[Budget of the United States Government]
[V. Investing in the Common Good: Program Performance in Federal Functions]
[11. National Defense]
[From the U.S. Government Publishing Office, www.gpo.gov]
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11. NATIONAL DEFENSE
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Table 11-1. Federal Resources in Support of National Defense
(In millions of dollars)
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Estimate
Function 050 1999 -----------------------------------------------------------
Actual 2000 2001 2002 2003 2004 2005
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Spending:
Discretionary Budget Authority.......... 288,117 294,068 306,287 310,069 316,438 324,051 332,364
Mandatory Outlays:
Existing law.......................... -590 -519 -884 -839 -792 -665 -672
Credit Activity:
Direct loan disbursements............... ........ 11 ........ N/A N/A N/A N/A
Guaranteed loans........................ 5 37 ........ N/A N/A N/A N/A
Tax Expenditures:
Existing law............................ 2,120 2,140 2,160 2,180 2,200 2,220 2,240
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N/A = Not available.
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The Federal Government will allocate more than $306 billion in 2001 to
defend the United States, its citizens, its allies, and to protect and
advance American interests around the world. National defense programs
and activities ensure that the United States maintains strong, ready,
and modern military forces to promote U.S. objectives in peacetime,
deter conflict, and if necessary, successfully defend our Nation and its
interests in wartime.
Over the past half-century, our defense program has deterred both
conventional and nuclear attack on U.S. soil, brought a successful end
to the Cold War, and successfully executed numerous contingency
operations. Today, the United States is the sole remaining superpower in
the world, with military capabilities unsurpassed by any nation. As the
world's best trained and best equipped fighting force, the U.S. military
continues to provide the strength and leadership that serve as the
foundation upon which to promote peace, freedom, and prosperity around
the globe.
Department of Defense (DOD)
The DOD budget provides for the pay, training, operation, basing, and
support of U.S. military forces, and for the development and acquisition
of modern equipment to:
Shape the international environment by sustaining U.S. defense forces
at levels sufficient to undertake our strategy of engagement, and
conducting programs to reduce weapons of mass destruction, prevent their
proliferation, and combat terrorism;
Respond to the full spectrum of crises by stationing well-trained and
equipped forces overseas and maintaining capabilities to mobilize and
rapidly deploy forces stationed on U.S. soil;
Prepare for an uncertain future by giving U.S. forces the military
hardware that employs the best available technologies and by recruiting,
training and retaining quality personnel;
Ensure that the U.S. military remains the world's most prepared and
capable force by sustaining force readiness levels and reengineering
business practices to improve operations.
To achieve these objectives, DOD sustains the following capabilities.
Conventional Forces: Conventional forces include ground forces such as
infantry and tank units; air forces such as tactical aircraft; naval
forces such as aircraft carriers, destroyers, and attack submarines; and
Marine Corps
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expeditionary forces. The Nation needs conventional forces to deter
aggression and, when that fails, to defeat it. Funds to support these
forces cover pay and benefits for military personnel; the purchase,
operation, and maintenance of conventional systems such as tanks,
aircraft, and ships; the purchase of ammunition and spare parts; and
training.
Mobility Forces: Mobility forces provide the airlift and sealift that
transport military personnel and materiel throughout the world. They
play a critical role in U.S. defense strategy and are a vital part of
America's response to contingencies that range from humanitarian relief
efforts to major theater wars. Airlift aircraft provide a flexible,
rapid way to deploy forces and supplies quickly to distant regions,
while sealift ships allow the deployment of large numbers of heavy
forces together with their fuel and supplies. The mobility program also
includes prepositioning equipment and supplies at sea or on land near
the location of a potential crisis, allowing U.S. forces that must
respond rapidly to crises overseas to quickly draw upon these
prepositioned items.
Strategic Nuclear Forces: Strategic nuclear forces are also important
to our military capability. Within treaty-imposed limits, they include
land-based intercontinental ballistic missiles, submarine launched
ballistic missiles, and long-range strategic bombers. The primary
missions of our strategic forces are to deter nuclear attack against the
United States and its allies, and to convince potential adversaries that
they will never gain a nuclear advantage against our Nation.
Supporting Activities: Supporting activities include research and
development, communications, intelligence, training and medical
services, central supply and maintenance, and other logistics
activities. In particular, the Defense Health Program provides health
care through DOD facilities as well as through TRICARE--its contracted,
civilian network companion program.
DOD Performance
DOD's corporate goals derive from the key tenets of the U.S. national
security strategy and form the basis of the performance goals and
measures presented here.
Shaping the International Environment and Responding to the Full
Spectrum of Crises: DOD's first corporate goal is to shape the
international environment by participating in international security
organizations, such as NATO, and improving our ability to work
cooperatively with our friends and allies. Such efforts are designed to
promote regional stability and security, and reduce the threat of war.
