Recapitalizing the Navy A Strategy for Managing the Infrastructure (1998) / Chapter Skim
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Executive Summary
Executive Summary
Pages 1-8
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1995. A Reference Manual for Defense Mission Categories, Infrastructure Categories, and Program Elements, Paper P-3133, Institute for Defense Analyses, Alexandria, Va., June.
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THE NEED FOR A CORPORATE STRATEGY AND LEADERSHIP Past performance and the committee's review of ongoing initiatives indicate that reallocating $3.5 billion to $5.0 billion annually from Navy infrastructure activities for recapitalization and modernization will require a more extensive effort than is currently underway. Current initiatives such as regional consolidation of installation management functions, designation of regional maintenance coordinators, and the Smart Base project are a good start, but they will not provide the desired savings.
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Performance Measures, Cost Management, and Allocation of Resources Cost visibility and performance measurement to gauge progress toward meeting mission goals are critical to good decision making and allocation of resources. Traditionally, DOD and Navy resource allocation processes have, for the most part, focused on input cost figures that amount to planning factors.
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, which currently provides more than $20 billion in goods and services annually to Department of the Navy customers, lacks cost visibility and output measures for assessing performance. NWCF operations are overseen by financial managers rather than line managers, and there is no single individual or chief operating officer who is dedicated to overseeing and improving management of the total system.
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To improve the efficiency and effectiveness of its infrastructure operations, the Navy must fully identify both the individuals and the organizations that will be responsible and accountable for specific infrastructure outputs and the content of the associated management information. A substantial effort must be made to develop and maintain networked information systems, including World Wide Web-based tools, databases, and applications that will enable integrated management of the Navy infrastructure.
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It should include a network infrastructure and a standard information workstation for every responsible information worker in the Navy, not just those in the operating forces. The infospace should be used as the primary vehicle for delivery and integration of information about the entire Navy infrastructure to include the following functions: acquisition, central logistics, central personnel, communications, force management, installations, medical functions, quality of life, science and technology, and training.
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In addition, the Navy should address all existing constraints on sea-shore rotation. The CNO should broaden the objective to managing seagoing personnel as a part of total naval personnel management and should direct relevant elements of the Office of Naval Operations (OPNAV)
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Failure to act quickly and comprehensively will most likely result in an inability to acquire sufficient combat platforms, weapons, and supporting systems to maintain the current force structure and keep the Navy preeminent in the future.
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