Archive for the 'Budget Wars' Tag
First off the bat is the best news of the week from SECDEF Hagel. Some may say it is pocket change, but it really isn’t. More than anything else, this sets the tone and has out front who should already be there. Good start and hopefully generates some desired 2nd-order effects. Via Craig Whitlock at WaPo;
Defense Secretary Chuck Hagel said Tuesday that he has ordered a 20 percent cut in the number of top brass and senior civilians at the Pentagon by 2019, the latest attempt to shrink the military bureaucracy after years of heady growth.
Hagel’s directive could force the Pentagon and military command staffs to shed an estimated 3,000 to 5,000 jobs. That’s a tiny percentage of the Defense Department’s 2.1 million active-duty troops and civilian employees, but analysts said it would be a symbolically important trimming of the upper branches of the bureaucracy, which has proved to be resistant to past pruning attempts.
Exactly. We went through PTS and ERB while the senior levels floated at anchor. If done in conjunction with Staff restructuring, significant efficiencies on the admin side of the house at least will be in order.
Late Tuesday, Pentagon spokesman George Little estimated that Hagel’s order would result in total savings that “could be in the range” of $1.5 billion to $2 billion over five years. In a statement, he said that the number of job cuts was yet to be determined and that they wouldn’t begin until 2015.
In 2010, then-Defense Secretary Robert M. Gates ordered a three-year freeze on staffing in his office, the Joint Staff and the military combatant commands. But a recent analysis by Defense News, a trade publication, found that the size of those staffs nevertheless has grown by about 15 percent.
You can buy a lot of training for $2.1 billion in 5 years. We’ll take it.
That is the official side – and when you start taking away people’s parking spaces and personal staff – that will create a bit of friction down at the Potomac Flotilla tactical level.
On the unofficial side, the real fireworks will take place when, and I believe it will, as the concept raised by Zachary Keck at TheDiplomat continues to set its roots;
… the different services within the armed forces have long been treated with near perfect equality.
That’s at least one implication of the Golden Ratio principle of defense budgeting, whereby the three different services—the Army, Navy (including Marines), and Air Force—receive a constant and nearly equal share of the defense budget. As Travis Sharp, one of the most outspoken critics of the Golden Ratio, explains: “Since fiscal year 1948, the Army, Navy, and Air Force have on average received 28 percent, 31 percent, and 33 percent, respectively, of DOD’s annual budget. Hot war, cold war, or no war – the allotment of the services’ budgets has remained relatively constant over time.”
However, with the post-9/11 wars winding down, a potential future peer competitor emerging, and austerity taking hold, the U.S. no longer needs nor can it afford to continue obliging the military equality of the Golden Ratio.
For one thing, the shift to the Indo-Pacific, as well as the declining utility of large ground forces, eliminates the strategic rationale of holding the three armed services in equal esteem, at least when it comes to the allocation of resources.
Now THAT is something that will keep a lot of people busy for the rest of the decade.
Advertising is funny; it doesn’t so much tell you about the company that pays for it – but that that company thinks motivates its customers.
In the Chrystal City Metro stop in DC you can see two view from the defense industry. Speaks for itself … which one do you think is more effective?
What seems obvious in hindsight is not, for most, that obvious to those closest to it, distracted from it, or willfully floating along in a sea of indifference.
There are times, decision or pivot points for some, where the signs become clear. That steady, darkening, and thickening line starts to burn through the ambient noise. It looks familiar, it is harmonic of what you have seen before – it cannot be ignored. It demands action
You only get the Fleet your nation decides to buy, more people need to accept that … and the political and economic reality we are in.
Former Senator Hagel has been nominated to be the next Secretary of Defense. In an August 2011 interview with The Financial Times’ Stephanie Kirchgaessner, he stated the following;
The defence department, I think in many ways has been bloated.
I think the Pentagon needs to be pared down. I think we need the Pentagon to look at their own priorities.
