By John Schrader

The issues and matters that the learn group tracked in the course of QDR 1997 are faraway from being resolved and there's no transparent information on what's going to be demanded in QDR 2001. The providers stay skeptical of the Joint employees facing tricky concerns which can redirect their very own programmatic judgements. even though there's promise of development in association and strategy, the main obtrusive difficulties are the inability of a accomplished method of treating assets and figuring out the consequences of assets on technique adn transformation possible choices. it really is crucial that solid operating relationships be verified now with a transparent realizing of the various tasks and functions of the Joint employees and the workplace of the Secretary of safety (OSD). it is vital to spot a suitable set of mega-issues (with a suitable set of helping particular matters) and begin reviews and research at the most vital ones.

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45 Summary • QDR 1997 problems and issues are far from being resolved – – – – – No clear guidance Service resistance in addressing tough problems Proliferation of committees Risk of wasting effort on less important issues Effects of resources not understood • Understanding the problem can contribute to a solution, but strong leadership is necessary – Use GOSC to monitor and redirect staff activity • Stop unwarranted or too -detailed analysis of less important issues before it goes too far – Develop integrated approach with small subgroups then get buy -in from larger groups – Provide templates to integrate outputs of panels and to focus oversight activities – Produce an analytic plan linking activities with issues • Establish early and comfortable working relationships with OSD CONCLUSIONS In summary, the problems and issues that this team tracked during QDR 1997 are far from being resolved.

Exactly how many and which ones to use will evolve as the participants become familiar with the methodology. 7 M A second set of requirements for each time frame must also be considered. Here we use the term “war-fighting commitments” to illustrate the demands of a representative set of war plans. Where engagement forces are “dual-tasked” for warfighting missions, the adjustments to allocated forces are shown in the mission-specific bars. There are two ways that this type of chart could be used.

Averting the Defense Train Wreck in the New Millennium. CSIS Significant Issues Series, November 1999. Joint Staff, “Joint Staff Quadrennial Defense Review (QDR) Joint Staff Road Ahead, “ Briefing for JS QDR Preparation Group Planning Meeting, 2 March 2000. Joint Staff. Joint Staff Quadrennial Defense Review Policy, Organization and Process. JS Notice 5640, 23 February 2000. Kirkwood, Kirk W. Strategic Decision Making. : Duxbury Press, 1997. Lewis, Leslie, James A. Coggin, and C. Robert Roll. The United States Special Operations Command Resource Management Process.

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