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Organization and Management of the Department of Defense
Office of the Director, Administration and Management,
Office of the Secretary of DefenseMarch 6, 2006
2
Outline of Key Topics
The mission of the Department of Defense is to provide the military forces needed to deter war and to protect the security of our country.
• Statutory and Legal Framework
• Evolutionary Trends and Patterns
• DoD Organizations, Structure, and Management Processes
• Management Style and Current Focus of the Secretary regarding organizational and management matters
• Key Take-Aways
• Recommended reading/references
3
Statutory andLegal Framework
4
Article I – Congress
• Authorizes and appropriates
• Makes rules for governance; e.g.: – National Security Act of 1947, as amended
– Goldwater—Nichols Act of 1986
• Declares war
• Advice & consent:
– Principal appointees
– Military officer promotions
The Constitution and National Defense: Congress
4
5
Article II – President
• Shall be the Commander in Chief of the Armed Forces of the United States
• Exercises authority over the military by:– Selecting Presidential appointees & senior officers and
approving military promotions
– Managing the federal budget process
– Formulating/implementing national security policy
The Constitution and National Defense: The President
5
6
Authorities of the Secretary of Defense: Head of the Department
Cabinet Member as Head of an Executive Department
“The Department of Defense is an executive department
of the United States.
…There is a Secretary of Defense,
who is the head of the Department of Defense,...”
Title 10, United States Code
6
7
Authorities of the Secretary of Defense: Advisor to the President
Principal Advisor to the President on Defense Matters
“The Secretary of Defense is the principal assistant
to the President in all matters relating
to the Department of Defense.”
Title 10, United States Code
7
8
Authorities of the Secretary of Defense: Leader and CEO
Leader and CEO of the Department
“... has authority, direction, and control over
the Department of Defense.”
Title 10, United States Code
8
9
Authorities of the Secretary of Defense: Operational Command
Deputy to the Commander-In-Chief
“...the chain of command to a combatant command runs (1)
from the President to the Secretary
of Defense and (2) from the Secretary of Defense to the
commander of the combatant command.”
Title 10, United States Code
9
10
Authorities of Other Senior Officials: Balancing Title 10
• Title 10 also provides authorities and responsibilities to other senior officials, who are under the authority, direction, and control of the Secretary of Defense:
– Secretaries of the Military Departments
– Chairman and Vice Chairman of the Joint Chiefs of Staff
– Joint Chiefs of Staff
– Combatant Commanders
• Secretary of Defense must strive to maintain a balance
• Challenges and friction sometimes result
11
Evolutionary Trendsand Patterns
12
Some Principal Trends Over Time
• Increasing authority of the Secretary of Defense
• Increasing statutory requirements levied on the Department
• Increasing operational responsibility of Combatant Commanders
• Emergence of Chairman of the Joint Chiefs of Staff as Principal Military Advisor to the President and Secretary of Defense
• Continuing consolidation of common functions into Defense Agencies, DoD Field Activities, and other organizations with DoD-wide responsibilities
13
Key Organization & Management Changes: 1947 - 1958
• 1947: National Security Act: NSC & Air Force est’d. MilDeps as “individual executive depts”; MilDep Secretaries on NSC
