Congress is in the process of reviewing the President’s Budget proposal for 2016. The services are in the process of defending that budget proposal by answering questions and providing briefings to Congressional Staffers and even, on occasion, to principal members. One of the fundamental questions we hear repeatedly is, “What if the Department of Defense is sourced at the fiscal limits of the Budget Control Act?” A more recent follow-on question is, “What if the fiscal monies provided are at the Budget Control Act level with supplemental funding provided via Overseas Contingency Operations funds?” The answers to both questions are fraught with long term risks that must be balanced very carefully.
Fundamentally, all four service Chiefs have gone on record saying that their service could not meet the strategic requirements of the nation – as detailed in the Defense Strategic Guidance – at any sourcing level below the President’s Budget proposal for 2016. They went further to say that the funding needs to be in the base account, vice Overseas Contingency Operations funds, to provide the stability and flexibility required for both short and long term investments. I’d like to address the imperative and basis for that concern.
Think of our Navy’s budget as a bowl of water placed atop a three legged stool. The water represents the warfighting capability of the Navy – both today and in the future. This warfighting capability is the core of our Navy’s ability to operate “where it matters – when it matters” all across the world. We’ve seen the need for this operational flexibility throughout our country’s great history – including as recently as last week when a Carrier Strike Group was quickly deployed off Yemen to prevent the sale of highly technical weapons that could result in a new, potentially catastrophic Sunni-Shiite war in the Middle East. That Strike Group has been successful because it had the ability to get to its required position quickly, with the appropriate weapons and fuel to stay and fight, and it maintains the ability to win in battle with another maritime force.
The stool that provides the foundational stability for the Navy’s warfighting capability is supported by three equally critical legs. The first leg is platforms – the correct number of ships, submarines, and airplanes required today and in the future. The second leg is modernization – equipment in those ships, submarines, and airplanes that enables them to fight successfully today and years from now. The third leg is people – skilled Sailors in the right places with the right training to operate those platforms now and in the future. As long as all three of those legs are adequately funded, we maintain balanced warfighting capability and our Navy can do its job.
When the overall Navy budget is reduced, however, the strength of one (or sometimes more than one) of those legs is reduced. That would equate to shorter leg(s) of the stool in my example. To keep the warfighting capability balanced, the legs must be reduced equally. The problem that we face in doing so is this: in an uncertain budget period like we face today, there is always an imperative to continue procuring the platforms we know we need in the future even as our budget is reduced in the near term. Fundamentally this is because of the long term planning (many years and even up to a decade) required to design and build a new ship, submarine or airplane. Based on history’s lessons we are relatively sure that the budget will come back up, but the question is when? When it does come back up we must be able to quickly and adequately invest in the other two legs to continue to have the warfighting capability our country needs. This potential near term imbalance is often discussed and the term most often used is “hollow”, as in a “Hollow Force.” We work hard across the spectrum of budget decisions to ensure we don’t allow that to happen. A Hollow Force is the last thing we need or want. As a result we continually adjust, year to year, the length of the three critical legs of the stool. The undesirable alternative which results from this delicate balancing act, and which requires much greater caution on our part, is the potential for a “Hollow Strategy.”
It is worth reiterating a couple of points that don’t often arise when either our Strategy or our Budget is under review. First, our Strategy (by definition) must serve as the guide for allocating our investments in current and future capabilities. A noteworthy corollary to this point is that the Strategy must also play a substantive role in determining the overall size of the budget (i.e. ensuring we have the resources necessary to make the strategy achievable). Secondly, our Budget investments today will ultimately determine our Strategy in the future. This point is clear if we consider the case of a strategy that calls upon non-existent capabilities; such an approach is clearly doomed to failure. These points together illustrate a crucial principle underpinning all considerations of Strategy and Budget – they are interlocked. With this in mind, it has been troubling that the discussion on BCA-level funding has included little consideration of the Strategic Impacts. Rather, the debate is always about whether or not we need the BCA cuts. As discussed above, our current approach will continue causing predictable harm to our Armed Forces’ ability to execute the Strategy – and defend our nation. Success in both Strategy and Budget means that the status quo of budget conversations must change.
