The Secretary's November 10, 1997, DRI was DOD'S latest effort to reform operations and processes. The report was an outgrowth of recommendations made in the Report of the Quadrennial Defense Review. The Quadrennial Defense Review report noted that, while DOD had reduced active duty personnel by 32 percent between 1989 and 1997, it had reduced the number of people performing infrastructure functions by only 28 percent. That report called for significant additional reductions in military and civilian personnel. Reductions called for by the Quadrennial Defense Review and others already planned by DOD would reduce military and DOD civilian personnel end strength levels by an additional 59,000 and 130,000 positions, respectively, below their fiscal year 1998 levels.

The Secretary's November 10, 1997, DRI was DOD'S latest effort to reform operations and processes. The report was an outgrowth of recommendations made in the Report of the Quadrennial Defense Review. The Quadrennial Defense Review report noted that, while DOD had reduced active duty personnel by 32 percent between 1989 and 1997, it had reduced the number of people performing infrastructure functions by only 28 percent. That report called for significant additional reductions in military and civilian personnel. Reductions called for by the Quadrennial Defense Review and others already planned by DOD would reduce military and DOD civilian personnel end strength levels by an additional 59,000 and 130,000 positions, respectively, below their fiscal year 1998 levels.

T-NSIAD-98-115 Defense Infrastructure: Challenges Facing DOD in Implementing Reform Initiatives

The Dept. of Defense (DoD) has been working to reduce its infrastructure and support costs. In Nov. 1997, the Sec. of Defense issued his Defense Reform Initiative (DRI) Report outlining a plan for reforming DoD's business affairs. To implement the report's initiatives, the Sec. established a Defense Management Council and chartered it with responsibility for overseeing the effort and serving as his internal board of directors for management. This report discusses (1) actions taken through the DRI management structure to facilitate achieving the program's objectives, and (2) progress made in implementing individual reform initiatives.