• 1949: Nat’l Sec Act amended: MilDeps lost status as executive departments
• 1953: DoD Reorg Plan No. 6: SecDef authority increased
• 1958: SecDef authority increased, incl ops direction of armed forces. Chain of command from President and SecDef clearly established. MilDeps removed from ops chain
• Defense Agencies (2):
– 1952: NSA
– 1958: DARPA (ARPA)
14
Key Organization & Management Changes: 1959 - 1969
• 1961: PPBS initiated w/5-year forecasts. SecDef decisions increased consolidation
• 1969: Defense Program Review Cmte est’d; planning- budgeting and R&D-procurement more closely linked
• Defense Agencies (6):
– 1959: DASA (DNA in 1971, then DTRA in 1998)
– 1960: DISA (DCA)
– 1961: DIA and DLA (DSA)
– 1964: NRO
– 1965: DCAA
15
Key Organization & Management Changes: 1970 - 1980
• 1972-77: Second Deputy Secretary of Defense for Intel
• 1977/78: Seven major changes to OSD Staff, incl establishment of USD(P) and ASD (TC2) followed by ASD(C3I) specified in statute in ‘83
• Defense Agencies and DoD Field Activities (11):
– 1971 and 1972: DSCA (DSAA), DSS (DIS), DCPA (now at FEMA), and DMA (now NGA)
– 1974-1976: TRIMIS (now TMA) and DAS (now at OIG)
– 1977-1979: WHS, DAVA, DoDDS, and OEA
– 1980: AFIS
16
Key Organization & Management Changes: 1981-1990
• 1986: 11+ major changes by Goldwater-Nichols Reorg Act, including enhanced role of CJCS, establishment of VCJCS, and codified supervision of Defense Agencies & DoD Field Activities under OSD PSAs
• Defense Agencies and other DoD organizations (7):
– 1981: DLSA
– 1983: DoD IG
– 1984-85: MDA (SDIO first, then BMDO) and DTSA
– 1988: OSIA (now DTRA)
– 1990: DeCA and DFAS
17
Key Organization & Management Changes: 1991-2000
• 1993: 13+ major changes, incl 6 new ASDs and Commission on Roles and Missions established
• 1994: 7 major changes, including designating Comptroller as an Under Secretary of Defense
• 1996: 3 major changes, including ATSD(PA) to ASD(PA)
• Defense Agencies and DoD Field Activities (7):
– 1992 and 1993: DoDEA and DPMO
– 1996: NIMA (now NGA) and DoD HRA
– 1998: DTRA and TMA
– 2000: DCMA
18
Key Organization & Management Changes to OSD-Rumsfeld II: 2001-Present
OSD Changes, Reorganizations, or Realignments:
• Net Assessment, Force Transformation, and PDUSD (Personnel & Readiness) (2001)
• Program Analysis and Evaluation (2002)
• ASD (Homeland Defense) (2003)
• USD(Intel) and ASD(NII)/DoD CIO (2003)
• Appointing Authority for Mil Commissions (2004)
• DASD for Detainee Affairs (2004)
19
Key Organization & Management Changes-DoD Components Rumsfeld II: 2001-Present
DoD Component Changes, Reorganizations, or Realignments:
• 2001 (1): Defense Technology Security Administration
• 2002 (6): Missile Defense Agency DoD Counterintelligence Agency
Pentagon Force Protection Agency U.S. Northern Command U.S. Strategic Cmd-U.S. Space Cmd merger DoD Test Resources Management Center
• 2004 (1): Defense Technical Information Center
• 2005 (1): Defense Business Transformation Agency
• 2006 (1): Joint Improvised Explosive Device Defeat Office
20
DoD Organizations, Structure, and
Management Processes
21
PSAs, Advisors & Support Staff
OSDCJCSJCS
Secretary of DefenseDeputy Secretary of Defense
Supporters & Suppliers
Defense Agencies &DoD Field Activities
Departmentof theArmy
Departmentof theNavy
Departmentof the
Air Force
Operators: Combatant CommandsFunctional Regional
Navy USMC
Organization
IG,DoD
StrategicCommand
Transpor-tation
Command
Special OperationsCommand
NorthernCommand
EuropeanCommand
CentralCommand
SouthernCommand
PacificCommand
JointForces
Command
22
Secretary of Defense
Deputy Secretary of Defense
ASD(Networks
& InformationIntegration)/CIO