Their failure could lead to a major conflict affecting U.S. interests.
Also, DOD must be able to respond to the full spectrum of crises, from
small-scale contingencies to two nearly simultaneous major theater wars.
Evaluating DOD's performance in this area includes an assessment of
the ability of U.S. forces to:
Enhance and sustain security relationships with friends and
allies, enhance coalition warfighting capability, promote
regional stability and support U.S. regional security
objectives, deter aggression, and prevent or reduce the threat
of conflict. One measure of this is DOD's ability to conduct
joint exercises. In 2001, DOD will conduct 204 joint and
combined overseas military exercises.
DOD's current force structure (which was derived from the Quadrennial
Defense Review (QDR)) was designed to respond to the full spectrum of
crises, up to and including two major-theater wars. DOD acknowledges the
impact of a high rate of operation on unit readiness. Thus, it has set
goals for limiting operational tempo to levels which do not adversely
impact overall quality of life for service members and their families.
DOD will closely monitor the pace of peacetime operations across the
forces using these goals as a guide.
The Army will maintain four active corps headquarters, 18
active and National Guard divisions, two active armored
cavalry regiments, and 15 National Guard enhanced readiness
brigades. The Army will minimize the number of units deploying
more than 120 days per year.
The Navy will maintain 11 aircraft wings, 12 amphibious ready
groups, 12 aircraft carriers, 55 attack submarines, and 116
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surface combatants. Compared to 1999, the number of aircraft
carriers and amphibious ready groups remain at 12, surface
combatant ships (active and reserve) remain at 116, and there
are 2 fewer attack submarines. In addition, the Navy will
minimize the number of units not meeting its personnel tempo
goal.
The Air Force will maintain 20.2 Air Force fighter wing
equivalents, four air defense squadrons, and around 190
bombers. The Air Force will hold unit deployments in excess of
120 days to a minimum.
The Marine Corps will maintain three marine expeditionary
forces, three active and one reserve divisions, three active
and one reserve air wings, and three active and one reserve
force service support groups. This keeps the Marine Corps
forces at the same level as recent years. The Marine Corps
will minimize the number of units deploying more than 180 days
per year over a 36-month scheduling period.
Overseas presence, mobility, and the sustaining of a capable force
structure are also key to DOD's ability to respond effectively to
crises. DOD thus maintains forces ``forward deployed'' (that is, on-site
around the world and at U.S. bases) that are capable of rapidly
converging at the scene of a potential conflict to deter hostilities and
protect U.S. citizens and interests in times of crisis.
The Army will maintain, as it did in 1999, one mechanized
division in the Pacific region and two divisions with
substantial elements in Europe.
The Navy will maintain an overseas presence, defined by the
percentage of time regions are covered by an aircraft carrier
battle group, at 100 percent in the Pacific, 75 percent in
Europe and 75 percent in Southwest Asia. Carrier battle groups
will continue to shift, as necessary, from these notional
assignments to respond to real world events. In 1999, carrier
battle groups were on station for a lesser percentage of time
in the Pacific and Europe than planned, while Southwest Asia
deployments increased to 100 percent coverage. Coverage in
1999 for all three regions exceeded that achieved in 1998.
The Air Force will continue maintaining two fighter wing
equivalents in the Pacific, two in Europe and one in Southwest
Asia.
The Marine Corps will cover the Pacific region with a Marine
expeditionary unit or amphibious ready group 100 percent of
the time, Europe eighty percent of the time, and Southwest
Asia 50 percent of the time. Amphibious Ready Groups will
continue to shift, as necessary, from these notional
assignments to respond to cover real world events. In 1999,
for example, Marine Expeditionary Units covered Europe 100
percent of the time, and total coverage in all three regions
was 30 percent greater than planned.
Remaining the world's most ready and capable force depends on six
elements: ensuring the readiness of military units; maintaining a robust
research and development program; procuring appropriate military
equipment; recruiting and retaining high-quality personnel;
strengthening and enhancing quality of life programs for military
members and their families; and, providing equal opportunity throughout
the armed services.
DOD has identified specific milestones to measure progress and to
monitor readiness levels across the forces, such as the amount of
training that individual units accomplish, the availability and
operability of equipment, and the achievement of recruiting and
retention goals.
Several factors determine overall unit readiness, such as
training, quantity and condition of equipment, and the number
and experience of personnel. In 2000 and 2001, DOD will ensure
that all of its units meet their specified readiness goals.
On average for active forces, the Army will strive to attain
800 tank miles a year; the Air Force will strive to maintain
its 2000 program of 17.2 active fighter/attack flying hours
per crew a month; the Marine Corps plans to execute its
mission training syllabus fully; and, the Navy plans to
execute 50.5 deployed and 28.0 non-deployed ship steaming days
per quarter.
