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PREPARED STATEMENT BY
HONORABLE GRANT S. GREEN, JR.
ASSISTANT SECRETARY OF DEFENSE
FORCE MANAGEMENT AND PERSONNEL
Mr. Clairman, distinguished members of the subcommittee, I
want to thank you for the opportunity to appear before you. discussing with you today several crucial manpower and personnel
issues, I hope that we might find agreement and a common ground from which we can move forward in managing our scarce resources
first of all, enhance our national defense through the best
use of our total force manpower, and second, meet the career and
personal needs of our military and civilian personnel.
People are our most important asset.
As Secretary Carlucci
has stated, repeatedly, they are the number one priority, for the
Department of Defense, and our budget proposes the compensation
and quality of life initiatives required to attract and retain
the best people.
Through the partnership of the Department of Defense and the
Congress, we have built a highly motivated military force made up of individuals of unprecedented ability, skill and motivation. with your support of our manpower and personnel programs in this
budget, we can continue this success.
As I look at the most important and difficult tasks that lie
ahead, I see two jobs that we, working as partners, must
First, we must maintain a quality volunteer force in the
face of declining budgets.
To do this, we must provide adequate
compensation and quality of life measures for our Defense family.
Second, we must ensure that manpower matches force structure
requirements and fits within fiscal constraints.
In the remainder of my statement, I would like to discuss
how we can accomplish these tasks
albeit in the face of
significant challenges. I want to begin by reviewing the Department's manpower requirements determination process and how that process contributes to Secretary Carlucci's goal of forging
a smaller, yet fully trained and ready military force.
of DoD families, women in the military and some retention
In order to avoid a "hollow army n and maintain readiness
while fully supporting our forces, the Department cut force
budgets had to be adjusted, not all the manpower reductions are
policy, doctrine, mission, equipment, standards, as well
The President, in conjunction with the
Secretary of Defense and the Joint Chiefs of Staff,
the overall security policy that will guide the Defense
This policy, when considered along with available
resources, determines how many divisions, carrier battle groups,
and air wings are required. Military doctrine and mission
determine how many people should be in a particular type of
performance standards which are applied to funded workloads and mission requirements - tell us how many people are needed in a supply depot, an equipment maintenance operation, or an
administrative support facility.
The Defense Department uses a
discrete series of reviews to determine its military and civilian
We start with the individual soldier,
sailor, airman, marine, or civilian and build on that foundation.
Basic DoD policy requires that a position will be filled with a
civilian unless there is a distinct need for a military person in
The principle consideration in manning a function
with military personnel is the potential for direct engagement
with an adversary in the event of hostilities.
There are some
DOD positions which could be filled with civilians, but we use
them for training and rotation slots for our military manpower.
As an example, we fill some stateside billets with military
personnel in order to rotate people back from overseas duty and
from assignments aboard ships.
Our recently-completed officer requirements study did
identify some military positions that could be filled by
The Services are in the process of converting these
billets to civilian status and we may require some transfer
authority to fund these conversions.
In addition to using DoD
civilian manpower wherever possible, the Defense Department
attempts to use contractor manpower to perform work which can be
done more economically by the private sector.
This policy makes
good economic sense, and it supports the President's policy to
move as much work as possible to the private sector.
Overseas, we rely greatly on our allies for host nation support of u.s. forces. This allows for efficient and effective support of military units and reduces our overseas manpower
Readiness requirements and deployment
needs, as well as cost, influence whether a military organization
should be in the Active force or the Reserve components.
higher the required level of readiness and the greater the need
for forward deployment, the greater the likelihood thai the unit
will be in the active force.
Assigning a mission to a Reserve
unit will not necessarily be cost effective, if that mission requires continuous peacetime operation or overseas deployment.
In addition, the Department must plan for a peacetime rotation
base for personnel assigned outside the United States and to sea
The Department has made an aggressive effort to ensure the
most effective use of Reserves.
This is evident in the
significant growth of Selected Reserve military manpower, which
has increased by about 5 percent per year since FY 1980, compared
with about 1 percent per year growth in the active force.
change in active and reserve mix over this period reflects the
term, DoD will more carefully delineate the data requirements
submitted during the budget development process.
will examine and compare numerical changes and rationale to ensure consistency with force structure and with OSD and Service policy, and the adequacy of the justifications for growth.
start, the FY 1989 Defense Manpower Requirements Report (DMRR )
will incorporate similar officer-type analyses conducted during the FY 1988 study. For the long term, we will institute a
comprehensive approach that revises OSD manpower policy guidance
and sets up Service baseline files to clearly depict manpower in
relation to force structure.
Producing a better oversight
process has the Department's highest priority and the understanding cooperation of the Joint Staff and the Services.
In addition, to ensure continued combat effectiveness, we
have procedures to update all of our manpower requirements.
example, all spaces not required for combat and combat support
must undergo an efficiency review at least once every five years in order to determine that each billet is still required and that
the work is being performed in the most efficient and effective
The Department's Planning, Programming, and Budgeting
System (PPBS) also ensures a complete review of all our resource
requirements, both dollar and manpower.
During each budget
review, the Office of the Secretary of Defense reviews Service
and Agency program and budget requirements to ensure a balance
that required work is being performed in the most productive way. Emphasis is placed on quality, quantity, and timeliness
We use work force motivation efforts such as quality
circles and productivity gains sharing to encourage participation
and innovation from all of our personnel.
The Defense Department has emphasized the use of productivity enhancing capital equipment as an effective
substitute for military and civilian manpower.
Capitalization program in the Department's Industrially Funded Activities provides DOD managers the opportunity to substitute
equipment for manpower.
The Department's Productivity Enhancing
Capital Equipment program provides funding for labor saving
equipment which results in significant dollar savings each year.
Our FY 1989 Productivity Investment Fund (PIF) budget request