Browse Ideas with tag 'dod':

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  Consolidate and professionalize intelligence and research

  Intelligence is a mess, tugged in different directions by DNI, DoD, DHS, CIA, etc. and the core discipline of rationally analyzing information gets corroded by the various mission cultures of other organizations with whom existing intel agencies are affiliated. 1. Simply abolish DHS. It is wasteful, redundant, and ill-conceived. 2. Replace Clapper and transform DNI into a cabinet-level Secretary overseeing the Department ...more »

  Intelligence is a mess, tugged in different directions by DNI, DoD, DHS, CIA, etc. and the core discipline of rationally analyzing information gets corroded by the various mission cultures of other organizations with whom existing intel agencies are affiliated.

  1. Simply abolish DHS. It is wasteful, redundant, and ill-conceived.

  2. Replace Clapper and transform DNI into a cabinet-level Secretary overseeing the Department of Intelligence and Information, SECI2, serving both military and civilian partners. (Many intel agencies already have this dual function, so it's not much of a stretch.)

  3. Reorganize intel agencies (and select research agencies) into discipline-based branches. For example, consolidate all GEOINT analytical and technical personnel in a GI Branch of DII, and eliminate all redundant support personnel. Instant budget savings. Other potential branches would be HUMINT (primarily CIA legacy), Medical & Biological (CDC and others), Economic, Cultural, etc.

  The concentration of analytical types altogether in one Department will create a culture that would drastically improve the quality of our intelligence, both for defense and civilian purposes.

  4. Having dissolved NGA, use their gigantic new HQ (the third largest federal building in the US, for some reason) in Virginia as the seat for SECI2 and his/her branch Under Secretaries.

  5. The National Research Council has already suggested focusing on raw cognitive ability in personnel decisions related to intel analysis, rather than the traditional credentialing and experience criteria. This same standard should be applied to the support, admin, and management of DII, to foster a culture that values accurate, honest, rational intelligence analysis, and to weed out cognitive issues that lead to ineffectiveness and inefficiency. The current generation of IC personnel in these non-analytical positions (who tend to have a Defense culture background) should be transitioned to non-intel civilian DoD jobs or simply let go to save money.

  6. For military analysts, DoD should partner with DII, DoD being responsible for combat training and other, basic personnel issues, but DII managing all intel-related education and standards.

  7. Rather than dividing missions into military/defense vs. civilian (which would maintain agonistic cultural and political biases that have nothing to do with rational analysis) missions should be defined as long-term research vs. crisis operations, both combat support and disaster relief falling into the latter category.

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  Fund DCAA to Catch Up on Incurred Costs

  DCAA is presently between four and seven years behind on completing incurred cost audits. Through these audits, the government is able to recoup costs that were inappropriately billed to government contracts. By waiting for such a long period, the ability to recoup these costs decreases substantially. Many of the smaller contractors can over-bill, knowing that it will take DCAA four years to figure it out, and by that ...more »

  DCAA is presently between four and seven years behind on completing incurred cost audits. Through these audits, the government is able to recoup costs that were inappropriately billed to government contracts. By waiting for such a long period, the ability to recoup these costs decreases substantially. Many of the smaller contractors can over-bill, knowing that it will take DCAA four years to figure it out, and by that time, the small contractor's out of business and it's impossible to get any money back.

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  Contracting Data Integrity

  The DoD contracting Database of record is the antiquated MOCAS system. The system was supposed to be replaced in the 90s, but competing requirements between the Services hampered progress. At this point, the system has no serious DoD advocate and is now accessed and updated by a kluge of different front ends developed by different organizations with different processes that results in significant data integrity issues. ...more »

  The DoD contracting Database of record is the antiquated MOCAS system. The system was supposed to be replaced in the 90s, but competing requirements between the Services hampered progress. At this point, the system has no serious DoD advocate and is now accessed and updated by a kluge of different front ends developed by different organizations with different processes that results in significant data integrity issues. By the time a contract is sent to the Defense Contract Management Agency for administration, approx 2/3 of them have data integrity issues that need manual updating. Currently, that effort takes 15 to 20% of my organization's productive work hours. I expect it is similar across the entire Agency. Even if the whole system cannot be upgraded, some investment in data integrity (especially in DLA) would increase efficiency (or save money) and reduce the frustration within the workforce.

