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the total cost of Navy infrastructure. They also influence every
other category of the infrastructure and are worthy of a separate
review and/or study.
The committee was briefed on U.S. Navy training activities after
making a specific request to obtain information on training-related
initiatives designed to reduce infrastructure costs, but it failed
to find any cost reduction initiatives comparable to those being
developed and supported in the installation management area.
Personnel management is another area that was not considered in
detail; however, it is apparent that sea-shore rotation objectives
have come into conflict with U.S. Navy objectives to reduce the
number of support personnel ashore and thereby reduce
infrastructure costs (see Chapter 3).
Organization of this Report
A review and assessment of selected U.S. Navy initiatives to
reduce infrastructure costs are presented in Chapter 2. As
indicated above, the review focuses on the initiatives being
supported within the OPNAV-N4 establishment for two reasons: (1)
the leadership within the functional portions of the OPNAV staff
for reducing infrastructure costs lies in OPNAV-N4, and (2) the
committee's attempts to obtain information on significant
infrastructure cost reduction initiatives in other functional
categories did not bear fruit.
Chapter 3 points to the need for an overall strategy for
managing the Navy's infrastructure. As paraphrased from the words
of General Andrew Goodpaster, a strategy contains three elements:
(1) What is to be achieved? (2) How is it to be achieved? and (3)
With what will it be achieved? In this case the “what”
is to reduce the Navy infrastructure in order to recapitalize and
modernize the Navy. The “how” is by reengineering the
business practices of the infrastructure and applying technology to
the infrastructure to enhance efficiency. The “with
what” is, in particular, what the committee found lacking as
it reviewed individual initiatives. Specifically, the integrating
threadsa comprehensive strategyto tie disparate, and
sometimes overlapping, initiatives and activities together were
Chapters 3 and 4 indicate that two objectives are key to the
Navy's success in meeting its recapitalization and modernization
goal: (1) assessing and specifying the key enablers that the Navy
should use to implement its chosen strategy (i.e., specifying the
third, “with what,” portion of a coherent strategy) and
(2) defining top leadership's role and potential actions needed to
achieve a major change of the magnitude required.
Chapter 3 covers a strategy for implementing three key enablers
that are essential for achieving the resource shifts necessary to
support the Department of the Navy's recapitalization goals.
Chapter 4 provides the mechanism for introducing the strategy and
enablers to the Department of the Navy. Supplemental information is
provided in the appendixes.