Organization and Management of the Department of Defense Office of the Director, Administration and Management, Office of the Secretary of Defense March

Organization and Management of the Department of Defense

Office of the Director, Administration and Management,

Office of the Secretary of DefenseMarch 6, 2006

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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

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Statutory andLegal Framework

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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

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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

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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

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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.”


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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.”


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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.”


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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

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Evolutionary Trendsand Patterns

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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

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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)

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• 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

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• 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

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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

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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

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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)

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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

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DoD Organizations, Structure, and

Management Processes

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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

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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)

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Military Departments



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




Air ForceChief of Staff

OperatingCommands & Agencies

AssistantSecretary


AssistantSecretary

Installations &Environment

Chief ofNaval

Operations

OperatingCommands& Agencies

AssistantSecretaryResearch,

Development& Acquisition



Commandantof the

Marine Corps

OperatingCommands& Agencies

Each MilDep also has General Counsel; PAS - Level IV

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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

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DoD Field Activities



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

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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

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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

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Management Styleand

Current Focusof the Secretary

Regarding Organizational and Management Matters

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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

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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

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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)

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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

http://www.dtic.mil/

http://www.dtic.mil/whs/directives

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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

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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