The Defense Strategic Guidance (DSG) has ten core missions that the services must be able to execute to fulfill the overarching “DSG Strategy.” As the Navy’s total obligational authority reduces we continue to strive to be able to meet all ten missions. The truth is that base budget reductions below the level articulated in the President’s budget request – lead to an inability for the services to execute the DSG as written. This a slippery slope on which we need to be careful. We can’t ‘balance the stool’ (so to speak) during lean fiscal years and expect to have the capability that our strategic direction requires. This scenario illustrates how concerns over the National Debt can drive us, eventually, to a Hollow Strategy. Within the services we largely control how we spend the money Congress appropriates us. I believe the lessons we learned in the last three decades have taught us we cannot allow a Hollow Force to be the result of those investment decisions. When we consider the possibility of a Hollow Strategy, however, the services exercise much less direct control to avoid it because our strategic direction is provided from above. We do not want a “Hollow Strategy” and need to remain vigilant that we don’t inadvertently create one as we move forward. The specter of a Hollow Strategy looms ever closer, however, as we continue the conversations about Budget Control Act-level funding or even the related scenario in which some portion of the budget is provided in Overseas Contingency Operations funding. Absent a revised Defense Strategy, which accounts for funding which would be reasonably available in the base budget, the only real solution to this quandary is budget funding at the level in the President’s Budget request for 2016.
The Institute is pleased to have the guidance of a select panel of Navy Officers who believe this destination can continue to host the most important lines of thought concerning naval policy and the nation’s defense. LTJG Chris O’Keefe and a network of junior naval officers have agreed to assemble content for the USNI Blog, focusing specifically on key issues that they describe below in their inaugural post.
They are not strangers to the forum, and already have an impressive resume of posts and articles. They continue a fine tradition of important discussions on the USNI Blog led by a strong network of key Navy figures including guest bloggers from the naval blogging community, who were responsible for guiding the USNI Blog to three consecutive years of being named “Best Navy Blog” sponsored by Military.com and USAA. Our founding guest bloggers will continue to contribute as they desire.
Mary D. Ripley | Director of Digital Content
Bill Miller | Publisher
Since 2008, the Naval Institute’s blog has served as a key forum for thinkers and naval leaders to collaborate, argue, think, and write. The blog, with its essentially unlimited audience and condensed production timeline, helps ensure the Institute continues to play a vital role in shaping the dialogues that will shape the Navy of the 21st century and beyond. It is important therefore to periodically step back and ensure that the blog’s content sufficiently captures the critical discussions taking place throughout the Fleet. A small group of junior naval thinkers is working to facilitate this, and we would like you to join our ranks through thinking and writing.
Looking forward, we’ve identified conversations in the naval sphere that we believe are not getting enough attention, and that are ripe for dynamic debate. The four identified areas are:
-The navy and cyber
-Future war fighting
-Revitalizing practical professional notes
One of the flagship platforms for naval discourse is Proceedings. However, the capacity of the magazine is finite, and there are many discussions that simply may not meet the threshold for publication in a particular issue. The blog team is coordinating with the Proceedings editorial staff to develop a framework for two-way content flow between the magazine and the blog. A rising tide raises all ships, and just because an article doesn’t find the right home in the magazine does not mean that it is not a valid discussion piece meriting dissemination. Therefore, beginning shortly, authors who submit to Proceedings whose articles are not accepted for publication will be invited to submit to the blog team for editorial assistance and publication. At the same time, blog authors whose pieces are well received will be invited to contribute a larger, more comprehensive piece to Proceedings Magazine. Our essay contest winners will also begin to have entries published on the blog, and we will eventually sponsor online-only essay contests. Combined with other events, we hope broaden naval discussion by encouraging more people to write, speak out, and be heard.
