来源类型 | Research Reports
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规范类型 | 报告
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DOI | https://doi.org/10.7249/RR1175
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ISBN | 9780833094292
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来源ID | RR-1175-OSD
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| Sustaining Service Members and Their Families: Exploring Opportunities for Efficiency and Joint Provision of Services Using Nonappropriated Funds |
| Kathryn Connor; Carra S. Sims; Rianne Laureijs; Jaime L. Hastings; Kristin Van Abel; Kayla M. Williams; Michael Schwille
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发表日期 | 2016
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出版年 | 2016
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页码 | 124
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语种 | 英语
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结论 |
RAND Focused on Two Program Areas for Study- The U.S. Department of Defense (DoD) task force explored options to consolidate administrative operations performed with congressionally nonappropriated funding (NAF).
- Of the areas the task force considered, RAND focused on two: accounting and employee benefits.
NAF Accounting Processes - Each of the military services independently conducts NAF accounting functions; these include payroll; accounts payable and receivable; financial management; and more. Each function is accomplished using a variety of accounting systems. Based on this, three possible courses of action (COAs) were developed.
- COA 1 would allow military services to retain independent accounting and systems while adopting the same standard general ledger (SGL).
- COA 2 would call for an SGL and uniform accounting structures, but also for standard core feeder and financial systems — though they would maintain separate databases.
- COA 3 would build on COA 2, standardizing all accounting and cost-center structures, as well as the core feeder and financial systems. All services except the U.S. Marine Corps would select one core financial service provider, although there would be no change to field personnel or ownership of financials/programs.
- All alternatives show some level of potential savings. COA 3 provides the largest potential savings if the military services are able to agree on a single set of requirements.
NAF Employee Benefits Processes - Most task force recommendations given to the research team focused on improving communication and collaboration among the services. However, few of the recommendations would result in large budgetary savings.
- Costs for collaboration and standardization proved to be most expensive of the three categories assessed.
- Implementation and coordination included personnel time for achieving portability and for process and procedure education and training development and implementation.
- Information technology and systems collaboration included creation of a collaborative mechanism and website as well as system integration, but not specific hardware and software requirements.
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摘要 |
- Regardless of what steps are taken to consolidate activities, a measured approach will need to be taken to achieve positive results. RAND researchers applied an eight-point framework for successful change.
- Recognize the need for change. DoD leaders should make a concerted effort to convince service decisionmakers of the need for change, and/or collect data to determine whether change is needed.
- Provide a plan. OSD leadership will be instrumental in working with the military services to create a plan that is both actionable and realistic in its desired end state and that appropriately builds on the end states.
- Overcome internal resistance. Without a widespread recognition of the need for change, simple bureaucratic inertia will slow — if not stop — any movement to change.
- Ensure top management support and commitment. A top-level individual must become the champion for the cause for change from within, particularly to facilitate for the NAF employee benefits domain, but also to continue to facilitate for the NAF accounting domain beyond the SGL.
- Provide resources. Resources are always important in effecting change but they are particularly so when there is no strong sense of a need for change. Centralized funding and facilitation will improve momentum and allow individual military services to consider options that may cost more in the short term but provide long-term savings across the military services.
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主题 | Change Management
; Defense Health Agency
; Military Budgets and Defense Spending
; Military Families
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URL | https://www.rand.org/pubs/research_reports/RR1175.html
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来源智库 | RAND Corporation (United States)
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引用统计 |
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资源类型 | 智库出版物
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条目标识符 | http://119.78.100.153/handle/2XGU8XDN/108234
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推荐引用方式 GB/T 7714 |
Kathryn Connor,Carra S. Sims,Rianne Laureijs,et al. Sustaining Service Members and Their Families: Exploring Opportunities for Efficiency and Joint Provision of Services Using Nonappropriated Funds. 2016.
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