Military Personnel: Joint Officer Development Has Improved, but a Strategic Approach Is Needed

In December, 2002, we found that a significant impediment affecting DOD's ability to fully realize the cultural change that was envisioned by the Goldwater-Nichols Act is the fact that DOD had not taken a strategic approach to develop officers in joint matters. We recommended that the Secretary of Defense direct the Under Secretary of Defense for Personnel and Readiness to develop a strategic plan that, at a minimum, should identify the number of joint specialty officers needed. In 2005, RAND issued a report entitled "Framing a Strategic Approach for Joint Officer Management" for the Office of the Secretary of Defense and cited GAO's recommendation that DOD develop a strategic approach to the development of officers in joint matters. RAND further stated in the preface that its report is not intended for those wholly unfamiliar with joint officer matters, but instead follows and responds to the GAO report on this topic. On April 3, 2006, DOD issued its Strategic Plan for Joint Officer Management and Joint Professional Military Education that includes discussion on the levels of joint officer resources needed and estimates for future needs. On March 30, 2007, DOD issued its Joint Officer Management Joint Qualification System Implementation Plan to advance the concepts advocated in the Strategic Plan.

In December, 2002, we found that a significant impediment affecting DOD's ability to fully realize the cultural change that was envisioned by the Goldwater-Nichols Act is the fact that DOD had not taken a strategic approach to develop officers in joint matters. We recommended that the Secretary of Defense direct the Under Secretary of Defense for Personnel and Readiness to develop a strategic plan that, at a minimum, should include provisions for the education and assignment of reservists who are serving in joint organizations. In 2005, RAND issued a report entitled "Framing a Strategic Approach for Joint Officer Management" for the Office of the Secretary of Defense and cited GAO's recommendation that DOD develop a strategic approach to the development of officers in joint matters. RAND further stated in the preface that its report is not intended for those wholly unfamiliar with joint officer matters, but instead follows and responds to the GAO report on this topic. On April 3, 2006, DOD issued its Strategic Plan for Joint Officer Management and Joint Professional Military Education that includes discussion on reserve component joint officer development. On March 30, 2007, DOD issued its Joint Officer Management Joint Qualification System Implementation Plan to advance the concepts advocated in the Strategic Plan.

In December, 2002, we found that a significant impediment affecting DOD's ability to fully realize the cultural change that was envisioned by the Goldwater-Nichols Act is the fact that DOD had not taken a strategic approach to develop officers in joint matters. We recommended that the Secretary of Defense direct the Under Secretary of Defense for Personnel and Readiness to develop a strategic plan that, at a minimum, should be developed in a manner to provide DOD with more meaningful data to track progress made against the plan. In 2005, RAND issued a report entitled "Framing a Strategic Approach for Joint Officer Management" for the Office of the Secretary of Defense and cited GAO's recommendation that DOD develop a strategic approach to the development of officers in joint matters. RAND further stated in the preface that its report is not intended for those wholly unfamiliar with joint officer matters, but instead follows and responds to the GAO report on this topic. On April 3, 2006, DOD issued its Strategic Plan for Joint Officer Management and Joint Professional Military Education. On March 30, 2007, DOD issued its Joint Officer Management Joint Qualification System Implementation Plan to advance the concepts advocated in the Strategic Plan. The implementation plan outlines various implementation actions, including a specific task to create an IT-enabled system that tracks and reports joint experience when it occurs and also to provide a seamless interface between the services and the appropriate joint qualification approval authority.

In December 2002, we found that a significant impediment affecting DOD's ability to fully realize the cultural change that was envisioned by the Goldwater-Nichols Act is the fact that DOD had not taken a strategic approach to develop officers in joint matters. We recommended that the Secretary of Defense direct the Under Secretary of Defense for Personnel and Readiness to develop a strategic plan that links joint officer development to DOD's overall mission and goals. In 2005, RAND issued a report entitled "Framing a Strategic Approach for Joint Officer Management" for the Office of the Secretary of Defense and cited GAO's recommendation that DOD develop a strategic approach to the development of officers in joint matters. RAND further stated in the preface that its report is not intended for those wholly unfamiliar with joint officer matters, but instead follows and responds to the GAO report on this topic. On April 3, 2006, DOD issued its Strategic Plan for Joint Officer Management and Joint Professional Military Education that includes discussion on DOD's mission and goals, further stating that the Secretary of Defense, with the advice of the Chairman of the Joint Chiefs of Staff, is responsible for ensuring the joint officer management system supports the overarching mission and goals of DOD. On March 30, 2007, DOD issued its Joint Officer Management Joint Qualification System Implementation Plan to advance the concepts advocated in the Strategic Plan.