	Introduction

In the past several years, senior policymakers in both Congress and the executive branch have proposed various changes to the way in which officers in the armed forces are managed, most notably with respect to assignment and promotion. Some of these proposed changes would require changes to law, including provisions enacted by the Defense Officer Personnel Management Act (DOPMA) and the Goldwater-Nichols Act (GNA). This report provides an overview of selected concepts and statutory provisions that define and shape important aspects of active duty officer personnel management along with a set of questions that policymakers may wish to consider when discussing proposed changes to current law. If so, how much variation is acceptable, and in what areas? Some argue that this requirement is essential to integrating the efforts of the military services, as it channels the most capable and ambitious officers into joint assignments, where they gain greater knowledge of other services' capabilities and the skills necessary to plan for and conduct joint operations. Will the assignments adequately prepare them for expected operational environments of the future? How does this balance change over the course of an officer's career? Attracting and retaining such individuals, some argue, requires that there be more opportunity to rise to the higher levels of the officer corps; hence a higher ratio of mid-grade and senior officers to the total officer corps is necessary. For promotion to O-3 and above, promotions are made on a best qualified basis. The House Armed Services Committee considered this to be the "fundamental concept for the management of officer personnel" within DOPMA:
As can be seen from the foregoing, the revised grade table, together with the selective continuation procedures and mandatory retirement and separation points in the bill, contemplates the continuation of the up-or-out system as the fundamental concept for the management of officer personnel. Should the grade limits be raised to allow for greater promotion opportunity and career progression for military officers, or certain categories of military officers?
Congress and the executive branch are currently considering changes to the officer personnel management system. Some of these proposed changes would require changes to the laws, including provision enacted by the Defense Officer Personnel Management Act (DOPMA) and the Goldwater-Nichols Act (GNA).
Contemporary debates over officer personnel management policy often revolve around the fundamental questions of "what type of officers do we need to win the next war?" and "what skills does the officer corps need to enable the military services to perform their missions?" These questions are implicitly oriented towards future events. Their answers are therefore somewhat speculative. Still, contemporary trends and military history can provide valuable insight. Additionally, a set of broader questions can help focus the analysis:
What will be the key security interests and priorities of the United States in the future? What conflicts will likely arise in the pursuit of these interests? What opponents will we face in these conflicts? How will they fight? What military strategy will the United States employ to secure its interests? How will we fight? What knowledge, skills, and abilities must the officer corps possess to effectively carry out these roles and missions? How do we attract and retain individuals with the necessary potential for service as officers? How should the officer corps be prepared so it can effectively adapt to unforeseen crises and contingencies? Given limited resources, what are the most critical areas for improvement? Where should the nation accept risk?
Policymakers often have divergent answers to these questions and thus come to different conclusions about the most appropriate officer personnel management policies. Examples of diverging views can be found in debates on the criteria for accepting or rejecting people for military service; required training and education over the course of a career; assignments to be emphasized; distribution of officers by grade; retention of experienced and talented individuals; and the criteria for selecting individuals for promotion and for separation.
In the exercise of its constitutional authority over the armed forces, Congress has enacted an array of laws governing military officer personnel management and periodically changes these laws as it deems appropriate. This report provides an overview of selected concepts and statutory provisions that shape and define officer appointments, assignments, grade structure, promotions, and separations. It also provides a set of questions that policymakers may wish to consider when discussing proposed changes to current law.