USD(Comptroller)
/CFO
USD(Policy)
Director,Operational
Test &Evaluation
USD(Acquisition,
Technology &Logistics)
USD(Personnel & Readiness)
/CHCO
InspectorGeneral
ASD(Legislative
Affairs)
ASD(Public Affairs)
GeneralCounsel
ATSD(IntelligenceOversight)
Director,Net
Assessment
Director,Administration
andManagement
Director,Force
Transformation
Director,Program
Analysis & Evaluation
Office of theSecretary of Defense (OSD)
USD(Intelligence)
23
Military Departments
Secretary of Defense
Deputy Secretary of Defense
Secretary of the Army
Under Secretary of the Army
Secretary of the Navy
Under Secretary of the Navy
Secretary of the Air Force
Under Secretary of the Air Force
AssistantSecretary
Acquisition,Logistics
& Technology
AssistantSecretary
Civil Works
AssistantSecretary
Manpower &Reserve Affairs
ArmyChief of Staff
OperatingCommands & Agencies
AssistantSecretaryFinancial
Management& Comptroller
AssistantSecretary
Installations&
Environment
AssistantSecretary
Acquisition
AssistantSecretary
Installations,Environment & Logistics
AssistantSecretary
Manpower &Reserve Affairs
AssistantSecretaryFinancial
Management& Comptroller
Air ForceChief of Staff
OperatingCommands & Agencies
AssistantSecretary
Manpower &Reserve Affairs
AssistantSecretary
Installations &Environment
Chief ofNaval
Operations
OperatingCommands& Agencies
AssistantSecretaryResearch,
Development& Acquisition
AssistantSecretaryFinancial
Management& Comptroller
Commandantof the
Marine Corps
OperatingCommands& Agencies
Each MilDep also has General Counsel; PAS - Level IV
24
Secretary of Defense
Deputy Secretary of Defense
USD (Policy)USD
(Comptroller)
USD(Personnel &Readiness)
ASD (Networks& InformationIntegration)
USD (Acquisition,Technology &
Logistics)
USD(Intelligence)
ASD(International
SecurityAffairs)
DefenseSecurity
CooperationAgency
DefenseContract
AuditAgency
DefenseFinance &Accounting
Service
PDUSD(P&R)
DefenseCommissary
Agency
* Combat Support Agency
DirectorDefense
Research &Engineering
DefenseAdvancedResearch
Projects Agency
*DefenseLogisticsAgency
DUSD(Acquisition &Technology)
*DefenseIntelligence
Agency
DefenseSecurityService
DUSD(Logistics &
MaterielReadiness)
*DefenseContract
ManagementAgency
*DefenseInformation
SystemsAgency
Director,Administration
andManagement
PentagonForce
ProtectionAgency
General Counsel
ATSD(Nuclear & Chemical& Biological Defense
Programs)
*DefenseThreat
ReductionAgency
MissileDefenseAgency
Defense Agencies
DefenseLegal
ServicesAgency
*NationalGeospatial- Intelligence
Agency
*NationalSecurityAgency
DefenseBusiness
TransformationAgency
25
DoD Field Activities
Secretary of Defense
Deputy Secretary of Defense
USD(Acquisition,Technology& Logistics)
DUSD(Installations
&Environment)
Office ofEconomic
Adjustment
ASD(PublicAffairs)
AmericanForces
InformationService
USD(Personnel
andReadiness)
PDUSDPersonnel &Readiness)
Department
of DefenseEducation
Activity
DoD HumanResources
Activity
ASD(HealthAffairs)
TRICAREManagement
Activity
WashingtonHeadquarters
Services
USD(Policy)
DefensePOW/MP
Office
ASD(International
SecurityAffairs)
DefenseTechnology
SecurityAdministration
DirectorAdministration
andManagement
USD(Intelligence)
Departmentof DefenseCounter-
intelligenceField Activity
ASD(International
SecurityPolicy)
Director,Defense
Research &Engineering
DoD TestResource
Mgmt Center
DefenseTechnical
InformationCenter
26
Current Corporate Governance Bodies
• Corporate advisory councils
• Senior Leader Review Group (SLRG) and Defense Senior Leadership Council (DSLC)
o Chair: SecDef as CEO
o Agenda: Set by SecDef; informed by other boards
• Group of 15 (G-15)
o Chair: DepSecDef
