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This testimony discusses the challenges that the Department of Defense (DOD) faces in fulfilling urgent operational needs identified by our warfighters. Over the course of the wars in Iraq and Afghanistan, U.S. forces have encountered changing adversarial tactics, techniques, and procedures, which challenged DOD to quickly develop and provide new equipment and new capabilities to address evolving threats. Further, U.S. troops faced shortages of critical items, including body armor, tires, and batteries. DOD's goal is to provide solutions as quickly as possible to meet urgent warfighter needs to prevent mission failure or loss of life. To meet its urgent needs, DOD had to look beyond traditional acquisition procedures, expand the use of existing processes, and develop new processes and entities designed to be as responsive as possible to urgent warfighter requests. In addition to requests for equipment from DOD's existing stocks, warfighters have requested new capabilities, such as: technology to counter improvised explosive devices (IED); technology related to intelligence, surveillance, and reconnaissance (ISR) to provide increased situational awareness; and equipment related to command and control to enhance operations on the battlefield. In meeting urgent needs, it is important for DOD to efficiently use the department's financial resources. DOD has spent billions of dollars over the past several years to address urgent warfighter needs. Our past work on weapons acquisition has shown that the department has often pursued more programs than its resources can support. Additionally, our past work also has shown that DOD has had difficulty translating needs into programs, which often has led to cost growth and delayed delivery of needed capabilities to the warfighter. Today, we are publicly releasing a report that addresses (1) what entities exist within DOD for responding to urgent operational needs, and the extent to which there is fragmentation, overlap, or duplication; (2) the extent to which DOD has a comprehensive approach for managing and overseeing its urgent needs activities; and (3) the extent to which DOD has evaluated the potential for consolidations of its various activities and entities. This statement will first briefly discuss challenges we reported in April 2010 that affected the overall responsiveness of DOD's urgent needs processes and then highlight the key findings and recommendations of today's report. Today's report contributed to our findings in another report being released today that addresses opportunities to reduce potential duplication in government programs.

Full Report