Sequestration and the New NET NORM
Spending reductions that started March 1, known as sequestration are set to take effect in Washington and are a precursor to the “New Net Norm”. The $85B in cuts this fiscal year and forecasted larger cuts ($109B) in next year’s budget highlights out year spending's downward trend... .the New Net Norm.
Given this new reality, how do agencies better look at their mission, test alternative budget cutting strategies and quantify the impact on future mission success? Agencies will be held accountable for delivering capabilities and readiness under real fiscal restraints and will continue to fiercely compete for limited resources. The old days of threatening doom and gloom are gone and need to be replaced with a more quantifiable, repeatable and defendable way of strategic resource capacity planning.
The time is now for government to look at how business is being done in their agencies and quickly test ways to improve processes and better manage their current processes and program portfolios under variable resourcing profiles in a low risk environment. For over 25 years ProModel has been providing out of the box COTS and custom technology solutions to the private and public sector enabling rapid, predictive, Course of Action capability around process and project management challenges. We can help immediately. Please contact us at 888-900-3090 or email@example.com and visit our website ProModel for the Government and DoD for some examples of government success stories
More with Less and the
Value of “Simulation”
By: Robert Wedertz,
ProModel Program Manager and SME, US Navy - Retired
A close friend of mine recently sent to me our Chief of Naval Operations’ “Navigation Plan – 2014-2018”. It is a vehicle for our Navy to provide “a vision, tenets, and principles to guide our Navy as we chart a course to remain ready to meet current challenges, build a relevant and capable future force, and enable and s port our Sailors, Civilians, and their families”.
Not surprisingly, the key constraints in implementing the navigation plan are challenges associated with a Continuing Resolution and the onset of Sequestration. Warfighting, forward presence, and readiness cost money. Our military is the better part of 11 years “boots on the deck” in Iraq and Afghanistan, we are redirecting our focus to the Asia-Pacific region, and other parts of the Middle East (Egypt and Syria) are embroiled in pseudo civil wars which may or may not bring about our involvement. Confronting our nation’s challenges on a shoestring budget, coupled with future uncertainty with respect to out-year budget allocations, has confronted our Department of Defense leadership with a conundrum likely unprecedented.
Click here to read more of Robert’s post on the ProModel Blog
ProModel Welcomes Col (Ret) Pat Sullivan
Over the past 28 years, I have served our Nation as a member of the Armed Forces with great pride. I enjoyed being a Soldier, and continually sought ways to grow as a Soldier and leader. And now, I am honored to join the great team at ProModel! I can think of no better professional fit for my background. I am convinced ProModel understands the challenges Army planners and logisticians face…and have an exceptional product and capable team at the ready to solve the toughest problem sets.
As a career logistician, I always sensed we could do just a little bit better with regard to how we supported customers and cared for the entrusted resources available. The issue was often what we referred to as “brute-force” logistics. We continually employed additive techniques to support a system that often prevented us from fully visualizing our process and anticipating the impacts of certain change.
Whether establishing logistics hubs during major exercises in Thailand or building based camps in Iraq during Operations Desert Storm and Iraqi Freedom, I intuitively knew we could apply a more scientific approach. We understood the tenants of supply chain management and even specified “anticipation” as a logistics imperative. However, when I served as a National Guard Battle Command Training Program logistics trainer, I always struggled with how to answer the inevitable question of how do we know our log process works and how can we test the impacts of the anticipated change. You see, we had developed a process for what to anticipate, but we had next to nothing to do figure out what the resulting change would mean to readiness.
Click here to read more of Pat’s post on the ProModel Blog
Featured Customer Success Story
Simulation of Personnel in ARFORGEN to Predict Effects of Structure, Policy, and Demand Changes
The restructuring of the U.S. Army's active component to 45 Brigade Combat Teams (BCT) and 13 Combat Aviation Brigades (CAB), along with the adoption of the ARFORGEN (Army Force Generation) process, have fundamentally changed Army force structure across rank and specialty while also transforming the model and cycle by which units are manned. In order to meet manning requirements for the planned force structure in support of potential conflicts worldwide, the Army must continually reassess the manning processes and policies used to achieve these goals.
The Army refers to the time a Soldier spends deployed overseas in a combat environment as Boots on the Ground time, or BOG. Conversely, the time a Soldier spends between deployments is known as "dwell." This BOG:Dwell ratio is an important, highly visible statistic, that serves as a leading indicator of recruiting, retention, and morale issues for the Army, its Soldiers, and their families. The Army's goal for the BOG:Dwell ratio is 1:2, or 1 year of BOG followed by 2 years of Dwell. In 2009, the VCSA (Vice Chief of Staff of the Army) designated BOG:Dwell analysis as a priority modeling effort because he recognized how much stress was being placed on the force and wanted to know which type of Soldiers were the most stressed.
The Army G1 and West Point conducted an initial study to develop a methodology to measure stress on the force and determine whether the Army can meet stated BOG:Dwell goals. This initial research, focused on Units, found that unit dwell is not a sufficient model for individual Soldier dwell because individual Soldiers typically do not stay with the same unit throughout their careers. As a result of the findings, the VCSA directed the Army G1 to expand the study to estimate the individual dwell statistics by grade for all specialties, thereby producing a decision support tool that provides predictive capabilities to assess the stress on the force as a result of changes in demand, policy and structure.
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