Suchergebnisse

A letter report issued by the General Accounting Office with an abstract that begins "Each year, the U.S. Army spends about $3 billion on depot-level maintenance and repair work for weapons systems and other equipment. However, because its data gathering and reporting processes have been limited, the Army historically has been unable to fully identify how much depotlevel maintenance takes place outside its five public depots. As a result, it has not been able to determine with precision how well it was meeting statutory requirements to limit contracted depot-level maintenance work to 50 percent of the program budget. In the House report on the Fiscal Year 2001 Defense Authorization Act, Congress directed the Army to report on the proliferation of depot-level maintenance work at nondepot facilities and asked GAO to review that report. GAO examined the extent to which (1) the Army's report identifies the amount of depot-level maintenance work done outside public depots; (2) the Army can account for its depot-level maintenance workload, as required by statute; and (3) the corrective actions in the report are likely to address the proliferation issue and enhance the Army's reporting."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO reviewed the Army's report on the proliferation of depot maintenance-type activities at non-depot facilities for completeness and adequacy, focusing on the: (1) the total amount of depot maintenance-type work conducted at local maintenance facilities and the cost efficiency of such work in view of the Army's overall requirements; and (2) plans for consolidating fragmented maintenance operations."

A letter report issued by the General Accounting Office with an abstract that begins "The Army's five maintenance depots produced work valued at $1.5 billion in fiscal year 2002, with the remaining 49 percent of the Army's depot work performed by contractors. GAO was asked to assess (1) the trends in and the reliability of depot workload projections; (2) whether workloads are sufficient for efficient depot operations, initiatives are under way to improve efficiency, and additional workloads are possible; (3) whether the Army has identified depots' core capability and provided workload to support that capability; and (4) whether the Army has a long-range plan for a viable, efficient depot system."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO provided information on the financial operations of the Air Force depot maintenance activity group, focusing on the: (1) Air Force depot maintenance activity group's price increase between fiscal year (FY) 1994 and FY 1999 and the primary reasons for it; (2) activity group's financial losses during FY 1994 through FY 1998 and the primary reasons for them; and (3) Air Force's methods for recovering these losses."

A letter report issued by the General Accounting Office with an abstract that begins "Under 10 U.S.C. 2466, not more than 50 percent of each military department's annual depot maintenance funding can be used for work done by private-sector contractors. The Department of Defense (DOD) also must submit two reports to the Congress annually on the division of depot maintenance funding between the public and private sectors--one about the percentage of funds spent in the previous 2 fiscal years (prior-years report) and one about the current and 4 succeeding fiscal years (future-years report). As required, GAO reviewed the two DOD reports submitted in early 2003 and is, with this report, submitting its views to the Congress on whether (1) the military services met the so-called "50-50 requirement" for fiscal years 2001-2 and (2) the projections for fiscal years 2003-7 are reasonable estimates. GAO also identified opportunities to improve the reporting process."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a legislative requirement, GAO provided information on the financial and management issues related to the depot maintenance activity group of the Air Force Working Capital Fund."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a legislative requirement, GAO provided information on the Department of Defense's (DOD) distribution of depot maintenance workloads, focusing on: (1) DOD's compliance with the percentage requirement in 10 U.S.C. 2466; (2) comparing the results of DOD's recent report of fiscal year (FY) 1998 workload with prior years' reports; (3) the continuing weaknesses in the accuracy, completeness, and consistency of reported data; and (4) improvements in DOD's guidance, data collection processes, oversight, and opportunities to further improve the quality of future reports."

The relationship between expenditures and readiness level is a topic of interest to military senior leaders, defense resource planners, and the American taxpayer alike. Senior leaders within the Air Force (AF) justify increased defense budgets by pointing to the potential adverse effects that decreased funding could have on military readiness. Resource planners within the AF are then tasked with the responsibility of ensuring that budgets are allocated most effectively to maximize the AF's ability to project airpower across a variety of contingency operations. This thesis investigates the relationship between budgets and readiness by examining the relationship between depot level funding and hours of aircraft downtime spent at the depot. Funding is analyzed in terms of the magnitude that the amount of funding receives deviates from the amount of funding requested by the planner. The analysis ultimately did not find any conclusive relationship between deviations from requested depot budget levels and the number of hours of downtime spent at the depot.

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO examined the Navy's progress in implementing the Pearl Harbor Pilot project, focusing on: (1) the preliminary results of the Pearl Harbor Pilot on improving performance of maintenance activities; (2) the usefulness of the pilot as a model for future consolidations; and (3) issues related to financial and organizational structures for such consolidations."

"January 1964." ; Shipping list no.: 92-023-P. ; "Reprint which includes current pages from change 1." ; Mode of access: Internet. ; 14

Includes index. ; "8 January 1963." ; Shipping list no.: 90-687-P. ; "Reprint which includes current pages from changes 1 and 2." ; Cover title. ; Includes bibliographical references (p. 169). ; Mode of access: Internet. ; 14

A letter report issued by the General Accounting Office with an abstract that begins "Under 10 U.S.C. 2466, the military services and defense agencies can use no more than 50 percent of annual depot maintenance funding for work by private-sector contractors. The Department of Defense (DOD) is to submit two reports to the Congress annually on the costs of public- and private-sector depot maintenance workloads: a "prior-years" report on the past 2 fiscal years and a "future-years" report on the next 5. Section 2466 also requires GAO to report to the Congress on whether DOD complied with the so-called "50-50 requirement" in the prior-years report and whether the future-years projections are reasonable. This report fulfills that requirement."