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The Department of Defense has adopted a capabilities-based approach to defense planning for transforming the U.S. military to meet newly emerging national security challenges. Capabilities-based planning focuses on developing the general wherewithal to fight successfully in a wide range of circumstances rather than only in stereotyped scenarios. The 2001 Quadrennial Defense Review highlighted what it called six specific operational goals for the focus of the transformation. It then sought metrics for evaluating, advancing, and monitoring progress in attaining those goals. This documented briefing contains the slides and text of a briefing that describes a first cut at identifying such metrics. The research reported here was conducted within the Acquisition and Technology Policy Center (ATPC) as part of RAND's Metrics for the QDR Transformation Operational Goals project, a cross-cutting effort sponsored by the advisory board of RAND's National Defense Research Institute (NDRI), a federally funded research and development center supported by the Office of the Secretary of Defense, the Joint Staff, the unified commands, and the defense agencies. The research reported here was conducted in early 2002, and results were presented to NDRI's advisory board in April 2002. This documented briefing should be of interest to those involved in defense planning, particularly as it relates to transforming the U.S. armed forces.
Takes a first cut at identifying metrics for evaluating, advancing, and monitoring progress toward attaining the six operational goals highlighted in the 2001 Quadrennial Defense Review.
The Under Secretary of Defense for Acquisition, Technology and Logistics (USD(AT & L)) 2007 Strategic Goals Implementation Plan aligned AT & L with the defense enterprise by "flowing down" the national and defense strategic guidance, particularly the Quadrennial Defense Review, into seven organizational goals. The USD(AT & L) team used time-certain initiatives, metrics, and assigned leadership to track progress and adjust efforts as necessary. The plan was updated in March and June 2007, following tri-annual reviews. We have built the 2008 AT & L Implementation Plan on the 2007 plan. We are establishing four enterprise-level strategic thrusts. The four enterprise-level strategic thrusts are grounded in a set of guiding principles, proactive approaches, and specific initiatives/goals and metrics articulated by the USD(AT & L), and captured in this plan and the USD(AT & L) Source Document. Our 2008 plan, particularly Strategic Thrust #4, was guided by the Deputy Secretary of Defense's August 2007 DoD Transformation Priorities, the most recent statement of future defense direction. Additionally, we are also continuing efforts on the seven goals which have been updated.
An analytical framework and methodology for capability-area reviews is described, along with new tools to support capabilities analysis and strategic-level defense planning in the Defense Department and the Services. BCOT generates and screens preliminary options, and the Portfolio-Analysis Tool (PAT) is used to evaluate options that pass screening. The concepts are illustrated with applications to Global Strike and Ballistic Missile Defense. Recommendations are made for further defense-planning research.
American Defense Policy has been a mainstay for instructors of courses in political science, international relations, military affairs, and American national security for over 25 years. The updated and thoroughly revised eighth edition considers questions of continuity and change in America's defense policy in the face of a global climate beset by geopolitical tensions, rapid technological change, and terrorist violence. On September 11, 2001, the seemingly impervious United States was handed a very sharp reality check. In this new atmosphere of fear and vulnerability, policy makers were forced to make national security their highest priority, implementing laws and military spending initiatives to combat the threat of international terrorism.In this volume, experts examine the many factors that shape today's security landscape - America's values, the preparation of future defense leaders, the efforts to apply what we have learned from Afghanistan and Iraq...
The Under Secretary of Defense for Acquisition, Technology and Logistics (USD(AT & L)) Strategic Goals Implementation Plan aligns AT & L with the defense enterprise by flowing down the national and defense strategic guidance, particularly the Quadrennial Defense Review, into four strategic thrusts and seven organizational goals. The four enterprise-level strategic thrusts are grounded in a set of guiding principles, proactive approaches, and specific initiatives/goals and metrics articulated by the USD(AT & L), and captured in this plan and the USD(AT & L) Source Document. Our 2008 plan, particularly Strategic Thrust #4, was guided by the Deputy Secretary of Defense s August 2007 DoD Transformation Priorities. The USD(AT & L) team used time-certain initiatives, metrics, and assigned leadership to track progress and adjust efforts as necessary. The plan was updated in March, June, and September 2007, and again in January, July, and September 2008, following tri-annual reviews. This update reflects status as of September 2008. In mid-September, USD(AT & L) hosted an off-site with senior-level leaders. Although we still have a long journey before us, we are satisfied with the progress we have made to date. We are particularly proud of the successes in fielding the Mine Resistant Ambush Protected (MRAP) Vehicle, swiftly implementing Wounded Warrior recommendations, populating the AT & L workforce with trained Lean Six Sigma Black and Green Belts, and working toward a goal of saving the taxpayers $15 billion dollars. These items are but a narrow sample of the continued achievements of the AT & L workforce.
Employs an interdisciplinary, social science approach to various counterterrorism questions, problems, and policies.
Naval Analytical Capabilities assesses current Department of Defense initiatives and the Department of the Navy's progress in transitioning from a requirements-based to a capabilities-based organization. The report also provides recommendations aimed at improving the organizational structure of the Office of the Chief of Naval Operations to best position the Chief of Naval Operations to fulfill his Title 10 (U.S. Code on Armed Forces) responsibilities. This report addresses key elements of capabilities-based planning, examines Navy analytical processes, and recommends an approach to making improvements.