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Memo from ADM Keating (Commander USNORTHCOM & NORAD) to USD(AT&L) dtd 4 May 05

Description: Subject: Review of Base Realignment and Closure (BRAC) Recommendations ADM Keating states in the memo that, "Following a thorough review, we find that [the BRAC recommendations] do not create an unacceptable risk to the accomplishment of our homeland defense or defense support of civil authorities missions."
Date: July 15, 2005
Partner: UNT Libraries Government Documents Department

Department of Defense Clearinghouse Response: DoD Clearinghouse Response to a letter from the BRAC Commission regarding Air and Space C4ISR Research, Development, Acquisition, Test and Evaluation.

Description: Department of Defense Clearinghouse Response: DoD Clearinghouse Response to a letter from the BRAC Commission regarding Air and Space C4ISR Research, Development, Acquisition, Test and Evaluation.
Date: August 31, 2005
Partner: UNT Libraries Government Documents Department

Rock Island Arsenal, IL Personnel movement clarification

Description: Army TACOM response to inquiry by BRAC Commissioner Samuel Skinner clarifying movement of personnel from Rock Island Arsenal to Detroit Arsenal and Columbus Supply and Storage, as well as permanent termination of some positions. Army response based upon re-run of COBRAs.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

Rock Island Arsenal, IL, JCSG clarification of costs to realign

Description: Industrial Joint Cross-Service Group, (Office of the Secretary of Defense) response to Frank Cirillo(Director of Review and Analysis Division), BRAC Commission e-mail regarding operation value of costs associating with realigning the Rock Island Arsenal, IL, to the Anniston Army Depot, AL and the Letterkenny Army Depot, PA.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

Defense Logistics Agency Depot S and S Methodology

Description: Response to BRAC Commisssion Review and Analysis Director Frank Cirillo regarding methodology used to calculate savings proposed by OSD JCSG. Response to be applied to all Depots nationwide, including Rock Island Arsenal, IL. BRAC Commission analysts assigned to this area include Valerie Mills, Elizabeth Bieri and James Durso.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

Supply and Storage Depots - DLA

Description: Defense Logistics Agency/Office of the Secretary of Defense Joint Cross Service Group response to further inquiries by BRAC Commission regarding Corpus Christi and Oklahoma City Depots specifically. Contains information that may be applied to other Supply and Storage Depots nationwide, including Rock Island Aresenal, IL. BRAC Commission analysts include Frank Cirillo, Valeri Mills, Elizabeth Bieri, and James Durso.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

Clearinghouse Response to Inquiry JCS 75

Description: Clearinghouse response to inquiry JCS 75 concerning a modified cost of base Realignment and Closure Actions (COBRA)report for Secretary of Defense recommendation "Create an Integrated Weapons & Armaments Specialty Site for Guns and Ammunition."
Date: December 29, 2005
Partner: UNT Libraries Government Documents Department

COBRA run scenarios for Lackland, Tobyhanna and Robins

Description: Request by Frank Cirillo, Director, Review and Analysis Division, BRAC Commission, and response from Office of the Secretary of Defense BRAC Clearinghouse(OSD-BRAC) and the Defense Logistics Agency(DLA) regarding scenarios for consideration by BRAC Commission. Focus on Lackland, Tobyhanna, Robins, and Columbus, but includes COBRA runs on depot facilities nationwide, including Rock Island and Anniston. BRAC Commission analysts assigned to these facilities include Valerie Mills, Elizabeth Bieri, and James Durso.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

Detroit Arsenal COBRA run scenarios

Description: Army Base Studing Group, Supply and Storage Joint Cross Service Group, JCS Clearinghouse request. Original request made by BRAC Commission for MILCON data for positions that would transfer to Detroit. Includes COBRA run scenarios that would affect various installations nationwide, including Rock Island Arsenal, IL, Letterkenny, PA, and Anniston, AL.
Date: December 7, 2005
Partner: UNT Libraries Government Documents Department

DOD Financial Management: Integrated Approach, Accountability, and Incentives Are Keys to Effective Reform

