Service Responses To The Emergence Of Joint Decisionmaking,New

Product Description An assessment of the manner in which the services have altered their planning, programming, and budgeting processes in response to the changes brought about bu the 1986 GoldwaterNichols legislation. From the Publisher The Department of Defense's (DoD's) decisionmaking processeshave changed since the passage of the GoldwaterNichols legislationin 1986 and the collapse of the Soviet Union in 1989. While somemembers of DoD would argue that there has been substantialchange, others would argue that these changes are marginal at best.Since the early 1960s, the Planning, Programming, and BudgetingSystem (PPBS) has been DoD's key decisionmaking process. Theenactment of the GoldwaterNichols legislation (the GoldwaterNicholsDepartment of Defense Reorganization Act of 1986) introducednew players and changed fundamental relationships amongmany of the old players. The Chairman of the Joint Chiefs of Staff(CJCS) was empowered to provide independent advice to the Secretaryof Defense and to the President. The Services were no longersolely responsible for defining requirements; they now had to beresponsive to the commanders in chief (CINCs).These changes in the resource environment have occurred during aperiod that saw the collapse of the Soviet Union and the emergenceof a multipolar world. The period between 1986 and 2000 was alsomarked by significant decreases in U.S. defense expenditures concurrentwith substantial military deployments.This report addresses changes in the resource environment since1986 and the military departments' responses to those changes,describing and assessing how the departments of the Army, Navy,and Air Force have redefined their planning and programming functions.Organizational and functional alignments since the passage ofthe GoldwaterNichols legislation are also examined. The researchrelies on formal and informal documentation and on interviews withmembers of the various military departments, the Office of theSecretary of Defense (OSD), and the Joint Staff. The cutoff date forthis research was December 2000.This study was sponsored by the Plans and Programs Office (XP) inthe Department of the Air Force and was performed within theResource Management program of Project AIR FORCE.PROJECT AIR FORCEProject AIR FORCE, a division of RAND, is the Air Force federallyfunded research and development center (FFRDC) for studies andanalyses. It provides the Air Force with independent analyses ofpolicy alternatives affecting the development, employment, combatreadiness, and support of current and future aerospace forces.Research is performed in four programs: Aerospace Force Development;Manpower, Personnel, and Training; Resource Management;and Strategy and Doctrine. About the Author CHARLES ROBERT ROLL (Ph.D., Economics, 1975, Harvard University) is the Director of Resource Management Program, Project Air Force at RAND.