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  Save $30 Million by Closing Small Transportation Offices in DoD

  About 50% of all freight Transportation Offices in the Department of Defense (about 341) process fewer than 2,400 shipments per year. The largest DoD Transportation Office processes this many shipments in less than 8 hours. These small volume Transportation Offices typically have 1-2 people working in them. By having 1 or more centralized Transportation Offices process shipping documents for these small facilites, ...more »

  About 50% of all freight Transportation Offices in the Department of Defense (about 341) process fewer than 2,400 shipments per year. The largest DoD Transportation Office processes this many shipments in less than 8 hours. These small volume Transportation Offices typically have 1-2 people working in them. By having 1 or more centralized Transportation Offices process shipping documents for these small facilites, greater economies of scale can be achieved. The Defense Logistics Agency (DLA), the Defense Contract Management Agency (DCMA), and the NAVSUP Logistics Operations Center already provide this type of remote transportation support, so this is not a new process. Defense Finance and Accounting Service (DFAS) processing costs would also be reduced due to the consolidation of billing accounts and the aggregation of transactions with the same Line of Accounting. About 270-330 jobs could be eliminated with an annual savings of about $30 million in just personnel costs. This same concept could be expanded to non-DoD Federal Agencies as well.

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  ELIMINATE AFFIRMATIVE ACTION

  I propose to eliminate any and all activities, positions, etc., that fall under the umbrella of Affirmative Action. Affirmative Action is an atiquated and racist program that recruits, hires, and promotes according to race, sexual preference, gender, etc. The government is in dire need of placing the right people in the right positions by evaluating and basing decisions on qualifications and performance. This will greatly ...more »

  I propose to eliminate any and all activities, positions, etc., that fall under the umbrella of Affirmative Action. Affirmative Action is an atiquated and racist program that recruits, hires, and promotes according to race, sexual preference, gender, etc. The government is in dire need of placing the right people in the right positions by evaluating and basing decisions on qualifications and performance. This will greatly increase productivity, eliminate wasteful spending in MANY areas, and help to eliminate racism.

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  Contract Type

  Provide leadership and policy to better promote and enforce the use of Firm Fixed Price Incentive contract types whenever applicable.

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  Cut DOD Budget by 10%

  Save $67.1 billion through a 10% cut of the proposed 2012 defense budget of $671 billion. Anyone who has ever wokred with the military or deployed wiht them has seen the kind of waste that goes on at DOD - specially designed equipment like wrenches and toilet seats when off-the-shelf items will do; wasteful spending of large budgets put in the hands of very junior people, mission creep programs where DOD has started ...more »

  Save $67.1 billion through a 10% cut of the proposed 2012 defense budget of $671 billion. Anyone who has ever wokred with the military or deployed wiht them has seen the kind of waste that goes on at DOD - specially designed equipment like wrenches and toilet seats when off-the-shelf items will do; wasteful spending of large budgets put in the hands of very junior people, mission creep programs where DOD has started doing things outside it's mandate that fall under the mandate of other agences, etc. Instead of treating this HUGE section of the budget as untouchable sacred funds that be maintained at current levels, each expense should have to be justified on its own merits with the operating assumption that there is lots of waste / fat that can be trimmed. The burden of proof should be in DOD to prove there ISN'T waste (but we all know there is.)

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  Hardship transfers ought to be opened between all agencies

  If an individual has to move to a different location because of a spouse's job or due to military service change of stations, caring for a sick family member, etc. Why not make it an option for that individual to be able to be considered by other federal agencies? This would open up a lot of new posibilities!

