1.6.2 DOD Organizational Structure for C4I
Responsibility for the development, procurement,
operations, and maintenance of specific C4I systems generally lies with the
services. However, CINCs22 and field units do have some discretionary budget authority to purchase systems below a certain cost threshold. The Defense Information Systems Agency has the primary responsibility for maintaining defense-wide C4I infrastructure (e.g., that for long-haul communications). Research and development into information technologies that may eventually be integrated into actual C4I systems is undertaken by the Defense Advanced Research Projects Agency and the various service research arms. The National Security Agency plays a key role in providing technologies and products for information security.
Oversight of C4I system acquisition is performed by a myriad of organizations and offices. Some of the most important are the Under Secretary of Defense for Acquisition and Technology, the ultimate authority within DOD on acquisition matters; the Assistant Secretary of Defense for C3I, the focal point of DOD policy with respect to matters related to C4I and information superiority (and also today the DOD's Chief Information Officer); the Joint Requirements Oversight Council, an organization that validates requirements and military needs for "major" C4I systems; the Defense Acquisition Board, which is chaired by the Under Secretary of Defense for Acquisition and Technology and advises on individual acquisition programs and generally on acquisition policies and procedures; the Major Automated Information Systems Review Council, which is mandated to advise the Assistant Secretary of Defense for C3I on decisions regarding major individual automated information system acquisition programs; and the Directorate for C4 Systems of the Joint Staff, which has responsibility for command, control, communications, and computer (C4) systems, especially with respect to interoperability and integration.
This listing of organizations is far from complete--indeed, the committee was struck by both the multiplicity of organizations and offices with some responsibility for C4I matters, and the relative rapidity with which the organizational structure for C4I has been evolving.