featured project Archive
We are working with the Office of Management and Budget to develop and validate a standard accounting classification structure for all government agencies to aid in the collection, interpretation, and reporting of financial information at the agency, department, and executive branch levels.
We are working with the Office of Management and Budget to develop and validate a standard accounting classification structure for all government agencies to aid in the collection, interpretation, and reporting of financial information at the agency, department, and executive branch levels.
We are working with the Office of Management and Budget to develop and validate a standard accounting classification structure for all government agencies to aid in the collection, interpretation, and reporting of financial information at the agency, department, and executive branch levels.
The Strategic Planning Guidance emphasizes continuing to build on Department of Defense capability-based planning and management efforts. Joint capability portfolio management (CPM) has become the means for following this guidance. CPM restructures development and resourcing of current and new capabilities, and their alignment to meet future warfighter needs.
The Strategic Planning Guidance emphasizes continuing to build on Department of Defense capability-based planning and management efforts. Joint capability portfolio management (CPM) has become the means for following this guidance. CPM restructures development and resourcing of current and new capabilities, and their alignment to meet future warfighter needs.
Standardization is a key requirement for increasing weapon system and operational interoperability, reducing the total cost of ownership, and enhancing readiness sustainment. LMI helped the Defense Standardization Program Office move toward achieving these objectives, creating a significant body of processes, products, and services for use by warfighters and the acquisition and logistics communities.
Senior materiel managers in the Department of Defense (DoD) oversee the largest supply chains in the world. The diverse sources of supply, customer locations, storage activities, and transportations channels, as well as the multitude of systems managing these entities, pose a major challenge to monitoring performance and cost.
Recognizing that government has a responsibility to use timely, reliable, and comprehensive financial information when making decisions, Congress mandated reform by enacting the Chief Financial Officers Act of 1990. This act lays the foundation for comprehensive reform of federal financial management—establishing a leadership structure, requiring audited financial statements, and strengthening accountability reporting.
Recognizing that government has a responsibility to use timely, reliable, and comprehensive financial information when making decisions, Congress mandated reform by enacting the Chief Financial Officers Act of 1990. This act lays the foundation for comprehensive reform of federal financial management—establishing a leadership structure, requiring audited financial statements, and strengthening accountability reporting.
LMI is a strategic partner with the Department of Homeland Security in standing up the BioWatch Systems Program Office. BioWatch, an early warning system to detect the airborne release of biological agents, is a 24/7 operational ability to detect, mitigate, respond to, and recover from a bioterrorist event.
Since 2004, LMI has worked with the Joint Staff and Navy to explore ways to improve Seabasing, the movement of traditionally land-based functions to ships at least 25 miles from shore. Seabasing accelerates the deployment and re-supply of troops and increases the Navy’s and other joint force’s operational flexibility. As the Joint Force Commander engages in major combat operations, performs counter-intelligence, and provides humanitarian assistance, the sea base will operate independently of vulnerable in-theater ports, save troops from relying on land bases thousands of miles away, and improve force protection by keeping materiel away from the shore and out of harm’s way.
A recognized leader in force projection and mobility issues, LMI continues to play a crucial role in shaping and implementing future programs—ensuring that our military can respond to any and all upcoming threats. We are a long-term partner with the Army power projection community, and our analysis in support of the development and implementation of the Army Strategic Mobility Program and the Army Power Projection Program has broken new ground.
LMI helps decision makers in the Department of Defense and civil agencies answer this question through accurate, practical cost-estimating techniques and analysis expertise. Our wealth of program experience, subject-matter expertise, and an immense variety of value-added analysis techniques distinguish us from those who rely on black box or generic cost-estimating tools. We can use off-the-shelf cost models and will apply them when called for, but we don’t allow the absence of a ready-made solution hamper our analysis. We have created unique models and methods, customized to the job at hand.
The Under Secretary of Defense for Acquisition, Technology and Logistics, USD(AT&L)—the DoD Corrosion Executive—sought ways to fight the corrosion that costs DoD up to $20 billion annually and impedes performance, hinders readiness, and detracts from safety. To quantify improvements in preventing corrosion and to begin the process of expanding a mitigation strategy, USD(AT&L) first needed to capture corrosion cost information.