Finally, the amount of sealift and airlift capacity must be sufficient
to meet deployment time lines for deterring and defeating large-
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scale, cross-border aggression in two distant theaters in overlapping
time frames, and to sustain U.S. forces engaged in two major theater
wars.
In 2001, DOD will maintain its 1999 organic strategic airlift
capability of 26 million ton miles a day and will attain a
surge sealift capacity of 9.2 million square feet. In 1999,
the surge sealift capability was 7.7 million square feet.
Preparing Now for an Uncertain Future: To achieve DOD's second
corporate goal, U.S. forces must maintain a qualitative superiority over
potential adversaries by pursuing a focused procurement and research and
development program, and by recruiting, training, and retaining quality
personnel. DOD must transform the force by exploiting the revolution in
military affairs, and reengineering the Department to achieve a 21st
century infrastructure. Achieving this goal depends on ensuring that:
DOD will acquire modern and capable weapon systems and will
deliver them to U.S. forces in 97 months or 25 percent less
time than the 132 months it previously took, while (1)
ensuring that costs do not grow more than one percent a year
in the years 2000 and 2001, and (2) meeting required
performance specifications.
DOD will recruit more than 200,000 new members for the active
armed services in 2001. At least 90 percent of these recruits
will have a high school diploma and 60 percent will be in AFQT
mental categories I-IIIA. Recruitment funding will be
increased in 2000 and 2001 to ensure that the Services are
successful in achieving their recruiting goals and meet the
challenges of a booming economy and lower youth unemployment
rates. The 2001 recruitment goal for new recruits is slightly
above the average number of enlisted recruits during the 1997-
9 period.
As part of meeting this goal, DOD will follow the strategy of Joint
Vision 2010, developed by the Chairman of the Joint Chiefs of Staff, to
transform U.S. forces for the future, and it exploit emerging
communication, information and associated technologies to reshape the
way it fights and prepares for war.
Defense Technology Objectives (DTOs) guide both basic
research and focused investment. In 2000 and 2001, DOD will
maintain 70 percent of DTOs on track as determined by peer
review. For the past three years, well over 90 percent of the
DTOs have been judged to have shown satisfactory progress.
Joint experimentation is an aggressive new program designed to give
insights into new operational concepts and validate their ability to
meet future battlefield requirements. In 2001, DOD will conduct 24 joint
experiments. This program was newly established in 1999.
DOD must also develop new, innovative approaches to manage
infrastructure costs and capitalize on the revolution in business
affairs. Given its importance, DOD will again submit legislation this
Spring for new base closure rounds in 2003 and 2005. In addition, DOD
will continue to explore new ways to reduce infrastructure costs
wherever possible. The budget also supports an aggressive ongoing
program to adopt innovative management techniques and technological
practices.
As part of this effort, DOD must also transform its support functions.
Therefore, DOD has identified specific measures around which to focus
the reform of acquisition and business affairs.
By 2001, DOD will strive to:
Ensure that U.S. forces can achieve immediate visibility (for
example, information on location and status) of 94 percent of
DOD materiel assets, while resupplying military peacekeepers
and warfighters and reducing the 1997 average order-to-receipt
time of 35 days by more than 55 percent. Last year, DOD
exceeded its interim goal, reducing delivery time to 18 days.
Demolish and dispose of more than 57 million square feet of
excess and obsolete facilities. DOD is planning to demolish
and dispose of more than 80 million square feet by 2003.
Develop a request-for-proposal to privatize appropriate DOD
utility systems. Of the total 2,744 DOD utility systems, more
than 200 already have been privatized or are no longer DOD
systems. All eligible,
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feasible systems are planned for privatization before October
2003.
Dispose of $427 million in excess National Defense Stockpile
inventories and $180 million in unneeded Government personal
property, while reducing supply inventory by $3 billion. In
1999, these initiatives reduced excess inventory by over $6
billion.
Dispose of 57.7 million cumulative square feet of excess real
property. Cumulative disposals through 1998 amounted to 16
million square feet.
Initiate competitions for more than 200,000 positions under
OMB Circular A-76 (public-private sector competitions) and the
new strategic sourcing processes. Savings will be around $11
billion by 2005.
Limit the cost growth of major acquisition programs to less
than one percent.
Simplify purchasing and payment by continuing to use purchase
card transactions for at least 90 percent of all DOD
micropurchases, while reengineering the requisitioning,
funding, and ordering processes. DOD reached 90 percent
purchase card usage for the first time in 1999.
Perform 90 percent of acquisition transactions through
electronic commerce and electronic data interchange.