The online blogging forum presents unique technological affordances compared to traditional mediums. In thinking about the implications of the blog’s digital existence, we were forced to reflect on how the digital has altered the form and practice of naval discourse more broadly. By extension, we were prompted to contemplate how the digital space has fundamentally altered naval disciplines. Therefore, as our first effort, we will be launching a conversation starting May 3rd about the Navy and cyber, and how this discussion should be framed and shaped.
Why May 3rd? On that date in 1997 IBM’s Deep Blue began a 6 game re-match with chess champion Garry Kasparov. Although Kasparov won this match, an apparent bug in Deep Blue caused it to make a move that puzzled Kasparov. American statistician Nate Silver believes that “Kasparov had concluded that the counterintuitive play must be a sign of superior intelligence. He had never considered that it was simply a bug.” His confidence shaken, Kasparov would go on to lose the series, marking the first time under tournament conditions a computer had defeated a reigning world chess champion.
Deep Blue’s name is particularly appropriate for conversation about the Navy’s cyber domain, and this comes on the heels of the launch of the concept of all-domain access within the new maritime strategy. We already have a few articles ready in rough draft form, and have been in conversations with leaders at all levels in the naval cyber realm. We invite you to submit an article between 800 and 1000 words that would help shape the conversation on how we integrate the navy and the cyber domain.
In the next week we will announcing our revised blog submission policies and instructions on how to submit posts for publication. Whether you are a member of the nation’s Naval service, or an armchair admiral, the groundswell of naval thought is palpable, and we hope you will put pen to paper or open your laptop to join it.
Chris O’Keefe is an active duty naval officer who spends much of his spare time working to foster professional naval discourse by helping and encouraging current and future thinkers and writers.
Greg Easterbrook’s recent column “Our Navy is Big Enough” in the New York Times demonstrates that one lecture at the Naval War College does not a naval expert make. Easterbrook advances two arguments. First that the Navy, at 275 ships, is large enough to meet all of the nation’s naval maritime security needs. Secondly he states that the Navy’s proposed budget proposed budget of $161 billion is far in excess of spending requirements. That he would correlate the size of the Navy’s budget with the size of the force deployed demonstrates his shallow awareness of matters maritime. In both the case of the size of the fleet and the size of the budget, it all comes down to math.
The size of the fleet is measured largely against two separate standards. The first is the size of the force necessary to fight and win the nation’s wars. This standard often looks first to the capabilities a potential challenger might field and then estimates the size of the US naval force required to ensure US victory. Such analysis attempts to present the capabilities required to operate in a lethal and effective manner. Cost and efficiency factor into these calculations but not in a large way. Decisive victory is the objective.
The American navy derives it’s lethality from the brutal and exquisite nature of its naval platforms. Aircraft carriers have occupied the central position in naval force planning for more 70 years. These 100,000 ton behemoths carry an air wing of over 70 tactical aircraft and can strike targets with precision hundreds of miles away. As threats to the carrier have mounted over time, they have been increasingly surrounded and protected by a fleet architecture of cruisers and destroyers, generally four, equipped with the latest state of the art radars and missile defense systems. They are also protected by two nuclear powered fast attack submarines that prowl the ocean in search of opposing submarines and enemy shipping.
The number of conflicts to be fought also factors in. The United States has two coasts so, for most of the 20th century and all of the 21st, the nation has maintained a fleet in both the Atlantic and Pacific oceans. This lesson was well learned in World War II when the nation faced existential threats in both oceans. To fight and win the nation’s wars the Navy requires ships of sufficient capability and quantity to move to and from battle without interruption, factoring in projected combat and material casualties. Factoring our current carrier-based force structure and near peer competitors in both the Atlantic and Pacific theaters has results in a requirement for 10 carriers, 20 cruisers, 20 destroyers and 20 fast attack submarines as well as 33 associated amphibious assault ships and 30 logistical support for a total of 163 ships to meet the bare minimum requirements to conduct combat operations. This number allows no room for extensive maintenance, reactor refuelings, combat repairs or prolonged training and readiness exercises.
However, as Mr. Easterbrook has pointed out, no one has been foolish enough to take on the United States in one theater, let alone two, since the end of World War II. Surely no one would think of doing so today, or would they?