As part of an ongoing series of manpower allocation and alignment analyses, known as the flagpole studies, LMI provided two innovative costsaving assessments for the Navy. In the first, we assessed the Navy’s total cost of ownership and most efficient way to maintain the C-130 combat cargo capability. We provided options for reducing manpower while maintaining operational readiness and potentially saving $19 million.
September 11 highlighted our homeland’s vulnerability, prompting DoD to closely examine the threats, risks, and weaknesses of its sensitive weapons and munitions—all highly valued terrorist targets. Recognizing that munitions can be vulnerable during the distribution cycle, we developed a plan for strengthening DoD’s global processes for distributing arms, ammunition, and explosives, including capabilities to respond to a terrorist attack or other serious incidents.
Corrosion costs DoD up to $20 billion annually and significantly hinders readiness by degrading weapon systems, equipment, and infrastructure. For example, corrosion-related faults degraded all of the Army’s force modernization helicopters, caused approximately half of all maintenance requirements on the Air Force’s KC-135 aircraft, and provided extensive topside damage to Navy ships returning from Middle East deployments.
The demand for air travel is outpacing the capacity of our nation’s air transportation system. In 2004, Congress created the Joint Planning and Development Office to research how to build the next generation air transportation system. The JPDO consists of representatives from the Departments of Commerce, Defense, Homeland Security, and Transportation; National Aeronautics and Space Administration; Federal Aviation Administration; and White House Office of Science and Technology Policy.
To ensure the most cost-effective matching of personnel resources to operational requirements, Congress required the Department of State to develop an analytical basis for determining domestic workforce requirements. To help, we developed a model to quantify the current domestic demand for human resources, estimate future demand on the basis of workload trends, and document current and projected workforce requirements for use in resource planning.
The Federal Emergency Management Agency’s (FEMA’s) 2005 experience with Hurricanes Katrina and Rita revealed a critical need to improve its access to the commercial services and supplies needed for response and recovery. In preparation for the 2006 hurricane season, the Department of Homeland Security (DHS) and FEMA assembled an acquisition and program support services team of four firms to help them quickly mobilize commercial response and recovery resources.
Long-term peace and security in Iraq depend on a stable, self sufficient Iraqi security force (ISF). U.S. and coalition efforts thus far have emphasized operational units and equipment, with less attention on logistics. The ISF lacks established budgeting, planning, procurement, and financial processes and systems that can fulfill current and future operational requirements for logistics support. Without this infrastructure, the ISF can operate effectively only with the support of U.S. logistics elements.
Since 1995, Department of Defense financial management has been designated as high risk. Its financial accounting systems and processes are unreliable, sometimes irrelevant, and slow. Over the years, “GAO and DoD auditors … have made hundreds of recommendations to help resolve these weaknesses.” A report by the DoD Inspector General found that it couldn’t account for over $1 trillion in spending. Comptroller General David M. Walker recently said, “DoD has bad systems [and] bad processes, but good people.”
Enterprise resource planning (ERP) systems integrate data throughout the organization, speeding up processes, improving communication, supporting better decisions, reducing costs, and eventually satisfying customers. But like all modern-day panaceas, ERP has its challenges.
To allow the military to more rapidly respond to conflicts, DoD has increased its reliance on prepositioned stocks of military equipment and supplies stored on land and at sea. Immediately deployed troops draw on prepositioned equipment and supplies to move quickly into combat as was done with Operation Iraqi Freedom.
The military health system—a $33 billion-per-year business that provides medical care to 9.2 million beneficiaries and represents more than 8 percent of the annual defense budget—sought to improve its effectiveness while controlling its escalating costs. In response, we assisted government teams in rapidly assessing the system and recommending ways to reduce costs without compromising quality and patient access.
LMI, at the behest of the Department of Energy, identified the main causes of the $2.6 billion cost overrun and 4-year schedule delay in the construction of the Hanford Waste Treatment and Immobilization Plant Project—a major national priority to clean up longstanding nuclear waste materials and the second largest public works project in the United States.
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TRANSFORMING NOAA’S LONG-TERM PLANNING PROCESSES
IMPROVING NAVAL PUBLIC AFFAIRS EFFECTIVENESS
KEEPING MILITARY MUNITIONS SAFE