There’s a tremendous amount of bloat in the Pentagon, and that has to be scaled back …
I don’t think that our military has really looked at themselves strategically, critically in a long, long time. Every agency needs to do that. The Department of Defence, and I’m a strong supporter of this … no American wants to in any way hurt our capabilities to national defence, but that doesn’t mean an unlimited amount of money, and a blank cheque for anything they want at any time, for any purpose. Not at all. Not at all, and so the realities are that the mess we’re in this country, with our debt and our deficits, and our infrastructure and jobless and all the rest, is going to require everybody to take a look, even the defence department, and make a pretty hard re-evaluation and review.
President Obama picked Hagel for very specific reasons, and his views above are not unknown and were part of that. Good people can agree or disagree on the substance of his argument, but that is the fact both sides will have to work with.
Next, let’s look to the uniformed side of the house. In a speech at SNA earlier this week, Vice Admiral Copeman stated the following;
Ultimately, (Copeman) warned, “if you don’t want to get hollow, you have to give up force structure.”
“Resources are going to drop. They’re going to drop significantly,” the admiral said. … “If it were my choice,” Copeman said, “I’d give up force structure to get whole. But it’s not always my choice.”
There are just a few tidbits of I&W to ponder.
In the last few years, we have heard a lot of talk about a Fleet of 313 and now 300. Many of us have been arguing for half a decade that neither is the number we should be looking at, that is not what the nation will fund; 270 to 240 is more likely.
“If we cannot have the navy estimates of our policy, then let’s have the policy of our navy estimates.”
If this is the maritime Zeitgeist for the remainder of this decade, then let’s embrace it. We can’t stomp our feet and hold our breath until the Pentagon turns blue.
How do we best do it? What do we need to preserve – what should we cut – what will we have to get rid of root-n-branch?
What are our priorities?
The smart money on the future is on who the CINC is hiring, what that hire’s recent statements say about his ideas, and what our senior officers are starting to send out trial balloons on to test the winds.
With some of the budget reduction POM options coming to the front over the last couple of weeks, everyone’s Fleet-number waterfall graph just shifted to the left a few years. A quick note to those blandly blinking at the PPT; this is not a drill.
It is time to leave behind the sway-back, hidebound arguments and talking points of the Lost Decade; FRP, Optimal Manning, Transformation, exquisite systems, Network-Centric Unicorn Theory – that is in the past. The future, if you will, that never was.
They have either been measured and found wanting, abandoned, unaffordable, or perpetually shifted to the right waiting for quantum theory and pixie dust to make them operational. It is time to move forward.
One underlying fact that has finally reached the 51% tipping point in the minds of most decision makers in the last 18-months is this; in time of financial crisis the military budget will be hit harder than other parts of the budget if for no other reason than it is structurally easier for politicians to do so. With our new “Super Committee” process – even more so.
Relax; there is no need to panic. No need to wear sack cloth and ashes, bound with your full-leg metal cilices as you walk off the Blue Line, through Pentagon Station to your desk. No; it is time to straighten your gig-line, lean forward, walk with purpose to get your next cup of coffee, put a smile on your face, and get to work.
Look at what has been done by our predecessors in a time of stress; naval developments in the 1920s and 1930s in carrier and cruisers; even the 1970s, more or less, brought us the F-16, TLAM, Aegis and others.
This is a time to focus. We can come out of this period – be it 10 years or 20, in a good position if we start now to look; look not just at platforms, but what those platforms carry. Sensors, weapons, leaders, Sailors, and ideas. That is what is critical. Don’t get me wrong – numbers matter for a dual-ocean, maritime, mercantile republic with global responsibilities – but what is on those platforms is more important than just numbers.
To do this right though, we need vision and leadership grounded in fact, modesty, honesty, and respect for risk. Not just that, but in our age it needs to be public vision and public leadership. The time is now to look back for a firm grip on something firm, solid, and reliable – and then reach forward.