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  Get DOD Out of the Development Business

  The Department of Defense (DOD) has massive amounts of funding that is being used for development activities in Afghanistan, Iraq, Africa and no doubt other regions. DOD is not a development agency; this is not what they know how to do. DOD does not do development very well, and they focus on operational concerns rather than sustainable development. Other agencies, like USAID, are experts in development, but do not ...more »

  The Department of Defense (DOD) has massive amounts of funding that is being used for development activities in Afghanistan, Iraq, Africa and no doubt other regions. DOD is not a development agency; this is not what they know how to do. DOD does not do development very well, and they focus on operational concerns rather than sustainable development. Other agencies, like USAID, are experts in development, but do not have even a fraction of the funding for their own, better-thought- out and coordinated programs. The solution: Cut the development project funding from DOD's budget and give the money to USAID, the Department of State, and other agencies with development expertise to fund their development programs so that the U.S. Government's devleopment activities can best achieve their goals. Let DOD stick to what it does best - fighting the current wars and keeping the fighting forces ready for future war fighting.

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  End Single Source contract for KBR with DOD

  This contract should be competed like any other. KBR is raking in the dough at USG expense, and there are cheaper, equally secure options. KBR rates are crazy expensive. They have no/no motive to lower their costs since there is no/no competition for their sole-source contract with DOD.

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  Stop Double Pay to Microsoft

  We buy computers from Dell. Each computer comes with a license from Microsoft. (Sticker with license key) We then buy an Enterprise license to install Windows (any version) on that computer. Dell sells computers without Windows. We can buy our computers without Microsoft licenses, and then install our Enterprise software. (Volume Licensing) We never use the preinstalled version, and we never use the license key we pay ...more »

  We buy computers from Dell. Each computer comes with a license from Microsoft. (Sticker with license key) We then buy an Enterprise license to install Windows (any version) on that computer. Dell sells computers without Windows. We can buy our computers without Microsoft licenses, and then install our Enterprise software. (Volume Licensing)

  We never use the preinstalled version, and we never use the license key we pay for that comes with the computer. Currently, Microsoft gets payment for two copies of Windows for every computer we purchase.

  We can save millions across the government.

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  Quickest path to Congressional Budget Resolution

  I'm presuming the reason the White House is offering this campaign in the Spring instead of the usual Fall season is to find some quick savings to placate Congress and avoid more delays in the Budget approval. To this I suggest the Pres. declare a Special Session of Congress specifically to deal with the budget. For a lengthy background/reasoning, see below. The Constitution (II:3:2) gives the president the power to ...more »

  I'm presuming the reason the White House is offering this campaign in the Spring instead of the usual Fall season is to find some quick savings to placate Congress and avoid more delays in the Budget approval. To this I suggest the Pres. declare a Special Session of Congress specifically to deal with the budget. For a lengthy background/reasoning, see below.

  The Constitution (II:3:2) gives the president the power to convene/adjourn Congress on extraordinary occassions, even implies the power of a Congressional "lock-in" if necessary. DoD Secretary Robert Gates called the budget delays a crisis while Joint Chief of Staff Michael Mullen called the federal debt the "single biggest threat to our national security" which suggests extraordinary measures are justified to provide for the common defense, domestic tranquility and general welfare. The president could give Congress a mandated net savings for x #/% over x # of years during this special session (I suggest a 10% reduction per year over 5 years as an example). The longer the session, the longer Congress can't leave D. C. or do fundraising creating incentives for a speedy budget process. The "winners" can claim victory, "losers" can blame the president, the president can appeal to the public good, and everyone can breathe easier on averting financial disaster while condemning individual parts.

  Can Congress generate quickly the needed savings in a $3T budget? Yes, especially if the Instant Runoff Voting was combined with various reports policy suggestions created in response to the Fiscal Commission's "Moment of Truth". I don't/can't agree/verify with all of them (and please only vote/discuss on the above merits to stay on target) but they suggest some large savings that should be considered:

  Sen. Schakowsky plan cites a GAO study that $99B were made in 2009 toward improper payments and $77B+ was spent in a tax policy encouraging highly-leveraged financing which helped contribute to the current economic crisis.

