24 May 1995
                          DIRECTIONS FOR DEFENSE

              The Report of the Commission on the Roles and 
                       Missions of the Armed Forces

     The Commission on Roles and Missions of the Armed Forces
delivered its final report today to the Congress, the Secretary
of Defense, and the Chairman of the Joint Chiefs of Staff.  Since
it convened a year ago, the Commission has reviewed the roles,
missions, and functions of the armed forces to assess their
utility and appropriateness for the post-Cold War era.  The
resulting report contains an evaluation of those roles, missions,
and functions, and recommends over one hundred fifty specific

     The Commission concludes that DoD faces an unclear future
marked by rapid change, diverse contingencies, limited budgets
and a broad range of missions to support evolving national
security policies.  Providing military capabilities that operate
effectively together to meet future challenges is the common
purpose of the military services, defense agencies, and other DoD

     "Our most important finding is that traditional approaches
to roles and missions issues are no longer appropriate," said Dr.
John P. White, the Commission's Chairman.  "The context has
changed significantly since the 1948 Key West Agreement about who
should do what in the U.S. military.  Instead, it is clear that
our emphasis must be on molding DoD into a more cohesive set
of institutions that work toward a common purpose -- effective
unified military operations -- with the efforts of all
organizations, processes and systems focused on that goal from
the very beginning."

     The Commission stresses that military operations are
performed by geographic and functional Commanders in Chief
(CINCs).  To be successful, they must select from an array of
capabilities and mold them into a unified force.  This
overarching responsibility requires the close cooperation of the
Services, support agencies, and decision makers in DoD. The
Commissioners determined there is a need to extend this concept
further into the Department by focusing management and
decision-making processes, and support structures, more
effectively on unified military operations.

     Major recommendations fall into three broad areas.  First,
to improve unified military operations, the report urges creating
a joint vision to guide the CINCs and Services; expanding joint
doctrine; increasing joint training by the CINCs and establishing
a unified command for joint training; and developing joint
readiness indicators.  The CINCs' influence should be expanded
regarding some of the Department's decision-making processes that
affect weapons systems development and acquisition, and theater
support systems, such as communications, logistics and
intelligence.  The Commission also recommends integrating the
management of military and intelligence space activities and
assigning the Air Force primary responsibility for acquisition
and operation of jointly used space systems.  The Services should
be focused on training and providing forces and support for
unified military operations in both the short and long term. 
Reserve components should be restructured to better match
operational needs, and they should be sized, equipped, and
trained to meet the needs of the CINCs' war and contingency

     The Commission also recommends increased attention by the
Government and DoD to new mission priorities.  Specifically, the
Commission calls for the Vice President to head an inter-agency
effort on combating proliferation of nuclear, chemical, and
biological weapons; increased attention to peace operations that
may deter, stop, or reduce conflict between other nations before
they threaten U.S. interests; and a concerted effort to develop
information warfare capabilities.

     Second, to make support more efficient and responsive, the
Commission calls for eliminating legal and artificial
restrictions on outsourcing, and urges DoD to rely on the
competitive private sector for support wherever market conditions
permit.  Specifically, the Commission recommends that DoD
consider using the private sector for depot maintenance, national
level materiel supply management, and selected auditing
functions.  It also recommends creating boards of directors to
govern defense agencies and adopting innovative business
management practices, such as benchmarking, stretch goals, and
other measures of merit.  The report suggests a re-focus of the
military medical care system with emphasis on operational
readiness, and introducing a competitive health care plan. 
Military medical manpower and facilities would be re-sized

     Acquisition organizations must be streamlined, and like-
activities reduced and consolidated.  The Commission recommends
collocating the Services' aviation acquisition organizations as a
first step in this direction.  Other recommendations include a
single manager of support for helicopters of all the services and
one for their fixed wing aircraft.

     The Commission notes that making the Department's
infrastructure more efficient will result in significant savings,
which can be applied to more important defense priorities.

     Third, to improve Defense management and direction,
Government should conduct a quadrennial strategy review;
streamline the planning, programming, and budgeting system; adopt
a mission-oriented integrating information framework; and develop
a joint focus on the processes that develop and acquire military
equipment.  The Commission seeks to concentrate the OSD staff on
policy advice and independent analysis for the Secretary, expand
the Chairman of the Joint Chiefs of Staff's requirements reviews,
combine the secretariat and service staffs within each military
department, and improve the quality of civilian personnel by
revising the management of career personnel and substituting them
for political appointees.

     The Commission dedicated its report to the late Secretary of
Defense Les Aspin, who passed away as the report was being
finalized.  Secretary Aspin was one of the eleven Commissioners
appointed from the private sector by the Secretary of Defense as
required by the National Defense Authorization Act of 1994. 
Chairman White is Director of the Center for Business and
Government at Harvard's Kennedy School of Government and former
Assistant Secretary of Defense.  The other Commissioners are:
former Under Secretary of the Air Force Antonia Chayes; retired
commander of the U.S. Atlantic Command Admiral Leon Edney,
retired Adjutant General, Utah National Guard, Major General John
L. Matthews; President of the Center for Naval Analysis Robert
Murray; Vice Chairman of the Federal National Mortgage
Association Franklin Raines; retired commander of U.S. forces in
Korea General Robert RisCassi; Clinton Defense transition team
head Jeffrey Smith; retired Marine Lieutenant General Bernard
Trainor; and retired Air Force Chief of Staff General Larry
Welch.  They are assisted by an analytical support staff.  The
Executive Director is former Principal Deputy Assistant
Secretary, DoD Program Analysis and Evaluation Michael Leonard;
and the Deputy Executive Director is former Director of
Acquisition Program Integration in the Office of the Under
Secretary of Defense for Acquisition and Technology Gene Porter.