Eliminate layers of management by streamlining processes,
while cutting DOD's acquisition-related work force by 22
percent from its 1997 level.
DOD's management goals address necessary improvements to the finance,
accounting, and information systems.
By 2001, DOD will strive to:
Reduce the number of finance and accounting systems that do
not comply with applicable Federal accounting standards from
17 in 1999 to three in 2001. This continues an improvement
effort that has reduced the total number of finance and
accounting systems from 324 in 1991. Last year alone, DOD
reduced noncompliant systems from 109 to 17.
Achieve unqualified audit opinions on two additional
financial statements.
Department of Energy (DOE) Performance
DOE contributes to our national security mainly by reducing the global
danger from nuclear weapons and other weapons of mass destruction. DOE
is committed to maintaining confidence in the nuclear weapons stockpile
without testing to strengthen the nuclear nonproliferation regime; to
work with states of the former Soviet Union to improve control of
nuclear materials; to develop improved technologies to detect, identify,
and respond to the proliferation of weapons of mass destruction and
illicit materials trafficking; and to clean up aggressively the
environmental legacy of nuclear weapons programs.
The budget proposes $13.0 billion to meet DOE's national security
objectives, of which $6.7 billion is for ongoing national security
missions and $6.3 billion addresses environmental cleanup activities.
DOE will achieve the following performance goals:
National Security
Meet all scheduled nuclear weapons alterations and
modifications and certify to the President that standards for
safety, reliability, and performance of the nuclear weapons
stockpile are met. In 1999, DOE met all milestones for weapons
alterations and certification, and DOE selected a primary
tritium production technology.
Provide scientific understanding of the nuclear package of
weapon systems to sustain our ability to certify the nuclear
weapon stockpile without underground nuclear testing. In 1999,
DOE conducted two subcritical experiments that provided
valuable scientific information about the implosion phase of a
nuclear weapon and demonstrated a three trillion operations
per second computer system.
Produce and deliver three satellite nuclear explosion
detection sensor systems per year to provide continuous
worldwide monitoring for nuclear explosions occurring in the
atmosphere or space. In 1999, DOE
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demonstrated autonomous operations of the next-generation
space-based radio frequency monitoring sensor.
Continue to implement a bilateral agreement with Russia for
disposing of surplus weapons plutonium. In 1999, DOE issued a
Record of Decision for the U.S. surplus plutonium disposition
program and initiated negotiations with Russia on the
bilateral agreement.
Begin consolidation of weapon-usable material into fewer
buildings and fewer sites in Russia and eliminate 200
kilograms of weapons-grade material by converting it to non-
weapons grade form, thereby improving security and reducing
overall cost. In 1999, DOE integrated and improved technology
practices, facilities and training for eventual material
protection, control and accounting for 650 metric tons of
weapons-usable material at more than 40 locations in Russia.
Environmental Quality
DOE is making significant progress in reducing contamination and
decommissioning facilities no longer needed at former nuclear weapons
production installations. However, the following performance measures
may show slower progress as DOE addresses more difficult and long-term
cleanup projects.
Complete 90 release site assessments. A release site is a
specific location where hazardous, radioactive, or mixed waste
has or is suspected to have occurred. In 1999, DOE completed
288 release site assessments.
Clean up 160 release sites, bringing the number completed to
more than 4,900 of a total inventory of approximately 9,700
release sites. In 1999, DOE completed cleanup of 161 release
sites.
Complete 40 facility decommissioning assessments.
Decommission 30 facilities, increasing the number completed to
more than 660 out of a total inventory of approximately 3,300
facilities. In 1999, DOE decommissioned 92 facilities.
Other Defense-Related Activities
Other activities that support national defense and are implementing
performance measurement include programs involving the:
Coast Guard, which supports the defense mission through
overseas deployments for engagements with friends and allies,
port security teams, boarding and inspection teams for
enforcing UN sanctions, training, aids to navigation,
international icebreaking, equipment maintenance, and support
of the Coast Guard Reserve;
Federal Bureau of Investigation, which conducts
counterintelligence and surveillance activities;
Maritime Administration, which helps maintain a fleet of
active, military useful, privately owned U.S. vessels that
would be available in times of national emergency. By July
1999, 93 percent of the strategic commercial port facilities
designated as necessary to meet national security requirements
were ready;
Arlington National Cemetery, which is developing a capital
investment plan for using contiguous land sites that will be
vacated by the Services, including the Navy Annex and portions
of Fort Meyer. A review is underway of the demographics of the
four million annual visitors to this national historic shrine;
and,
Selective Service System, which is modernizing its
registration process to promote military recruiting among
registrants, and in cooperation with the Department of
Defense, is reducing active duty and reserve force officers to
reflect the readiness requirements, and to fund additional
automation.