  PIRG/NTU cite CBO study that cutting agriculture subsidies would save $35B+, Joint Committee on Taxation for cutting Ethanol Subsidies $22B+; Defense Aquisition Panel reforms $135B+; GAO on obsolete DoD parts $184B; OMB on surplus buildings for $24B; CBO studies on Medicare reforms $32B; Multiple committees on reducing Nuclear Aresnal for $56B; etc.

  Sen. Domenici suggests a carbon tax and a sugar tax while pointing out tax expenditures have cost over $1T in 2010.

  The GAO estimates a $290B tax gap in high risk series. In it's report on duplication estimates potential annual savings of $15-20B in consolidating government servers and the government spent $170B on non-competitive contracts in 2009.

  The Competitive Enterprise Institute estimates regulatory costs exceed $1T a year that could otherwise generate tax revenue not to mention hemp legalization which could alleviate oil imports.

  This tactic may be heavy handed but only one person (i. e. the president) can enforce a singular/holistic vision to balance the budget. While this may be too polical for this idea campaign or violate the Hatch Act, I believe this may achieve the implied goals.

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  Proposed SAVE Award Focused Campaign: Fuel Efficiency Measures

  BACKGROUND: The Department of Defense is examining its energy demands and is taking action to reduce fuel demand where it will not negatively affect operational capability. Such efforts will reduce DoD fuel costs and assist wider U.S. Government energy security and environmental objectives. The Air Force is the largest user of energy in the Department of Defense and aviation operations account for 84% of that energy ...more »

  BACKGROUND:

  The Department of Defense is examining its energy demands and is taking action to reduce fuel demand where it will not negatively affect operational capability. Such efforts will reduce DoD fuel costs and assist wider U.S. Government energy security and environmental objectives.

  The Air Force is the largest user of energy in the Department of Defense and aviation operations account for 84% of that energy usage. Of that, over half is attributable to air mobility operations, and significant actions are underway now to mitigate the impact of increasing fuel costs.

  Many other initiatives are out there, and DoD Components must continuously strive to capture and capitalize on innovation and cost saving methods across the enterprise.

  SUGGESTION:

  Recommend SAVE Award run a focused campaign to harvest aviation fuel efficiency initiatives from DoD components, with specific email invite to the US Air Force military and civilian population.

  BENEFITS:

  -Creates tangible link between current DoD, USAF initiatives and POTUS interest

  -Harvest innovation from sources associated with fuels

  -Recognizes major contributors to the process

  -Increases awareness of need to reduce fuel demand across DoD

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  Improve the Effectiveness of DoD Incentive Programs

  CURRENT PROCESS: In accordance with 5 CFR 451, Department of Defense Components facilitates innovation through a number of incentive programs designed to recognize submitters for their suggestions which improve the efficiency, economy, and effectiveness of the DoD and federal government operations. To name a few, the US Navy operates the “MILCAP Program”, the US Army and the US Marines manage individual “Incentive ...more »

  CURRENT PROCESS:

  In accordance with 5 CFR 451, Department of Defense Components facilitates innovation through a number of incentive programs designed to recognize submitters for their suggestions which improve the efficiency, economy, and effectiveness of the DoD and federal government operations. To name a few, the US Navy operates the “MILCAP Program”, the US Army and the US Marines manage individual “Incentive Awards Programs”, the US Air Force oversees the “IDEA Program”, and DFAS maintains the “Bright Ideas Suggestion Program”. Prescribed regulations provide a formal structure for personnel to channel their practical suggestions to reduce costs and improve productivity directly to functional management and approving authorities. These regulations also designate the use of monetary, non-monetary and honorary incentive awards as means of incentivizing both military and civilian employees through the programs.

  Each program establishes submission qualification criteria and guidelines for acceptance into the process. Provided there is adequate content, some idea submissions “make the cut” and move to the evaluation phase. Other submissions are returned to the submitter IAW program directives, such as those which lack justifying information, aren’t in proper format, or those which require an alternate vehicle to transmit.