o Agenda: Set by DepSecDef as COO; informed by other functional boards and enterprise efforts
• Functional/specific boards, such as DRB, DAB, DBSMC, SROC, DHRB, CIOB, and JROC
27
Management Methods, Processes,and Systems
• Strategic, Joint, and Transformation Planning Guidance
• Planning, Programming, Budgeting, and Execution (PPBE)
• Personnel Mgmt (Nominate, Appoint, Promote, Reassign)
• Reorganization (Transfer, Reassign, Abolish, Consolidate)
• Boards, Commissions, Task Forces, and Committees
• Defense Acquisition System
• DoD Directives System
• Quadrennial Defense Review (QDR)
• Base Realignment and Closure (BRAC)
• Joint Task Assignment (e.g., DoD Executive Agents)
• Legislative Program
• Media Appearances/Releases & Internal Communication
28
Management Styleand
Current Focusof the Secretary
Regarding Organizational and Management Matters
29
Rumsfeld II -- Management Style
• Favors corporate models, e.g. “Boards of Directors”:
• Initially used the Senior Executive Council (SEC)
• Replaced by Senior Leader Review Group (SLRG)
• Recently established the Defense Senior Leadership Council (DSLC)
• Tends to “multiple task” and then compares recommendations; manages by “out-box”
• Possesses strong awareness of his authorities; deferent to/careful about POTUS authorities; presses the envelope with peers in interagency
• Favors pro-active public affairs & media engagement
30
Rumsfeld II – Mgt Style, Continued
• Prefers fewer direct reports (currently 28+); emphasizes flat management & direct op leadership
• Prefers to use a smaller group of close advisors and might task an action irrespective of portfolio
• Prefers consensus when presented with a decision
• Focuses on personal relations/personality for tough or sensitive assignments
• Sees himself as Chief Executive Officer (CEO) and DepSecDef as Chief Operating Officer (COO)
• But moves into specifics quickly if “off track”
• Exudes high energy; works constantly
• Continues to believe processes are too slow
31
Key Developments/Initiatives (Organization & Management)
• Quadrennial Defense Review (QDR) (Feb 6, 2006)
– 142+/- outputs for implementation
– DA&M tracking the progress for DepSecDef
• Revised Directives policy by DepSecDef (Jul 2005)
– New direct-report OSD PSA authority
– Policy can now be promulgated via Instruction
• Establishment of Joint Improvised Explosive Device Defeat Office (JIEDDO)
• Pentagon Occupancy and Space Allocation Study
• Shared Services
• Study of DepSecDef for Management (NDAA 2006)
32
Core Take-Aways
• Policy Framework: Understand the DoD Directives System
• Organization and Structure: Understand your organization’s status relative to the other DoD Components. (The DoD Key Locator Chart is a very good starting point/reference tool.)
• Customers: Know and understand your organizational customers
• Information: Leverage DoD web resources, such as: www.dtic.mil and www.dtic.mil/whs/directives
33
Recommended Reading or Reference Documents
• The Department of Defense, 1947-1997: Organization and Leaders, Historical Office, OSD
• Department of Defense Key Officials, 1947-2004, Historical Office, OSD
• Assignment Pentagon: The Insiders Guide to the Potomac Puzzle Palace by MajGen P.M. Smith, USAF(Ret)
• QDR Report, February 6, 2006
• Budget Submission, February 3, 2006
34
Quotes on Organization
“The secret of all victory lies in the organization of the non-obvious.”
Emperor Marcus Aurelius
“The achievements of an organization are the results of the combined effort of each individual.”
Vince Lombardi
“Once an organization loses its spirit of pioneering and rests on its early work, its progress stops.
Thomas J Watson