The Army Research Laboratory Alternative Organizational and Management Options (1994) / Chapter Skim
Currently Skimming:
APPENDIX D: COST, PERSONNEL, AND CONTRACTING CONSIDERATIONS
APPENDIX D: COST, PERSONNEL, AND CONTRACTING CONSIDERATIONS
Pages 176-222
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 177... ...
This will probably require additional capital investments, which could not be considered here, within the scope of this analysis. Previous Studies A number of previous studies were reviewed to gain insight into what prior studies concluded about the costs of conversion of government research laboratories to either a NIST-type operation or a GOCO-type operation (these two operations would include the ARL Multicenter option since it is a mixture of in-house and contracted-out research)
|
From page 178... ...
o ;^ 5e .e m L,~ Cat V _ Cat U
|
From page 179... ...
No studies were found that would provide information on conversions to an ARL Multicenter option; however, this option is basically a hybrid between the ARL Enhanced and the GOCO ARL option (a mix of in-house research and contracted-out research) , so the information provided for those two options is pertinent to the ARL Mullicenter option.
|
From page 180... ...
Other cost impact conclusions stated in the Office of Secretary of Defense study, based on the individual Service studies, were: Facilities upgrading will require a one-time cost of 30 percent of the total current budget. One-time personnel conversion costs will be higher than the current annual total salary budget, possibly twice as large.
|
From page 181... ...
($ millions) Percentage of Personnel in GOCO Total Budget 780 780 Total Staff 3035 1736 45 S&E 1766 668 38 Technical 504 420 83 Administrative 754 334 44 Clerical 568 214 38 Maintenance 243 100 41 TABLE D-3 Staffing Structure Holding Salary Budget Constant (ARL Study)
|
From page 183... ...
into recurring costs (i.e., annual costs required to operate ARL under each of the alternative management constructs) and conversion costs (i.e., one-time costs of converting from the current ARL management structure to an alternative management structure)
|
From page 185... ...
The process of selecting a contractor is both time-consuming and costly, in terms of manpower required in analyzing and specii ying the requirements, performing independent government cost analyses, analyzing the proposals, and selecting a contractor. Other Conversion Costs (Not Easily Calculated/Measured)
|
From page 186... ...
The time and cost associated with getting Departmental, Office of Personnel Management, Office of Management and Budget, ant] Congressional waivers or approvals, as required to convert to a NIST or a GOCO operation could not be estimated.
|
From page 187... ...
Fragmentary current information was obtained relative to the salaries and operating costs of 13 FFRDCs and more detailed fiscal year 1991 data were obtained for 3 FFRDCs. The latter information was escalated to fiscal year 1993 for comparison purposes.
|
From page 189... ...
v, ~ o - ~ · _I ~ m ~ V, ¢ ~of 00 O. ~ d.
|
From page 190... ...
(257.5) R&D Contracts 61.8 71.6 Total Operating Costs 484.0 353.6 (fiscal year 1993)
|
From page 191... ...
47.4 99.5 146.9 41.5 110.1 140.8 (fiscal year 1993) 128.9 Total Operating Costs (Adjusted)
|
From page 195... ...
After (1991) Salary Deficiency 10.9 percent 6.0 percent Total Cash Deficiency 10.1 percent 6.4 percent Benefits Deficiency $306 $226 Total Compensation Deficiency 7.5 percent 4.7 percent Naval Air Weapons Center, China Lake The China Lake Naval facility is one of the oldest demonstration projects, having converted in 1980 (Naval Air Weapons Center, 1993a; Naval Air Weapons Center, 1993b)
|
From page 196... ...
laboratories than for the other laboratories. The operating costs per FTE for the weapons laboratories (Lawrence Livermore, Los Alamos, and Sandia)
|
From page 197... ...
v, ~ ~ Bolt a ~ ~ at ~ fig o a~ `.
|
From page 199... ...
Termination and other conversion costs were also estimated. The results are summarized in Table D-15.
|
From page 200... ...
cd · o · _1 ·_I - ~ v]
|
From page 204... ...
Assuming that the ARE and the Armv did not want to displace any more people than they had to, the committee assumed a ratio of 80/20 which would give the fiscal year 1997 ARL 3,131 in-house .\ \ total staff which is closer to its original number. In this analysis of options it was assumed that the estimate of total operating costs for fiscal year 1997, $323 million in fiscal year 1993 dollars, remains constant for all options.
|
From page 206... ...
Other Conversion Costs. As mentioned above, the pay differential, facility upgrade, legislative and regulatory change, and disruption costs were not estimated.
|
From page 208... ...
Table D-IS is summary of the estimated staffing levels and conversion costs for the four options which were discussed in the previous subsection. As shown in the table, when the total annual operating budget is held constant for all options, the conversion costs will be greater the farther the option is from having all government personnel at ARL.
|
From page 209... ...
Since there is no eviclence of a Defense R&D organization having been converted from government operation to contract operation, the results of the analysis include significant uncertainties. There is no evidence that the alternative management structures for ARL would be able to complete ARL's mission, or whether or not such structures represent a greater value to the Army.
|
From page 210... ...
Each of these issues was examined for each option and the results are provided in the following paragraphs. Many personnel actions are now permitted under the Federal Employee Pay Comparability Act of 1990 as well as the Civil Service Reform Act of 197S, but are not implemented (Army Laboratory Command, t991~.
|
From page 212... ...
The demonstration project system also provides for bonuses and rewards, all aimed at retention of high performers. The performance appraisal and incentive pay systems are run by the technical managers.
|
From page 213... ...
at a greater cost. a The demonstration project option offers relative economy plus substantial enhancements in the personnel management area.
|
From page 217... ...
1993. DOD Program for stability of civilian e~loymcnt DOD displaced employees information and entitlements pa~blet.
|
From page 218... ...
Series of briefings to the Cost, Personnel, and Contracting panel, Committee on Alternative Futures for the Army Research Laboratory. Albuquerque, New Mexico, July 8, 1993.
|
From page 220... ...
1993. Informal communication from the Director, Employee Compensation and Benefits Division to the Cost, Personnel, and Contracting panel, Committee on Alternative Futures for the Army Research Laboratory.
|
From page 221... ...
1993. Informal communication to Cost, Personnel, and Contracting panel, Committee on Alternative Futures for the Army Research Laboratory.
|
From page 222... ...
1993. Informal communication to the Cost, Personnel, and Contracting panel, Committee on Alternative Futures for the Army Research Laboratory.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.