  Sometimes these “front-end” screening processes are so stringent, or written policy is so convoluted and left open to the interpretation of program managers, that a great number of valuable ideas are screened out entirely and turned back to the submitter with a negative response. Compounded with potentially eliminating worthwhile ideas is the human emotions factor when an employee, who took time to research and submit, is taken aback by a message stating their idea is not eligible or accepted into the process. Often they misconstrue the communication to mean their idea was unwelcomed, invaluable, or disapproved, and go no further in their pursuit to improve the government.

  Bottom line, unintended barriers to innovation in DoD incentive program policy reduces DoD’s ability to capitalize on the creative efforts of their employees.

  PROPOSED PROCESS:

  Improve the Effectiveness of DoD Incentive Programs by:

  1) Removing unintended barriers to innovation in DoD incentive program policy

  --Review DoD and Component incentive program guidelines for convoluted language

  --Provide clarity in program directives

  --Loosen/broaden submission qualification criterion

  --Eliminate Component-uniques qualification criterion

  --Ensure equity across DoD Component programs

  2) Enhancing DoD’s ability to capitalize on the creative efforts of their employees

  --Facilitate innovation rather than “dis-incentivizing”

  --Help employees develop ideas that were turned back in the process for add’l information

  --Share “good ideas” with other stake-holder DoD Components

  --Identify special reserve of funds to quickly fund innovative ideas

  --Audit approved submissions to ensure EVERY idea was implemented and the submitter recognized

  BENFITS AND SAVINGS:

  Although there is no direct link to tangible savings, improving the effectiveness of DoD Incentive Programs by removing unintended barriers to innovation in program policy and enhancing DoD’s ability to capitalize on the creative efforts of their employees will produces many intangible benefits from ideas approved through incentive programs:

  --Increases employee awareness of their continuous role in contributing to resource savings

  --Improves morale through a working process that facilitates innovation and gives recognition where due

  --Encourages greater incentive program participation

  --Captures fresh ideas from persons closest to the process

  --Reduces “innovation-killers”

  --Improves efficiency, increases output, enhances productivity

  --Enhances mission capability

  --Provides initiatives for replication producing wider benefit

  --Simplifies or improves operations, procedures, operating methods

  --Saves time, eliminates waste, saves materials

  --Promotes health, increases safety,

  TERMS:

  DFAS: Defense Finance and Accounting Service

  DoD: Department of Defense

  IAW: In accordance with

  IDEA: Innovative Development through Employee Awareness Program

  MILCAP: Military Cash Awards Program

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  BRAC Process for Weapon Systems

  Given the urgent need to cut the budget and the extreme political sensitivity of any proposal to cut major DoD programs, perhaps a workable process could be created that would parallel the BRAC process for base closure using an impartial, independent review panel to assess major weapon systems for possible cancellation. Simply reducing the number of units purchased rarely results in the anticipated savings due to overhead ...more »

  Given the urgent need to cut the budget and the extreme political sensitivity of any proposal to cut major DoD programs, perhaps a workable process could be created that would parallel the BRAC process for base closure using an impartial, independent review panel to assess major weapon systems for possible cancellation. Simply reducing the number of units purchased rarely results in the anticipated savings due to overhead costs which can only be cut at the root.

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  Eliminate military air support to Congress

  While members of Congress need to see military operations up colse and personal, there is far too much reliance on military aircraft to transport, not just members of Congress, but their staffs. The military rolls out the red carpet for all Congressional staffers and goes above and beyond for actual members, to include support for their families (I have been a military escort to numerous members and have been asked to ...more »

  While members of Congress need to see military operations up colse and personal, there is far too much reliance on military aircraft to transport, not just members of Congress, but their staffs. The military rolls out the red carpet for all Congressional staffers and goes above and beyond for actual members, to include support for their families (I have been a military escort to numerous members and have been asked to provide transportation to the Mall or the beach, etc. for wives and children of Members). There needs to be ethics rules in place or reimbursment required for any Congressional or staffer travel or support outside a warzone.

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