The Army  did not have complete data for the operating costs of its reserve bands  from fiscal year 2012 through 2015, but reported declines in total  operating costs for its active-duty and National Guard bands. From fiscal year 2012 through 2016, according to military-service data  and officials, total military personnel authorizations dedicated to bands  decreased by 7.5 percent—from 7,196 in fiscal year 2012 to 6,656 in  fiscal year 2016 (see table 4). Future Changes to the Number of Bands and Total Band Personnel

The Army plans to reduce the number of bands and military band  personnel from fiscal year 2017 through 2019. Trends in Total Reported Operating Costs Varied across the Military Services, and Active-Duty Military Personnel Costs Have Decreased Consistent with Personnel Reductions Reported Operating Costs for Fiscal Years 2012 through 2016

The Navy and Air Force reported that the total operating costs of their  bands increased from fiscal year 2012 through 2016, and the Marine  Corps reported decreased costs over this period. Military Services Have Tracked and Used Information on Band Events but They Have Not Developed Objectives and Measures to Assess How Bands Are Addressing Their Missions

The military services have tracked and used information on band events;  however, the services have not developed objectives and measures to  assess how their bands are addressing the bands’ missions, such as  inspiring patriotism, enhancing the morale of troops, and promoting U.S.  interests abroad. Each military service categorizes the types of events performed by its  bands differently. Military bands perform at a variety of events, such as military ceremonies,  community events or parades, and funerals for service members. Table 9 shows the missions for the  military bands, according to military-service guidance. Band program officials cited several examples of how they can determine  that their bands are addressing their missions. We also acknowledge that evaluating  how the bands are addressing their missions is difficult. DOD and the services are taking steps to improve how they track  information on events to measure the effectiveness of military bands. DOD’s and the services’ actions represent key steps that can inform and  guide efforts to establish measurable objectives and performance  measures that include important attributes. Developing and implementing  measurable objectives and performance measures for their band  programs that demonstrate linkage to the bands’ missions, include an  established baseline of data, and have measurable targets could provide  DOD and congressional decision makers with the information they need  to assess the value of the military bands relative to resource demands for  other priorities. Conclusions

DOD uses military bands to inspire patriotism, enhance the morale of the  troops, and promote public awareness by supporting a range of activities,  including funerals for military service members, events where high-level  officials such as the President are in attendance, and community-relations  activities such as parades in local communities. Recommendations for Executive Action

To help ensure that each service can provide information to decision  makers as they assess the value of the military bands relative to resource  demands for other priorities, we recommend that the Secretaries of the  Army, Navy, and Air Force, and the Commandant of the Marine Corps,  direct the Chief of Army Music, Commanding Officer of the U.S. Navy  Band, Chief of the Air Force Bands Division, and Director of Marine Corps  Communications, respectively, each to develop and implement  measurable objectives and performance measures for their respective  services’ bands.
Why GAO Did This Study

The Department of Defense (DOD) uses military bands to enhance the morale of the troops, provide music for ceremonies, and promote public awareness. Bands across the military services support a range of activities, including funerals for military service members, events attended by high-level officials, and community-relations activities such as parades. In fiscal year 2013, DOD restricted its community-relations activities, including placing travel restrictions on bands, as a result of the sequestration ordered in March 2013. DOD reinstated community-relations activities at a reduced capacity in fiscal year 2014.
House Report 114-537 included a provision for GAO to review DOD's requirement for military bands. This report (1) describes the trends in personnel and costs for bands from fiscal year 2012 through 2016, and (2) assesses the extent to which the military services have evaluated how the bands are addressing their missions, among other objectives.
GAO analyzed data from the military services on military band personnel and reported operating costs of bands. GAO also reviewed the military services' guidance and approaches to evaluating their bands and interviewed band program officials at the military services.

What GAO Found

All of the military services reported reducing the number of military band personnel from fiscal year 2012 through 2016, but trends in total reported operating costs for the bands, such as travel and equipment expenses, varied across the services. Total military personnel dedicated to bands decreased from 7,196 in fiscal year 2012 to 6,656 in fiscal year 2016, or 7.5 percent (see figure). The Navy and Air Force reported that their total operating costs for bands over this period increased by $4.1 million and $1.6 million, respectively, and the Marine Corps reported that its costs declined by about $800,000. The Army did not have complete cost data for its reserve bands, but reported that the operating costs of its active-duty and National Guard bands declined by $3.6 million and about $500,000, respectively, from fiscal year 2012 through 2016.
The military services have not developed objectives and measures to assess how their bands are addressing the bands' missions, such as inspiring patriotism and enhancing the morale of troops. All four military services have tracked information, such as the number and type of band events. Further, military-service officials cited the demand for band performances, anecdotal examples, and support from senior leadership, as ways to demonstrate the bands are addressing their missions. However, the military services' approaches do not include measurable objectives or performance measures that have several important attributes, such as linkage to mission, a baseline, and measurable targets, that GAO has found are key to successfully measuring a program's performance. Military band officials cited the difficulty and resources required to quantify how the bands are addressing their missions, but the military services are taking steps to improve how they track information on band events to measure the bands' effectiveness. GAO believes these key steps could inform and guide the services' efforts to develop and implement measurable objectives and performance measures. Doing so could provide decision makers with the information they need to assess the value of the military bands relative to resource demands for other priorities.

What GAO Recommends

GAO recommends that the Army, Navy, Marine Corps, and Air Force each develop and implement measurable objectives and performance measures for their bands. DOD concurred with the recommendations.