A great worry however, is that we won’t benchmark the successful responses to stress in the past clearly founded on solid programs and viable short-cycle evolutionary progresses, but instead will follow the intellectually moribund and disgraced habits of the other past as defined by a future-imperfect PPT deep and an efficiency plan as thoughtful as, “Everyone grab your spoon and take two scoops our of your rice bowl.”
Simple reductions of what we have without vision and an understanding of a strategy to support it is not a plan, it is a reaction. It is drift; drift in rapidly shoaling water.
If you are looking for an underlying theme for national defense in the USA for the next couple of decades, it will be one of fewer ships, minimal shipbuilding. It doesn’t matter if that is what you want or think is needed – it will be a byproduct of the response to the larger budgetary train-wreck that can no longer be avoided. This is national – and the defense budget will be part of the fix.
There will be less money, so we have to focus on maximizing the flexibility and utility of what money we do have. The luxury of spin & pray we used in the fat years is gone. The missed opportunities of the Lost Decade are just that – lost.
This fiscal constraint will combine with something percolating on the political front regardless of what party is in power; after a decade of war the American people are not in the mood for nation building or additional elective overseas military operations without a defined, short-term duration.
Adding to this is a growing understanding that we are well past point where the post-WWII, post-Cold War, post-post-Cold War need/want/desire to garrison large numbers of forces ashore in foreign lands makes any sense. Inertia no longer overrides the reality that these nations are more than capable of defending themselves without ten to hundreds of thousands of Americans garrisoned like mercenaries to do their fighting for them. We don’t need to be isolationist, just a friend they can call on; a friend who lives in his own house.
If they need our help once they are fully engaged, then we can help them. Germany, Japan, and Korea are not weak nations. We are not an empire, nor a nation that needs to send its young abroad as mercenaries for hire by rich and lazy nations too busy to properly defend themselves.
As an maritime nation whose land borders relatively small and friendly nations – one would think that an emerging Strategic reset would favor a homeland based, flexible, expeditionary mindset – one with a bias towards using air and sea power to project national will and assist our friends as needed. The emerging economic and global security reality is tailor made for the Navy Marine Corps team along with parts of the Air Force skill set.
For some reason though – it doesn’t look that people in the “right” circles are buying what we’re selling. The recently released released report by the Simpson-Bowles Commission on Fiscal Responsibility is a data point telling us that our core power-projection force structure and the tools that make it possible are seen as easy-picking for the budget battles to come.
It is easy to dismiss as yesterday’s news the recommendations of the commission – but don’t. Generally considered DOA by the press – its ideas are far from dead. Busy people take other people’s ideas.
If you want to get an understanding of what suited establishment Washington DC thinks we should look in the defense budget for savings to close the budget gap – it would be helpful to start with the commission.
Like all human endeavors, politics and budgetary maneuvers will default to the path that requires the least amount of work. If you can steal someone’s idea that is good enough, then you can move your billable hours on to other things. Knowing the intellectual borrowing that goes on, one needs to take a serious look at and be prepared to respond to each part of the commission’s recommendations in case they gain a second life under a different name.
As outlined earlier, I don’t see very many other options than moving away from the static, Cold War, quasi-imperial mindset of garrisoning forces globally, and towards a more flexible, homeland-based expeditionary mindset better suited for a mercantile representative republic. We need mobile, quick, and flexible forces that give you the ability to create desired effects globally where needed. Along with certain parts of the Army’s light forces, and Air Force logistical and long-range air; that skill-set is a crown jewel of the Navy-Marine Corps team.
Strangely, with the list of recommended cuts, not only does the commission go after the archaic overseas garrisoning of ground forces which is part of our problem – they go after the heart of our future expeditionary capabilities embodied with the Marine Corps – which weakens the solution and leaves us with the question; how do we get where with what?
Review paras 44-48. They recommend:
- End procurement of the V-22.
- Cancel the Expeditionary Fighting Vehicle.
- Substitute F-16 & F/A-18Es for half of the F-35 buys.
- Cancel the USMC version of the F-35.
- Cancel the Future Maritime Prepositioning Force and abandon sea-basing.