The reason they haven’t represents the logic behind the second standard of measurement for the fleet: The number of ships required to maintain the peace. The presence of the United States Navy convinces rouge actors on a daily basis that today is not the day to start a conflict with the United States. If our Navy were to fall so low as to meet only the bare minimum requirements for combat operations it would invite our competitors to question whether the United States was ready and willing to defend its interests, just as the drawdown in US ground forces in Europe has encouraged Russian adventurism there today. Our maritime interests span the globe. Some interests are commercial, some are security based, and many are diplomatic. Today the United States services these interests by deploying Navy ships to key regions to demonstrate US resolve. These regions range from the north Atlantic to the Indian Ocean and from the Black Sea to the South China Sea. Altogether there are 15 specific geographic regions that require frequent demonstrations of US interest. These operations assure friends and allies of continued US support as well as remind competitors of the breadth and depth of US power. Some of these regions require visits from our front line capital vessels, the carriers. Most require only frigates to show our flag and convey US resolve. This has been the manner in which Pax Americana has been maintained over the past 70 years.
To service the far flung regions, scattered as they are across the globe, requires a constant cycling of ships, generally one on station, one on its way home, one training to deploy and one in maintenance. Some of these requirements can be offset with forward based naval forces such as those that operate out of Japan, Singapore, and Spain, but in the end, when you crunch all the numbers through the force structure calculator, you arrive at a the naval force of 355 ships. It’s math, and a particular simple form of it at that. However, there is another calculation, much more arcane, that needs exploring, the math behind a Navy budget.
There is a logic to the argument that to build a bigger Navy you need a bigger budget. It seems self-evident, but is not necessarily true. When the Navy decides to build one aircraft carrier for $14 billion, it is tacitly making a decision not to build the 7 destroyers or 28 frigates those same dollars could have bought. If we hold spending constant, or live with the confines of the Budget Control Act, and yet choose to buy increasingly expensive and technologically exquisite ships, then we are making a decision to buy fewer ships in the long run. This equation largely explains the decreasing size of the American fleet over the past 20 years.
Presently we buy one supercarrier every five years, and two destroyers, two submarines and four frigates every year. These are the combatants that occupy much of the conversation regarding the size and capability of the Navy. If, however, we were to purchase only one destroyer per year and invest the $2 billion saved in the construction of four additional frigates, we could rapidly grow the size of the fleet in short order. The Secretary of the Navy has stated his opposition to trading one type of ship for another, and I would agree with that. However it is possible to trade one type of ships for several of another type. This would still allow us to field high-end war fighting capabilities in balance with the need to build a larger Navy. If we were to take a really radical path and recognize that super carriers are too large, too expensive and too vulnerable to serve in combat and cease building super carriers while investing a portion of the savings in the construction of nuclear guided missile submarines to provide the lost precision strike power projection capability previously generated by the carrier’s airwing, we could afford to grow the fleet and shrink the Navy’s budget simultaneously. This is math as well and should intrigue fiscal conservatives.
In the end we must recognize that the shrinkage of the American fleet over the past generation has begun to create a power vacuum that is inviting others to challenge the longest lasting maritime peace since man took to the water in boats. If we are to maintain peace as well as remain prepared for war, we will need to grow the fleet. That we can do so while remaining within the current budget caps presents a significant opportunity for policy makers and supporters of naval power. It’s math that every American, including Mr. Easterbrook, should be able to understand.
Like most Americans, I have followed the repatriation of Bowe Bergdahl with interest and no small amount of incredulity. The unfolding of these events is both painful and bizarre. I’m perhaps a step closer to this story than most in that as a former special operator, I have conducted POW recovery operations. I’ve spoken with special operators who took to the field in previous attempts to recover Bergdahl. I also live in Idaho about fifteen miles from the Bergdahl home. It might be helpful to look at these events on four levels.
On purely humanitarian considerations, it’s good that a young soldier is now free from the physical and mental trauma of captivity, and that his parents finally know that he is safe and being afforded the best medical attention in the world. And I’ve watched his hometown of Hailey, Idaho rejoice at his release. All good.
