| Top to Bottom and End to End. Improving the National Security Agency's Strategic Decision Processes |
2005 |
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| Authors:
Leslie Lewis; Roger A. Brown; John Y. Schrader; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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 | The National Security Agency (NSA) is a Department of Defense (DoD) agency and by nature of its missions and responsibilities is also part of the larger Intelligence Community (IC). The span of the NSA's missions and responsibilities oblige it to report to both the DoD and the Director of Central Intelligence (DCI) with regard to resources and mission performance. As a result of the necessity of reporting to the two ... |
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| Quadrennial Defense Review 2001. Lessons on Managing Change in the Department of Defense |
2003 |
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| Authors:
John Y. Schrader; Leslie Lewis; Roger A. Brown; RAND CORP SANTA MONICA CA
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| This paper was prepared to summarize lessons learned from the 2001 Quadrennial Defense Review (QDR 2001). RAND has been supporting the Joint Staff through the most recent defense reviews. Our research has examined the first QDR conducted in 1997 but also Included analysis of the less-formal Base Force Review in 1992. Our long-term involvement provides a unique perspective on how the Joint Staff has evolved in supporting the Chairman of ... |
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| Effective Treatment of Logistics Resource Issues in the Air Force Planning, Programming, and Budgeting System (PPBS) Process |
2003 |
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| Authors:
Frank Camm; Leslie Lewis; RAND CORP SANTA MONICA CA
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| This report documents several ways that the Air Force can improve its management of logistics resource issues in its Planning, Programming and Budgeting System (PPBS) process. The proposals presented here are best understood as elements of a broader, ongoing effort to improve Air Force performance. The report seeks to present them in that light and to suggest how to coordinate them with other proposals under consideration in early FY 2002. ... |
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| Service Responses to the Emergence of Joint Decisionmaking |
2001 |
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| Authors:
Leslie Lewis; Roger A. Brow; C. R. Roll; RAND CORP SANTA MONICA CA
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| In fall 1998, the Air Force leadership asked RAND's Project AIR FORCE to assess how the military departments-Army, Navy, and Air Force-conduct their planning and programming functions. The Air Force wanted to know what decision models each Service uses for planning and programming. In particular, the client wanted to know how the decision models have changed since the passage of the Goldwater-Nichols Department of Defense Reorganization Act of 1986. Among ... |
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| Improving Support to CINC Theater Engagement Plans |
2001 |
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| Authors:
Roger A. Brown; Leslie Lewis; John Y. Schrader; RAND CORP SANTA MONICA CA
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| The purpose of the Phase I study is to help the J-5 and J-8 develop a concept for improving the engagement mission's visibility and, ultimately, resource support. The objectives are to develop a framework for assessing global engagement and its associated resource demands. The framework will improve visibility of engagement resource shortfalls and the mission's relative resource priorities. Phase II will flesh out the concept, obtain additional insights on the ... |
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| Managing Quadrennial Defense Review Integration: An Overview |
2001 |
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| Authors:
John Schrader; Roger A. Brown; Leslie Lewis; RAND CORP SANTA MONICA CA
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| This paper was prepared to present an approach to managing Joint Staff preparations for the upcoming Quadrennial Defense Review (QDR 2001), which we developed in working with the staff of the Studies and Analysis Management Division (SAMD) of the Joint Staff G-8). The lessons learned from the 1997 Quadrennial Defense Review (QDR 1997) included the need for leadership guidance and integration of analytic activities to sort through the myriad issues ... |
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| Improving the Army Planning, Programming, Budgeting, and Execution System (PPBES) The Planning Phase |
2000 |
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| Authors:
Leslie Lewis; Harry Thie; Roger Brown; John Schrader; RAND CORP SANTA MONICA CA
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| In 1997 the Army asked that RAND Arroyo Center assist in the reengineering of The Army Plan (TAP). The Army also reinstituted strategic planning and the product was the Army Strategic Planning Guidance (ASPG), which provides strategic guidance to TAP. Planning and programming in the Army are centralized within the Department of the Army's headquarters. This document discusses the Arroyo Center's work on TAP. |
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| Improving the Army Planning, Programming, Budgeting, and Execution System (PPBES) The Programming Phase |
1999 |
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| Authors:
Leslie Lewis; Roger A. Brown; John Y. Schrader; RAND CORP SANTA MONICA CA
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| This project was part of a special assistance activity for the Director of the U.S. Army's Program Analysis and Evaluation Directorate (PA&E) conducted beginning in 1995 and continuing into 1997. The purpose of this project was to assist the Director of PA&E in creating a new program development process and methodology. The director's principal objective in this project was to improve the Army's Program Objective Memorandum ... |
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| Quadrennial Defense Review (QDR) Analysis A Retrospective Look at Joint Staff Participation |
1999 |
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| Authors:
John Y. Schrader; Leslie Lewis; Roger A. Brown; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| This documented briefing summarizes a review of Joint Staff participation in the Quadrennial Defense Review (QDR) from the summer of 1996 through the spring of 1997. It is intended to identify lessons learned for subsequent defense reviews and to identify analytic tools that may be required in the future. To enhance candor and to uncover perceived and real problems, the research relied heavily on "not for ... |