Ponder that for a moment. Just as an example, because the Navy is building an amphibious fleet to Tiffany standards such that it does not want to close within 25nm, we would also find ourselves without the possibility of getting to the shore … therefore …. Tiffany must get close. Close with a fragile logistics tail and sketchy top-cover.
Paint; corner – some assembly required.
That isn’t the story. The story the fact that the Navy Marine-Corp team has failed to make the sale to decision makers.
Why? There are a few possible reasons to consider: one messaging and the other programmatic.
From a messaging stand point, the results are clear: we have failed to consistently, clearly, and credibly describe what the Navy-Marine Corps team brings to the table. If we had, there would not have been a feeling that you could get rid of all the equipment that makes power projection possible.
Why have we failed in the messaging dept?
- The Maritime Strategy is unclear, ineffective, and seen as irrelevant to tomorrow’s challenges. When looking forward, our maritime strategy documents should be Ref. A. They are not. That is probably part of the problem, for reasons I covered over at my home blog over three years ago.
- Selling the Navy-Marine Corp team’s capabilities has not been a priority. Well, we know it isn’t the # 1 priority, and when you review the Navy’s latest speeches and press releases, you don’t see that story being told. If you don’t tell everyone your story, no one will. The Marines have done a good job, but they need the Navy to work with them – though they may say differently, they cannot do this alone.
If the problem isn’t messaging, then is the problem programmatic?
- When it comes to the programs we have invested our intellectual and political capital in over the last decade – where are the major successful programs that we can use to increase our credibility? DDG-1000? LCS? ACS? LPD-17? You can argue that the LEWIS & CLARK T-AKE, VIRGINIA SSN, P-8, and Riverine have been a success, but besides the VIRGINIA none of those are above the fold programs.
- How many times have we heard senior leadership go in front of Congress to say “313?” How many here actually believed that was achievable? How many here thought that those in uniform saying “313” to Congress didn’t believe it was achievable either? What does that do to credibility inside and outside? When you lose credibility, eventually no one takes anything you say seriously.
If everything is critical; nothing is critical. If you say “313″ when you know it isn’t achievable – then why should you be believed when you say something else is a must? If none of the things you said about DDG-1000, LCS, LPD-17 or other programs worked out well – then why should someone invest effort in believing what you say about the F-35B?
Read carefully the cuts recommended. Long after this commission is forgotten, their ideas will be re-cycled a few times.
Don’t expect them to go away. Our nation is under an exceptional fiscal crisis of our own creation, and will be for the next couple decades. Europe is about 5-10 years ahead of us in this regard. Look what has happened to their military budget over the last few years. It will happen here.
We are about to see even more change in senior leadership for the Navy-Marine Corps team. The primary challenge for that leadership isn’t so much to manage decline – but to repair our ability to communicate to decision makers and the taxpayer so they know what they are buying for their national security buck.
They will need to speak clearly, with credibility, and with a message that is consistent in the YouTube age where anyone can get what you said 6-months ago and repeat it with what you said yesterday. Promote creative friction. Re-build a strategic concept that makes sense and is heavy on reality and light on the “crank military metaphysics that has infected our literature over the past dozen years.”
They will need to make hard choices – get rid of billets that are not essential. Slash Staff redundancy. Lead personnel cuts from the front through larger than average cuts in Flag Officer and SES billets. Make Shore scream in pain before you demand more from Sailors at Sea. Demand from program managers performance we demand from COs. Focus on the affordable evolutionary vice the sexy revolutionary. Revisit the Cruiser development between WWI & WWII, the guided missile program of the ’50s and ’60s, and Aegis for benchmarks. Take out all the dirty laundry from DDG-1000, LCS, and LPD-17 so we can see it and smell it – and by example – not repeat those mistakes. That will help programmatics. Oh, sure it cost him a star – but review VADM Connelly’s record as well.
Ponder and prepare. Something must go. Find a counter argument, or lose. The game is afoot.
The 30 AUG edition of The Economist has an outstanding article that demands your attention, “Defence spending in a time of austerity.”