Description: Testimony issued by the General Accounting Office with an abstract that begins "The results of the Defense Department (DOD) financial audit for fiscal year 2000 highlight long-standing financial management weaknesses that continue to plague the military. These weaknesses not only hamper the department's ability to produce timely and accurate financial management information but also unnecessarily increase the cost of carrying out its missions. Although DOD has made incremental improvement, it has a long way to go to overcome its long-standing, serious financial management weaknesses as part of a comprehensive, integrated reform of the department's business support operations. Such an overhaul must include not only DOD's financial management and other management challenges but also its high-risk areas of information technology and human capital management. Personnel throughout the department must share the common goal of reforming the department's business support structure. Without reengineering, DOD will have little chance of radically improving its cumbersome and bureaucratic processes."
Date: May 8, 2001
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Financial Management: Integrated Approach, Accountability, Transparency, and Incentives Are Keys to Effective Reform

Description: Testimony issued by the General Accounting Office with an abstract that begins "Financial management problems at the Department of Defense (DOD) are complex, long-standing, and deeply rooted throughout its business operations. DOD's financial management deficiencies represent the single largest obstacle to achieving an unqualified opinion on the U.S. government's consolidated financial statements. So far, none of the military services or major DOD components have passed the test of an independent financial audit because of pervasive weaknesses in financial management systems, operations, and controls. These problems go back decades, and earlier attempts at reform have been unsuccessful. DOD continues to rely on a far-flung, complex network of finance, logistics, personnel, acquisition, and other management information systems for financial data to support day-to-day management and decision-making. This network has evolved into an overly complex and error-prone operation with (1) little standardization across DOD components, (2) multiple systems performing the same tasks, (3) the same data stored in multiple systems, (4) manual data entry into multiple systems, and (5) a large number of data translations and interfaces, which combine to exacerbate problems with data integrity. Many of the elements that are crucial to financial management reform and business process transformation--particularly those that rely on long-term systems improvements--will take years to fully implement."
Date: March 6, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Financial Management: More Reliable Information Key to Assuring Accountability and Managing Defense Operations More Efficiently

Description: Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed the steps needed to improve financial management at the Department of Defense (DOD), focusing on: (1) the impact of financial management weaknesses on DOD's ability to efficiently and economically carry out its operations; (2) efforts DOD has initiated, and additional actions that are necessary, to improve financial management systems and controls in the short term; and (3) enhancements needed in updating DOD's Biennial Financial Management Improvement Plan--its long-term blueprint for financial management reform."
Date: April 14, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD's Standard Procurement System: Continued Investment Has Yet to Be Justified

Description: Testimony issued by the General Accounting Office with an abstract that begins "The Department of Defense (DOD) lacks management control of the Standard Procurement System (SPS). DOD has not (1) ensured that accountability and responsibility for measuring progress against commitments are clearly understood, performed, and reported; (2) demonstrated, on the basis of reliable data and credible analysis, that the proposed system solution will produce economic benefits commensurate with costs; (3) used data on progress against project cost, schedule, and performance commitments throughout a project's life cycle to make investment decisions; and (4) divided this large project into a series of incremental investment decisions to spread the risks over smaller, more manageable components. GAO found that DOD lacks the basic information needed to make informed decisions on how to proceed with the project. Nevertheless, DOD continues to push forward in acquiring and deploying additional versions of SPS. This testimony summarizes a July report (GAO-01-682)."
Date: February 7, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Financial Management: Integrated Approach, Accountability, Transparency, and Incentives Are Keys to Effective Reform

