The general history of Ireland

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Published on
Dec 31, 1732
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772
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English
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The Department of Defense (DoD), along with other federal agencies, is striving to improve the effectiveness and efficiency of its civilian workforce and to address impending personnel challenges, such as a significant increase in retirement rates. The Department is evaluating the extent to which a data-driven and Department-wide approach to civilian workforce planning, drawing on lessons learned from workforce planning, can facilitate achievement of these goals. The DoD asked the RAND Corporation to explore how workforce planning and requirements determination are accomplished at specific installations, to identify potential roles for the Office of the Secretary of Defense (OSD) in the planning process, and to identify potential data sources for Department-wide workforce planning. This monograph presents the results of our effort. The research was based on a review of the literature on workforce planning and requirements determination, an analysis of existing data sources, and interviews with individuals involved in workforce-planning activities at the service, agency, and local levels. Workforce planning typically involves four basic steps: forecasting workforce demand, characterizing the projected workforce supply, conducting a gap analysis by comparing supply and demand, and, finally, identifying strategies to address those gaps. Our research shows that while Defense Civilian Personnel Data System (DCPDS) data provide rich information for characterizing workforce supply both DoD-wide and at various organizational levels, no DoD-wide sources of data are available for forecasting workforce demand. Demand analysis involves two important types of data: projections of customer demand and data that allow that demand to be translated into workforce requirements. The most significant barrier to demand analyses for the civilian workforce appears to be a lack of customer-demand projections. Recognizing that additional data collection is costly, the monograph recommends that DoD carefully consider the specific occupations and/or geographic regions that might benefit from a Department-wide (rather than a local) workforce-planning perspective, and focus additional data-gathering and coordination efforts in these areas. This monograph will be of interest to officials responsible for DoD civilian workforce planning, as well as to those responsible for workforce requirements in other government agencies.
The U.S. Air Force asked the RAND Corporation to study capability-based programming. As an initial case study, RAND evaluated the F-15 programmed depot maintenance (PDM) process as it occurs at the Warner Robins (WR) Air Logistics Center (ALC) at Robins Air Force Base in central Georgia. RAND studied the recent history of F-15 PDM at WR, including WR's recent implementation of "lean" approaches. Depot maintenance funding influences capability. Aircraft enter programmed depot maintenance (PDM) on a regular schedule. The level of resources devoted to PDM influences both how much work is done in PDM (i.e., how much more reliable or capable aircraft are after leaving PDM) and the duration of PDM. Other things being equal, one expects a better-funded process to run more quickly (e.g., there are fewer queues within the depot and more spare parts available). In this report, RAND focuses on the issue of PDM speed. When PDM is lengthy, more aircraft are tied up in PDM at any given point in time; fewer aircraft are available to operating commands. It would be desirable to expedite PDM: aircraft would spend a greater fraction of their lives in the possession of operating commands and available for usage, if required. In this report, they present a new methodology to estimate the value of accelerated PDM. For a commercial airline, calculating the value of expedited maintenance is (relatively) straightforward: a commercial airliner is expected to generate a certain amount of profit each day (or hour) it operates. Lost profit forms a benchmark for the value of accelerating commercial airliner PDM. Military aircraft lack such a profit metric. Yet, some valuation of military aircraft in operating command possession is necessary if the Air Force is to assess the desirability of investing resources in expediting PDM (or saving money by slowing PDM). The methodology presented in this report is intended to inform depot-level cost-benefit analysis.
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