It is a wide-ranging article, but it is the graph on the right and another couple of points that grabbed my attention.
What I like about the graph on the right is that it focuses on just major combatants. Yes, numbers are not everything – but when you consider the concentration vs. dilution of power when it comes to the waters off China, the numbers look even more interesting. When you fold in they tyranny of distance – you add a bit more flavor. Yes, there is a quality vs. quantity argument as well – but the historian understands the Tiger vs. Sherman argument. Follow the trends to 2030 and ponder some more.
Speaking of China, from the article;
Is the constraint on military spending evidence of a general decline of the West? Critics of Mr Gates argue that he is hollowing out the armed forces and accepting a diminished position for America in the world. In a seminal book of 1987, “The Rise and Fall of the Great Powers”, Paul Kennedy of Yale University popularised the notion that a country’s military power flows from its economic strength; the global pecking order is determined as much by economic performance in peacetime as by martial abilities in wartime. By this measure, China’s economic strength should give the West cause for concern. China is also fast building up its naval power …
Our debt growth is unsustainable and a decrease in our defense budgets will be an unavoidable result of our fiscal irresponsibility. Where is China in this?
Well, when you consider our trade deficit and national debt – don’t blame the dragon for getting fat when we sell our children to feed it.
China is now the largest holder of U.S. debt. It’s also the largest exporter and within the next five to seven years, it’s expected to surpass the U.S. as the largest manufacturer in the world.
How much interest are we already paying on our debt?
The national debt is the single biggest threat to national security, according to Adm. Mike Mullen, chairman of the Joint Chiefs of Staff. Tax payers will be paying around $600 billion in interest on the national debt by 2012, the chairman told students and local leaders in Detroit.
“That’s one year’s worth of defense budget,” he said,
America, you should keep your eye on the Chinese Fleet. No so much that it may be a threat down the road – but just for the reason that you’re paying for much of it.
So, solutions? The macro issues of run-away deficit spending and trade imbalances are beyond the ability of the Navy to do anything about. What can the Navy do about this challenge of a shrinking American Fleet? For starters – go after per-unit costs – something we have been horrible at. We need to fix it though, as shipbuilding budgets are not going to grow in real dollars – indeed, expect a decrease. The cause of our per-unit cost problem is well understood; cue the LCS video.
Few would disagree with another of Mr Augustine’s laws, that “the last 10% of performance generates one-third of the cost and two-thirds of the problems.” Moreover, the quest for the best is often allied to a “conspiracy of optimism”, whereby bureaucrats and contractors underestimate the likely cost of weapons, wittingly or unwittingly. Once approved, military projects are hard to kill.
Such are the ingredients for a spiral of cost and delay: technological stumbles hold up development; delay raises costs; governments postpone work further to avoid busting yearly budgets, incurring greater long-term costs. With time, technology becomes outdated, so weapons must be redesigned, giving the top brass a chance to tinker endlessly with requirements. In the end, governments cut the size of the purchase, so driving up unit costs further.
We could do with a little more good and a little less perfect.
Hope is not a plan, but hope that our elected representatives get our financial house in order – for without it a military cannot be effective. After hope – then act develop a culture of accountability and not obsequiousness.
We did not get here by accident. Real people made real decisions that put us here.
… we (Team Navy) are in deep bat guano where public perceptions are concerned:
See especially slides 17-21 for recruiter’s challenge:
” If you were just turning 18 and had to spend two years in the Service, which branch would you prefer to join?” AF: 37 Navy: 20 Army: 15 CG: 14 Marines: 14.
Slides 3-7 aren’t exactly a bed of rose either. Mayhaps the Navy might want to work its message a little harder outside the cloistered “Conversations With America” while spending less time/effort/manpower on contrived “ethos” statements?
Of course leadership could just shut its eyes, click its heels and say “it’s only a poll – it’s only a poll…” Just don’t think these results aren’t going to have some bearing in the coming budgetary knife fights on the Hill and in the 5-sided wind tunnel…