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Balancing Fiscal Responsibility with National Security Mr. D. Mark Peterson, Panel Chair Chief Financial Officer/ Comptroller, U.S. Special Operations Command Mr. Mike Maxwell Director of J1/J8, Africa Command Ms. Elaine A. McCusker Director, Resources and Analysis, Headquarters U.S. Central Command Mr. James L. McGinley Director of Program Analysis and Financial Management, U.S. Transportation Command

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Page 1: Balancing Fiscal Responsibility with National Security Fiscal Responsibility with National Security ... • Balancing Fiscal Responsibility with National Security ... CMPF, OOC, Other

Balancing Fiscal Responsibility with National

Security

Mr. D. Mark Peterson, Panel Chair Chief Financial Officer/ Comptroller, U.S. Special Operations Command Mr. Mike Maxwell Director of J1/J8, Africa Command Ms. Elaine A. McCusker Director, Resources and Analysis, Headquarters U.S. Central Command Mr. James L. McGinley Director of Program Analysis and Financial Management, U.S. Transportation Command

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Agenda

• Defining the Unified Combatant Command

• The Federal Budget

• Linking Strategy to Resources

• “Budget Informed” QDR

• Balancing Fiscal Responsibility with National Security – USCENTCOM

– USAFRICOM

– USTRANSCOM

– USSOCOM

• Q&A?

2

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Unified Command Structure

Chairman JCS

Service Chiefs

USAF USN USA

Combatant Command Support Agent

Updated: 20140505

3

President

Secretary of Defense

Geographic

Service Secretaries

Functional

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4

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What is a COCOM?

COCOM (AKA: UCC, GCC, FCC)

At least 2 Military

Departments

Broad, continuing

mission

Geographical or Functional

Led by a Four-Star GO/FO

Reports directly to President and SecDef

Communicates through CJCS

Unified Command Plan

(UCP)

UCCs are legally mandated by the Goldwater-Nichols Defense Reorganization Act of 1986

(Title 10 USC Chapter 6, Combatant Commands, 2011)

5

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Federal Budget by Category FY1962 – FY2019

6

Pe

rce

nt

of

Fed

era

l Bu

dge

t

*PB15 Estimate FY14-19

43%

23%

27%

7%

FY65

20%

19% 53%

8%

FY05

Source: Budget of the U.S. Government, FY 2015, Office of Management and Budget, Tables 8.5 & 8.7.

Mandatory

Net Interest

Non-DoD Discretionary

DoD Discretionary

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY6

2

FY6

5

FY6

8

FY7

1

FY7

4

FY7

7

FY8

0

FY8

3

FY8

6

FY8

9

FY9

2

FY9

5

FY9

8

FY0

1

FY0

4

FY0

7

FY1

0

FY1

3

*FY

16

*FY

19

16%

14%

63%

7%

*FY15

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$200

$638

$400

$559

$390

$591

$395

$753

$575 $589

$0

$100

$200

$300

$400

$500

$600

$700

$800

19

48

19

51

19

54

19

57

19

60

19

63

19

66

19

69

19

72

19

75

19

78

19

81

19

84

19

87

19

90

19

93

19

96

19

99

20

02

20

05

20

08

20

11

20

14

20

17

20

20

Constant FY15 $B

73-year Avg ($499B)

Vietnam Reagan Buildup

Korea OEF/OIF

Can we decrease the budget at projected rates without hollowing out the force?

-37% over 2 years (18.5% yr avg.)

-30% over 7 years (4.3% yr avg.)

-33% over 13 years (2.6% yr avg.)

-23.6% FY10-FY15 (4.7% yr avg.)

Source: FY2015 National Defense Budget Estimates (Green Book); Table 6-1 DoD TOA (Constant dollar adjusted) by Title. FY16-19 represents OSD (Comptroller) estimates, including OCO, from the FY15 Budget Rollout brief (Mar 14).