Description: Testimony issued by the General Accounting Office with an abstract that begins "Financial management problems at the Department of Defense (DOD) are complex, long-standing, and deeply rooted throughout its business operations. DOD's financial management deficiencies represent the single largest obstacle to achieving an unqualified opinion on the U.S. government's consolidated financial statements. So far, none of the military services or major DOD components have passed the test of an independent financial audit because of pervasive weaknesses in financial management systems, operations, and controls. These problems go back decades, and earlier attempts at reform have been unsuccessful. DOD continues to rely on a far-flung, complex network of finance, logistics, personnel, acquisition, and other management information systems for financial data to support day-to-day management and decision-making. This network has evolved into an overly complex and error-prone operation with (1) little standardization across DOD components; (2) multiple systems performing the same tasks; (3) the same data stored in multiple systems; (4) manual data entry into multiple systems; and (5) a large number of data translations and interfaces, which combine to exacerbate problems with data integrity. Many of the elements that are crucial to financial management reform and business process transformation--particularly those that rely on long-term systems improvements--will take years to fully implement."
Date: March 20, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Personnel: Inadequate Personnel Security Investigations Pose National Security Risks

Description: Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed the Defense Security Service's (DSS) personnel security investigations, focusing on the: (1) completeness and timeliness of the agency's investigations; and (2) factors that contributed to the deficiencies GAO found."
Date: February 16, 2000
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Personnel: Weaknesses in Security Investigation Program Are Being Addressed

Description: Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed the Defense Security Service's (DSS) personnel security investigation program, focusing on: (1) how decisions to grant or deny security clearances to Department of Defense (DOD) employees and contractors are made; (2) key findings from GAO's October 1999 report; and (3) DOD's actions on GAO's recommendations."
Date: April 6, 2000
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

DOD Competitive Sourcing: A-76 Program Has Been Augmented by Broader Reinvention Options

Description: Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the Department of Defense's (DOD) use of the Office of Management and Budget's Circular A-76, which establishes federal policy for the performance of recurring commercial activities. DOD has been a leader among federal agencies in the use of the A-76 process and at one point planned to use the process to study more than 200,000 positions over several years. However, the number of positions planned for study has changed over time and the Department recently augmented its A-76 program with what it terms strategic sourcing. DOD has saved money through the A-76 process primarily by reducing the number of in-house positions. Yet, GAO has repeatedly found that it is extremely difficult to measure the precise amount of savings because available data has been limited and inconsistent. The lessons learned from DOD's A-76 program include the following: (1) studies have generally taken longer than initially expected, (2) studies have generally required higher costs and resources than initially projected, (3) finding and selecting functions to compete can be difficult, and (4) making premature budget cuts on the assumption of projected savings can be risky. Both government groups and the private sector have expressed concerns about the fairness, adequacy, costs, and timeliness of the A-76 process."
Date: June 28, 2001
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

VA and DOD Health Care: Factors Contributing to Reduced Pharmacy Costs and Continuing Challenges

Description: Testimony issued by the General Accounting Office with an abstract that begins "The Department of Veterans Affairs (VA) and the Department of Defense (DOD) pharmacy expenditures have risen significantly, reflecting national trends. The increase in pharmacy costs would have been even greater if not for the efforts taken by VA and DOD. GAO identified four important factors that have contributed to reduced pharmacy spending by VA and DOD. First, the two departments have used formularies to encourage the substitution of a lower-cost drug that is determined to be just as effective as a higher-cost drug. Second, VA and DOD have been able to effectively employ different arrangements to pay for or purchase prescription drugs at substantial discounts. Third, VA has significantly reduced the cost of dispensing prescription refills by using highly automated and less expensive consolidated mail outpatient pharmacy (CMOP) centers to handle a majority of the pharmacy workload instead of VA hospital and clinic pharmacies. Fourth, VA and DOD have reduced costs by leveraging their combined purchasing power by jointly buying prescription drugs. Nevertheless, one of the most important challenges is the joint procurement of brand name drugs. Although brand name drugs account for the bulk of prescription drug expenditures, most of VA/DOD joint contracts have been for generic drugs. Generic drugs are easier to contract for because these products are already known to be chemically and therapeutically alike. Contracting for brand name drugs is more difficult because of the scientific reviews needed to gain clinical agreement on therapeutic equivalence of competing drugs. Joint purchasing of brand name drugs is also more difficult due to the significant differences between the VA and DOD health care systems in patient populations; national formularies; and prescribing patterns of providers, some of whom are private physicians."
Date: July 22, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department