services as they currently exist in the Navy and Marine Corps communities. Our purpose in this document is to provide an overview of the regional TRICARE mental health care delivery systems and to identify issues requiring further investigation, thought, and analysis during the course of the executive panel's proceedings. This annotated briefing represents the first in a series of research documents that we will be preparing for the working group during the next several months.
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September 1, 2000
Early in FY00, the U.S. Army asked each of the other services to consider joining it in proposing, through the Unified Legislative and Budgeting (ULB) process, legislation that would change the military's personnel target from an end-strength goal to a goal based on average strength, calculated across the fiscal year. The Deputy Chief of Naval Operations, Manpower and Personnel (N1) asked CNA to evaluate the average-strength scheme to help the U.S. Navy formulate its response to the Army. We provided the N1 staff an earlier draft of this report that raised concerns about the scheme (as this final version of the report continues to do). The Navy shared the draft report with the Army, which decided not to continue pursuing the proposal.
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September 1, 2000
The Assistant Deputy Chief of Naval Operations, Manpower and Personnel (N1B) requested that CNA analyze the Navy's compensation system in view of current recruiting and manning shortfalls and anticipated future changes in the Navy's workforce. This study will help the Navy implement an effective, market-based compensation system that will give it the ability to attract, retain, and motivate a high-quality workforce in a competitive, dynamic labor market. The intent is to take a strategic look at Navy compensation policy and practices. The starting point is to consider what the Navy wants to accomplish with its compensation system. What goals, in terms of managing human resources, can be met through compensation policies and practices? We consider human resources management system approaches, as well as approaches suggested by economics literature, and arrive at a succinct set of strategic goals.
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August 1, 2000
Military activity on the island of Vieques has recently become a contentious political issue, putting its future as a naval training facility in doubt. To prepare for the possibility that pre-deployment training will have to be conducted elsewhere in the future, the Secretary of the Navy tasked CNA to examine alternatives to Vieques that that could be made available within approximately five years. The analytical approach is basically a three-step process: 1) analyze the training operations that are endangered by the potential loss of Vieques to determine what range attributes would be required to conduct those operations elsewhere; 2) survey existing and potential ranges to determine what range attributes could be made available (this step includes a survey of alternative training technologies, e.g. simulation, to determine what role they can play; and 3) compare the required range attributes from step one with the available range attributes from step two to identify the most promising Viequea alternatives. The specific methodologies for conducting these steps are also described.
June 1, 2000
In February 1999 CINCUSNAVEUR asked CNA to analyze prospective trends and developments in the Black Sea region over the next five years in light of U.S. interests and objectives, assess the contribution that Navy engagement programs can make to achieving them, and make specific recommendations for future Navy planning and engagement activities. This report, an important building block in the project, contains profiles of the six Black Sea littoral nations, Russia, Turkey, Georgia, Ukraine, Romania, and Bulgaria, with specific attention to U.S. national objectives. In the case of the newly independent states and countries that were formerly members of the Warsaw Pact, we look in detail at the prospects for domestic political stability, economic development, and regional relations, and how Navy engagement programs can support U.S. goals. The Russian profile concentrates on that country's Black Sea perspective. We look at Turkey, a key U.S. ally, in terms of its special responsibilities in the Black Sea, as well as its regional interests. The study team used information available through December 1999 in preparing these profiles.
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May 1, 2000
The Navy is considering outsourcing some ship functions to civilians. This report focus directly on the issues related to the outsourcing of service functions aboard deploying ships and examines practical issues that arise in integrating civilians into a military working environment on board the ship. Our main interest in this effort is to get an accurate sense of the fleet's issues and concerns, particularly the sailors who will have to work with civilians, should the Navy decide to outsource. This research memorandum identifies the main issues and discusses their effect on the compatibility of a mixed crew of active duty personnel and civilians.
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March 1, 2000
We report on a few publications that present quantitative conclusions on the impact of aging platforms on maintenance and operating costs. This literature review, though far from exhaustive, is meant to convey the idea that this topic has been examined before, and that work in this area is continuing. Some exploratory analysis of two data sets that were created for this purpose is presented. Both use the individual aircraft as the unit of Observation. One is organized around individual sorties in a particular month; the other contains summary maintenance labor data and is organized by aircraft, by month, for a 10-year period. Both provide additional evidence that maintenance effort raises with aircraft age.
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February 1, 2000
This annotated briefing documents the analysis conducted under task 2 of the N7-sponsored Navy fleet training migration study. In the analysis, we reviewed the training development process for a set of acquisitions, identified major crosscutting training issues for these acquisitions, address some training management oversight and support questions, and probed to see if mechanisms exist to assess the cumulative impact of training decisions on the fleet. We believe this project was well placed and timed since there are a number of factors (addressed in this report) that are changing the acquisition process and increasing the importance of training in it.
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February 1, 2000
The Center for Naval Analyses (CNA) and the Institute for USA and Canada Studies of the Russian Academy of Sciences (ISKRAN) held the eleventh in a series of seminars in December of 1998. Topics included contemporary international situation as perceived by both countries, strategic stability under contemporary conditions, and Russian problems with the Far East and Central Asia. Discussions were held in Moscow on relations between the American and Russian Navies, Russian foreign policy and defense reform, arms control and Russian arms sales. A list of seminar participants is also included in this report.
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