On a tactical and strategic level, our nation paid a very steep price for the release of this soldier. The five senior Taliban operatives that were set free to gain Bergdahl’s freedom are very dangerous men. They are zealots who are loyal to their cause, and will most certainly return to the fight and seek to kill other Americans. And not just Americans. A great many Afghans–members of the Afghan National Army, local security and police forces that we have trained, tribesmen, and tribal entities–stood with us against the Taliban. What happens to them? We understand that these freed Taliban leaders are to be held in check by Qatar authorities for a year. We also know that in a year’s time, we will significantly draw down our forces in Afghanistan–but not all. Those who remain will be at a significantly higher risk. And again, what about those loyal Afghans who at our urging, opposed the Taliban? I fear that in setting free these five hardcore Taliban leaders, we have released a plague that will descend on those Afghans who stood with us. It could result in a pogrom directed against our former allies and their families, and their blood will be on our hands. Furthermore, what message does this send to other nations around the world who look to us for help in dealing with extremist and al-Qaeda-inspired insurgencies? Not good at all, in fact a very dangerous precedent.
On a legal and political level, it would seem that the administration overstepped its authority in bypassing Congress and perhaps may have actually broken the law. And I felt our President used two very concerned and vulnerable parents improperly by pushing them into the national spotlight. This is highly emotional ground, and to put them in the middle of what was sure to become a most controversial issue was both insensitive and unprecedented. Bowe’s parents get a free pass on this one–they want their boy back. But for the President to use them as top cover for political reasons; definitely not good and bordering on unconscionable.
And finally there is the issue of Sergeant Bergdahl’s actions that may have led to his capture. One has only to turn on the TV to see the multiple allegations of impropriety. It’s a circus; it’s not pretty and does us all a disservice. Yet, one fact is clear to me. When he fell into Taliban hands, they knew the value of their find, and they exploited it masterfully to their own ends. As for the Sergeant’s actions, he needs to be treated, rehabilitated, afforded counsel, and awarded a court martial. If he is exonerated, then he should be afforded the respect and deference this nation extends to its warriors who, in the course of honorable service to their country, endure captivity. If his actions violated his oath as an American Soldier and the implied obligations our soldiers have for one another, then he needs to be held fully accountable. This is neither good nor bad, but it is responsible and just.
Her email address was nowhining@…, a symbol of her outlook on life. Married to Paul since the early 1960s, Phyllis Galanti endured six years as a wife of a prisoner-of-war (POW) in Vietnam. But she never complained. Instead, she got busy. The “shy, retiring housewife,” as she was described by Paul at the time he left for Vietnam, later became a national advocate for the release of all our American servicemen who were held as POWs in Vietnam, as well as those service members who were missing-in-action (MIA).
Warned by the military that speaking out publicly about their husbands’ status as POWs would result in worse treatment for them and a setback in the government’s attempts to secure the POWs’ release, wives like Phyllis were ordered to keep silent about their husbands and, for awhile, they obeyed. But after several years of inaction by the government, many of the POW and MIA wives grew tired of suffering alone. Fearing their husbands were languishing and deteriorating in prison, the women were also becoming increasingly impatient. Backed financially by Ross Perot, they banded together and decided to raise awareness of their husbands’ plights, overtly defying the military’s directives. It was a bold move and, at the time, their aggressiveness was shocking. But, encouraged by Mr. Perot and their own determination, they walked the halls of Congress and talked to anyone in the White House, the State Department and the media who would lend them an ear. Phyllis became a leader of this forceful group of women.
Addressing a joint session of the Virginia General Assembly, facing down Henry Kissinger, and traveling the world to meet with the North Vietnamese and keep the pressure on the peace negotiations, Phyllis became an outspoken advocate for all the POWs. She was tireless. She never gave up and never lost the faith. More than six years after Paul was shot down and incarcerated at the infamous Hanoi Hilton, he was finally released on February 12, 1973 – 2,432 days after his capture. Four decades later, the wives and their campaign are widely credited with influencing the Paris peace negotiations and securing their husbands’ freedom. That shy, retiring housewife had been replaced with a steely advocate for change. As Kissinger later said to Paul in his thick German accent, “Your vife, she gave me so much trouble.” Paul was so proud.
