Rewarding, Organizing and Managing People in the 21st Century: Time for a Strategic Approach. Report of the 8th Quadrennial Review of Military Compensation. Part 1: A Strategic Perspective.
ASSISTANT SECRETARY OF DEFENSE (FORCE MANAGEMENT POLICY) WASHINGTON DC
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In response to the requirements of the Government Performance and Results Act of 1993, the Defense Planning Guidance for fiscal years 1998-2OO3 stated, for the first time, the strategic plan for the Department of Defense, including the departments mission, vision and six corporate goals. The President and the Secretary of Defense provide the general context for military strategic planning in the department through the National Security Strategy and its implementation guidance. The Chairman of the Joint Chiefs of Staff, as the principal military adviser to the President, the National Security Council and the Secretary of Defense, presents his views on national strategy and policy to the National Security Council during the formulation process. He also presents the views of the other members of the Joint Chiefs of Staff and of the combatant commanders. Based on the National Security Strategy and its implementation guidance, the Chairman then develops the National Military Strategy in coordination with the other members of the Joint Chiefs of Staff. The National Military Strategy contains the Chairmans recommendations to the President and the Secretary for the departments support of the national security objectives, including the fiscally constrained force structure required to accomplish those objectives. To formulate the National Military Strategy, the department currently uses two interrelated systems the Joint Strategic Planning System and the planning phase of the planning, programming and budgeting system. Figure 1 shows a notional view of this planning process and its linkages to the subsequent programming phase.
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