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Preparedness Agency (DCPA), which is expected to be transferred from the Department by Presidential order, was excluded. The Agencies are shown in Table 1,
in the order in which they gained official Defense Agency
Detone. Audit Bersies
As the Agencies increased from two to twelve,
their size, scope and policy influence grew steadily.
The eleven Agencies under consideration have over 80 thousand civilian and eight thousand military personnel and operating budgets exceeding $3 billion. In FY 78
they expended or directly controled approximately $15 billion--50% of a Military Service budget--through their appropriations, revolving funds, and program
Table 2 shows the steady increase in the funds which
are managed/controlled/directed by the Agencies
during the past twenty years.
The decrease from
FY 75 to 78 is consistent with the reduction of the
The growth in the number and size of the Defense
Agencies is also reflected in the number of personnel
assigned to them as shown in Table 3.
This quantum in
crease in resources controlled by the Agencies is indicative of an accompanying increase in their responsibilities
and their influence over defense policy and programs.
Considerable as it is, however, it does not in itself
fully portray the magnitude of their responsibility and influence. The Agencies also have extensive auditlover
group should be a matter
of considerable significance to DoD top management.
They are no longer the relatively minor organizations
in the DOD that they once were considered.
The developinone of Delense Agencies appears to be
accompanied by a trend toward civilianization of their
A probable cause is that civilian personnel
manning is generally considered to be more economical
The percentage of civilian manpower in
the Defense Agencies in contrast to the DOD-wide total
percentage is shown in Table 4 for the period from
1962 to the present.
Recommendations are being considered in DoD for con
solidation of audio-visual, command/control, and
postal functions and for expansion of DLA supply
management to all consumable items.
planned or in progress to address centralization of the transportation/traffic management, commissary, audit, and investigative functions. The JCS have assigned the responsibility for mobilization deployment planning to United States Readiness Command (USREDCOM). It is not clear whether the ultimate result of this trend will be a multiplicity of heterogeneous organizations covering the spectrum of support
or a central support organization, such as a fifth
OTHER COMMON SUPPORT ORGANIZATIONS.
A wide variety of other common support and service organizations have proliferated in Dod. These organizations represent both alternative models to
Defense Agencies and, in certain cases, supplements
to the Defense Agency system.
They include assign
ments of Services as Single Managers, Executive Agents,
used interchangeably, and the documentation for each specifies the responsibilities and authority. The
Military Departments have provided listings of their
assignments--which in some cases required several months to prepare--which we have consolidated at
such as the Armed Forces Courier Service (Army), the
DOD Computer Institute (Navy), and the Security Assist
ance Accounting Center (Air Force).
The 103 assign
ments as Lead Services include the Tactical Shelter
Program (Army), Electro-Magnetic Countermeasure
Specifications and Standards (Navy), and Aerospace
Systems Intelligence (Air Force).
delegations of authority which include Chemical Agents
and Munitions (Army), the Automatic Text Message
Handling System (Navy), and DOD Manager for Manned
Space Flight Operations (Air Force).
The six OSD Field Activities are:
Washington Headquarters Services
Uniformed Services (CHAMPUS)
Some joint support and service organizations
report to the Secretary of Defense through the JCS.