Statuesque, poised and calm, Phyllis was not easily excitable. She had a softness about her that was disarming. It started with her full head of spun-silver hair, punctuated by a large, sunny grin that filled her fair-skinned face and lit up her blue eyes. She exuded Southern charm, warmth, and class. And she had the patience of an oyster.
Their emotional reunion was captured on the cover of Newsweek magazine and their story had a happy ending: Paul finished out a successful Navy career and is now the Commissioner of the Virginia Department of Veterans Services. They had two sons and three grandchildren. They continued to serve in the community of their adopted home of Richmond, Virginia, through extensive volunteer work – especially at the Virginia War Memorial, which named its new education center after the couple. They were enjoying their golden years. And, then, Phyllis became ill and died very suddenly last week. I’m sure she would say that she had no regrets in her life – except for perhaps more time with Paul and her children and grandchildren.
Einstein was quoted as saying, “In the service of life, sacrifice becomes grace.” Phyllis sacrificed greatly for Paul and her country, but she won her war, and she exited this world quietly and full of grace.
Taylor Baldwin Kiland is the author of two books about Vietnam POWs.
The following is gaining high interest in the Fleet and is being shared widely. Posted here for comment.
“The Admirals back in Washington had so many pressures on them, so many diversions, they forgot their primary job is to make sure that the Fleet is ready to go with highly trained and motivated Sailors. The problem particularly manifests itself when the budget is way down.”
ADM THOMAS B. HAYWARD, 21st Chief of Naval Operations, recalling the post-Vietnam War drawdown1
The U.S. Navy has a looming officer retention problem. More than a decade of prolonged, high operational tempo and ever-increasing deployment lengths have fostered a sustained weariness at the deckplate. A rapidly improving economy and erosion of trust in senior leadership, coupled with continued uncertainty about the future, mean the U.S. Navy could be facing its most significant retention crisis since the end of the Vietnam War.
Unlike previous cycles of low retention, the one looming before us appears poised to challenge retention at all levels. Junior officer retention in 2013 was tough and is forecast to become tougher. It marked the worst year in history for the special warfare community, with record numbers of lieutenant’s declining to stay for the next pay grade. The aviation community had a department head bonus “take rate” of 36% – well below the 45% target needed to ensure community health – most recently manifesting itself by a shortfall in the number of strike-fighter and electronic warfare aviators required for the department head screen board. The surface warfare community is also seeing an uptick in lieutenants leaving at their first opportunity, driving a historically low retention rate of around 35% even lower, indicating that a significant amount of talent in the surface warfare community walks out the door immediately following their first shore tour. This trend in the junior officer ranks is particularly troubling. While officers at, or beyond, the 20-year mark have a retirement option, junior officers do not. In many cases they’ve invested six to 10 years of their life to a career field they’re now willing to leave, determined that the pastures are greener outside of naval service.
Our retention of post-command commanders is also falling. A developing trend in naval aviation is representative of a larger problem facing most communities. In fiscal year 2010, seven naval aviation commanders retired immediately following completion of their command tours, a number that nearly doubled to 13 in 2011, before jumping to 20 in 2012. Additionally, a survey of 25 prospective executive officers revealed that no fewer than 70 percent were already preparing for their next career, in the process of earning their transport pilot licenses, preparing their resumes for the civilian workforce, or shopping for graduate schools. Worse, this trend is not limited to naval aviation. Checks with other community managers show a similar disturbing trend, with increasing numbers of promising surface warfare and special warfare officers leaving at the 20-year mark. These officers are tired of the time away from home, the high operational tempo, and the perceived erosion of autonomy in commander command.
