<div class="description">
<dl><dd>Thesis advisor(s): Jerry L. McCaffery, John E. Mutty</dd>
<dd>"June 1998."</dd>
<dd>Thesis (M.S. in Management) Naval Postgraduate School, June 1998</dd>
<dd>Includes bibliographical references (p. 75-77)</dd>
<dd>The Goldwater-Nichols Defense Reorganization Act of 1986 redefined the role of the Chairman, Joint Chiefs of Staff (Chairman). The Chairman now assumes many additional roles and responsibilities including the development of the Department of Defense (DoD) budget submission to the President. Two critical elements of this development are the Chairman's Program Assessment (CPA) and the Chairman's Program Recommendation (CPR). This thesis analyzes the CPA and CPR development process. The modem military of today must engage in a complex game of mixing requirements, capabilities, mission identification, threat, and politics to field the world's premier military force. The introduction of the Joint Warfighting Capability Assessment (JWCA) process improved the process of service requirements analysis. The Chairman combines these assessments and recommendations into the CPA and CPR. Extensive research was conducted into the historical role of the Chairman relating to the requirements generation and resource allocation processes within the DoD. Numerous interviews of current Joint Staff and Navy Staff personnel familiar with the CPA and CPR were also conducted. Findings show the CPA and CPR are closely held documents considered personal correspondence between the Chairman and the Secretary of Defense. This situation creates the potential to dramatically alter Service and Agency POM submissions</dd>
<dd>Mode of access: World Wide Web</dd>
<dd>System requirements: Adobe Acrobat Reader 7.0</dd>
<dd>US Naval Reserve (USNR) author</dd>
<dd>dk/dk cc:9116 9/2/98</dd></dl><br>Subjects:</div>
<div class="fn value">
Bozick, John K.</div>
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