Context: Historical Reductions

Start of All-Volunteer Force

- Young force structure - Low OPTEMPO - Fading peer competitor - Stable Security Environment

- Older force structure - High OPTEMPO - Emerging peer competitor - Dynamic Security Environment

Key difference with current

context Peace dividend…..

without the peace?

$1.9T (CY15$) above historical avg. from 2002-2014 (of which,

approx. $1.5T was war funding).

7

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Fiscal Year 2015 Budget Request, Office of the Under Secretary of Defense Comptroller/CFO, Rollout Brief MAR 14

8

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Linking Strategy to Resources

The UCP informs COCOMs and Services, tying resources to assigned missions 9

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Balancing the QDR

10

Cyber Missile Defense Nuclear Deterrence Space Air/Sea Precision Strike Intelligence, Surveillance,

Reconnaissance (ISR) Special Operations (CT)

Renewable Energy Fighters and Bombers Marine Security Guard

Readiness Weapons Modernization Facilities Improvements Science, Tech, R&D

Force Structure Army Military End Strength Marine Military End Strength Single mission aviation

platforms Air Craft Carrier USS GW

Military Pay/Benefits Annual military pay raises Housing allowance growth

rate TRICARE programs Commissary subsidies

Readiness Maintenance Training

Using OGSI* if approved

2014 Quadrennial Defense Review

* Opportunity, Growth and Security Initiative (OGSI)

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“Budget Informed” QDR

11

• Potential Sequestration Impacts (2016) • Increase risk to Military operations

• Military would be unbalanced and

eventually too small

• Undermine the confidence of our allies

and partners

• Diminish ability to build security

globally, preserve stability, deter

conflict, and reassure allies

• Reduce the ability to counter terrorism,

conduct exercises and training activities

with partners

2014 Quadrennial Defense Review

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• Timing & Focus: COCOM Joint and Execution Year requirements compete with service-centric core responsibilities and FYDP

• Fiscal Uncertainty: Service providers unable to meet demand/strategy given current constraints

• Complex Web of Authorities

COCOM Challenges

12

WHO IS THE CUSTOMER?

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13

So how does the

“COCOM Customer” help shape the discussion for the

Services/Agencies PROVIDERS?

Fiscal Responsibility

National Security

$

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6/16/2014 CCJ7-TT/SIC 14

UNCLASSIFIED

UNCLASSIFIED

Ms Elaine McCusker

Director, Resources & Analysis

29 May 2014

Balancing Fiscal Responsibility

with National Security

U.S. CENTRAL COMMAND

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15

National Strategic Guidance

• Pillars of U.S. Defense Strategy

– Protect the Homeland, Build Security Globally, Project Power and

Win Decisively

• National Security Interests

– Survival of the Nation

– Prevention of Catastrophic Attack

– Security of Global Economic System

– Security/Confidence/Reliability of Allies

– Protection of Americans Abroad

– Preservation and Extension of Universal Values

• Strategic Guidance – Central Region

• “The United States will continue to seek more innovative and flexible approaches to

meeting its enduring commitment to security the Middle East.” -QDR

• “The Department will continue to maintain a strong military posture in the Gulf region –

one that can respond swiftly to crises, deter aggression, and assure our allies, while

making sure that our military capabilities evolve to meet new threats.” -QDR

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16

CENTCOM Vision and Mission

USCENTCOM Vision

Ready, engaged, and vigilant – effectively integrated with

other instruments of power, strengthening relationships with

partners, and supporting bi-lateral and multi-lateral collective

defense relationships to counter adversaries, improve

security, support enduring stability, and secure vital national

interests in the Central Region.

USCENTCOM Mission Statement

With national and international partners, USCENTCOM promotes cooperation

among nations, responds to crises, deters or defeats state and non-state

aggression, and supports development and, when necessary, reconstruction in

order to establish the conditions for regional security, stability and prosperity.