Unfortunately, the fact that a growing number of quality officers have already left the service or are planning to head for the doors seems to be going undetected by senior leadership. The Budget Control Act and subsequent sequestration, Strategic Choices and Management Review, rebalance to the Asia-Pacific, battles over the Littoral Combat Ship and Joint Strike Fighter, rise of Air-Sea Battle, civilian furloughs, and the increasing number of commanding officer firings are just a few of the significant issues (and distractors) that senior leadership has had to contend with since 2011. Despite all these, retention is poised to once again develop into the significant issue that it has historically become during past military drawdowns.
My premise is that retention problems tend to be cyclical in nature and, therefore, largely predictable based on knowable factors. Unfortunately, the ability of senior leadership to proactively address the looming exodus is made more difficult because of Congressional pressure to control spending and because of an overreliance on “post facto” metrics that, by their very nature, are only useful after several years of falling retention rates. Senior leaders within the U.S. Navy, with the cooperation of the Department of Defense and Congress, should take swift action through the use of targeted incentives and policy changes to help ensure the best, brightest, and most talented Naval Officers are retained for continued naval service and to ensure the “wholeness” of Navy Manpower.
Read the rest of this entry »
Admiral Thomas Hayward Oral History, Interview #7, 6/7/02, p329. ↩
The Assets, an eight-part ABC miniseries event based on Circle of Treason will premiere on January 2, 2014 at 10|9 c. The series is based on Circle of Treason and will look inside the true, personal stories of the conclusion of the Cold War as told by the keepers of the nation’s secrets: the CIA. The series is produced for ABC by Lincoln Square Productions. Morgan Hertzan, Rudy Bednar, and Andrew Chapman are executive producers for the series.
From May through December 1985 the CIA experienced the unparalleled loss of its stable of Soviet assets. There was no indication of the impending disaster, which all but wiped out human source reporting on the Soviet Union. Whatever the nature of the problem, something was seriously wrong. Circle of Treason is the story of Sandra Grimes’ and Jeanne Vertefeuille’s personal involvement in the CIA’s effort to identify the reason for the losses and to protect future Soviet assets from a similar fate of execution or imprisonment. In 1991 the quest led to their hunt for a Soviet spy in the CIA and to their identification of the “mole” as case officer Aldrich “Rick” Ames, a long-time acquaintance and coworker in the Soviet-East European Division and Counterintelligence Center of CIA. That identification allowed the FBI to take the necessary law enforcement steps that led to Ames’ arrest in February 1994 and, two months later, a conviction and life sentence. One of the most destructive traitors in American history, Ames provided information to the Soviet Union that led to the deaths of at least eight Soviet intelligence officers who spied for the United States.
Not only is this the first book to be written by two of the CIA principals involved in identifying Ames as the mole, but it is also the first to provide details of the operational contact with the agents Ames betrayed, as well as similar cases with which the authors also had personal involvement—a total of sixteen operational histories in all. Of particular note is GRU General Dmitriy Fedorovich Polyakov, the highest-ranking spy run by the U.S. government during the Cold War. Described as the “Crown Jewel,” Polyakov provided the United States with a trove of information during his twenty-plus-year history of cooperation. The book also covers the aftermath of Ames’ arrest, including the congressional wrath for not identifying him sooner, the FBI/CIA debriefings following Ames’ plea bargain, and a retrospective of Ames the person and Ames the spy. Now retired from the CIA, Grimes and Vertefeuille are finally able to tell this inside story of the CIA’s most notorious traitor and the men he betrayed.
Senator Kelly Ayotte (R-NH) addresses the attendees of Defense Forum Washington.
Secretary of the Navy Ray Mabus speaks at Defense Forum Washington.
Senator Tim Kaine (D-VA) speaks at Defense Forum Washington about the defense budget and the future of the sea services.
- On Midrats 3 May 2015 – Episode 278: Betrayal, leadership, loyalty, and redemption: Task Force VIOLENT
- A “Hollow Force” or a “Hollow Strategy”?
- On Midrats 26 April 15 – Episode 277: Manpower, Modernization, and Motivation – an Hour with VADM Moran
- A Call to Write
- On Midrats 19 April 2015 – Episode 276: “21st Century Ellis”