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| Defining a Common Planning Framework for the Air Force |
1998 |
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| Authors:
Leslie Lewis; Bruce Pirnie; William Williams; John Schrader; RAND CORP SANTA MONICA CA
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| This research was undertaken at the request of the U.S. Air Force's Strategic Planning Directorate. The task objective was to develop and help implement a common Air Force planning framework based on the strategies-to-tasks(STT)framework. Within the Air Force, the resourcing requirements and recommended allocations are developed within the Major Commands (MAJCOMs), and the Headquarters Air Force uses the Corporate Structure and the Air Force Board of Directors to look across ... |
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| Joint Warfighting Capabilities (JWCA) Integration. Report on Phase 1 Research |
1997 |
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| Authors:
Leslie Lewis; John Schrader; William L. Schwabe; Roger A. Brown; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| This report documents Phase 1 of a RAND project to develop an analytic capability to assist the Joint Staff Requirements, Assessment, and Integration Division (RAID) in the J-8 Directorate in integrating the activities of Joint Warfighting Capabilities Assessment (JWCA) teams and the Joint Requirements Oversight Council JROC). The goal of the study was to assist RAID in the identification of broad issues and their assessment utilizing the analytic architecture defined ... |
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| Assessing the Potential for Using Reserves in Operations Other Than War |
97 |
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| Authors:
Roger Allen Brown; John Schank; Carl Dahlman; Leslie Lewis; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| The end of the cold war and demise of the Soviet Union left the United States as the only superpower. Its new status conferred on it new responsibilities, including requirements to lead and participate in global operations that require military forces but do not involve armed conflict. Commonly referred to as Operations Other Than War or OOTW, these operations span a range of activities, including disaster relief, humanitarian assistance, and ... |
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| Equipping the Reserve Components of the Armed Services Summaary of Findings and Recommendations |
97 |
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| Authors:
Roger A. Brown; Leslie Lewis; John Schrader; William Taylor; RAND CORP SANTA MONICA CA
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| This documented briefing summarizes the findings and recommendations resulting from a study of the equipping of the Reserve Components of the Armed Forces of the United States. It uses as its principal foundation a briefing presented to the Department of Defense Reserve Component Equipping Working Group, chaired by the Assistant Secretary of Defense for Reserve Affairs, in October 1996. The purpose of this research and analysis is to understand the ... |
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| Analytic Architecture for Joint Staff Decision Support |
95 |
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| Authors:
Leslie Lewis; John Schrader; James Winnefeld; Richard Kugler; William Fedorochko; RAND CORP SANTA MONICA CA
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| This report presents results from the first of a two-part study of the Joint Staff's analytic-support needs. The research focuses on the role of the Chairman, Joint Chiefs of Staff (CJCS), in the context of his authority as newly defined in theimplemented Goldwater-Nichols legislation. The purpose of the study is to determine what kind of analytic support is necessary to inform the CJCS's decisionmaking functions and to outline a possible ... |
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| New-Concept Development. A Planning Approach for the 21st Century Air Force |
95 |
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| Authors:
Leslie Lewis; Zalmay M. Khalilzad; C. R. Roll; RAND CORP SANTA MONICA CA
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| In early 1995, the Chief of Staff of the Air Force determined that the Air Force needed to strengthen its corporate planning capabilities. The planning function had to link strongly to the critical Department of Defense resource allocation and management processes, such as the Planning, Programming, and Budgeting System, the Joint Warfighting Capability Assessment and the Joint Requirements Oversight Council, the service requirements processes, and the acquisition processes. RAND was ... |
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| Linking the Corporate Information Management (CIM) Initiative to Strategy-to-Tasks |
94 |
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| Authors:
William Schwabe; Leslie Lewis; RAND CORP SANTA MONICA CA
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| This documented briefing presents results of an analysis of how DoD's Corporate Information Management (CIM) initiative might be linked conceptually to the Strategy-to-Tasks (STT) framework, which RAND has been developing over the past few years. CIM is a DoD program whose primary objective is business improvement, through means such as development of standardized or shared data systems. We see CIM as a functionally oriented business case-analysis methodology supporting continual process ... |
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| The United States Special Operations Command Resource Management Process: An Application of the Strategy-to-Tasks Framework |
94 |
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| Authors:
Leslie Lewis; James A. Coggin; C. R. Roll; RAND CORP SANTA MONICA CA
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| This report examines how the U.S. Special Operations Command (USSOCOM) might improve its resource allocation and management process within the structure of the Department of Defense's (DoD's) larger Planning, Programming, and Budgeting System (PPBS). USSOCOM is unique among U.S. military commands in the way its resources are allocated. It behaves like a service instead of a command. Like the services it has the authority and responsibility to construct a major ... |
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