Intelligence Espionage

Cost-Benefit Analysis of the 2006 Air Force Materiel Command by Michael R. Thirtle, Michael Boito, Ian P. Cook, Bernard Fox,

By Michael R. Thirtle, Michael Boito, Ian P. Cook, Bernard Fox, Phyllis Gilmore

Overdue in 1996, the Air strength enlisted RAND's support to answer inquiries from Congress concerning the results of a selected Air strength inspiration to consolidate and divest a part of Eglin Air strength Base's try out and review features. The research chanced on components of economic advantage within the suggestion but in addition components that will not be reasonable. The authors spotlight components of chance for Air strength attention ahead of implementation.

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Extra info for Cost-Benefit Analysis of the 2006 Air Force Materiel Command Test and Evaluation Proposal

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The RAND analysis partially rejects the AFMC plan, as explained further elsewhere in this chapter. AFMC’s savings appear to be overstated. RAND calculations are based on a 30percent reduction of support staff as a combined operation, as opposed to AFMC’s 40-percent reduction. 3 This involves moving not only the 46th Test Wing FHP but also all the associated maintenance functions, as we will discuss later. Maintenance is discussed later in this chapter. The 46th Test Wing FHP includes the following primary aircraft authorization (PAA)4: • Seven F-15s.

In other cases, there was significant uncertainty about the validity of data: (1) Some customers appear to have assumed worst-case cost scenarios that required an entire rebuild of capital infrastructure (when other, more cost-effective solutions may have been available), and/or (2) customers projected large costs in the FY 2012–2013 time frame, beyond the FYDP of the AFMC proposal. In the latter instance, we question the inability of a customer to readjust its scheduling to another facility or range if it were given five to six years (starting in 2007) to do so.

Throughout the project, RAND actively engaged stakeholders across DoD to ensure that the data collected for the project represented the most accurate information available. Hundreds of contacts were made, via telephone calls, emails, site visits, and video teleconferences, to ensure that we had the very best data to consider for this work. 5 In many cases, test organizations provided updated inputs up to the final stages of preparing this document. A key objective of this research process was to ensure that all the stakeholders were aware of the data that we were collecting—the data were openly shared with personnel from the Air Force, Navy, Army, and OSD to ensure that all were using the same data for their analyses and as the basis of their conclusions.

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