CENTCOM Theater Strategy –

Informs the Theater Campaign Plan

and interagency preparation of

Integrated Country Strategies

prepared by each Country Team

within the AOR. Strategic Approach –

Manage, Prevent, Shape

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17

Tajikistan

Qatar

Kuwait

Kazakhstan

Uzbekistan Kyrgyzstan

Turkmenistan

Afghanistan

Pakistan

Iran

U.A.E.

Oman

Yemen

Saudi Arabia

Iraq Jordan

Egypt Bahrain

Lebanon

Syria

USCENTCOM Strategic Environment Approved: 21Feb14

TERRORISM • AOR instability portends a

persistent AQ Movement • Epicenter of VEOs & terrorism • Hezbollah-linked threats

SYRIA • Internal unrest, sectarianism &

civil war • Emerging AQ safe haven

ISRAELI-PALESTINIAN • Emotionally charged and

unlikely to be resolved • Fuels sectarianism, violence

PERCEPTION OF U.S. DISENGAGEMENT • Misperceptions of U.S. commitment

and abandonment • Competition grows to replace U.S.

regional influence

UNDER-GOVERNED AREAS • Political & economic drivers

will lead to regional unrest • Arab Awakening persists • Regional impacts

SUNNI-SHIA • Social unrest, sectarian

violence to increase • Flashpoints threaten regional

conflicts and civil wars

PAKISTAN-INDIA • Militants threaten high value

targets in the region • Sporadic cross-border fire “3”

Confrontations

“2”

Situations

“4”

Conflicts

UNCLASSIFIED//FOUO

UNCLASSIFIED//FOUO

IRAN • Persistent nuclear ambitions • Expanded operational reach, lethality

and defense of spheres of influence

AFGHANISTAN • Internal stability challenges • PAK safe haven an enabler for

insurgency

USCENTCOM’s strategic environment is characterized by fragile political transitions, civil wars, sectarianism, under-governed spaces, and a resilient al-Qaida movement.

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18

Requirements Process

1. Strategic Guidance (NSS/NMS) 2. Strategic Plans (UCP/JSCP/GEF/DPG) 3. Strategic Environment & Risks 4. OPLANS/CONPLANS/PLNORDs (TCP/DRRS/JMET) 5. Commanders & Deputies Guidance & Priorities 6. Force Allocation Decision Model (FADM) 7. CJA Process Model (Plans - Strategy - Resource) 8. Vital National Security Interest (VNSI)

Requirements Filter & Screen

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19

Challenges

• Sequestration/Budget Control Act/APOM

• SECDEF 20% MHQ

• Readiness

• Future Force Structure

• Continuing Resolutions, Shutdown - Uncertainty

– Bipartisan Budget Act - FY14 and FY15 only

• Overseas Contingency Operations (OCO)

– 45% of CENTCOM HQ is OCO funded

– 34% of our C4 enduring requirement is funded in OCO

– Permanent forward posture and presence are OCO-funded

– Contingency Authorities

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J1/8 - Resourcing the Command's Strategy

Director of Resources

Balancing Fiscal Responsibility with National Security

ASMC National PDI–Seattle, Washington

29 May 2014

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J1/8 - Resourcing the Command's Strategy 21

AFRICOM Missions and Objectives

Illicit Trafficking AQEA /

Al-Shabaab

Piracy

LRA

Instability

AQIM

Boko Haram

LRA/M23

Instability

Illicit Trafficking

AQIM

Boko Haram

AQEA /Al-Shabaab

Illicit Trafficking

Piracy

Exercises Exercise Peacekeeping, Humanitarian, Security, Counter Terrorism and Disaster Relief scenarios with partner nations

MISSION: United States Africa Command, in concert with interagency and international partners, builds defense

capabilities, responds to crisis, and deters transnational threats in order to advance U.S. national

interests and promote regional security, stability, and prosperity

Security Cooperation

Strengthen the defense

capabilities of key African

states and regional

partners.

Operations

Protect Americans, our

interests, and allies by

deterring or defeating Al

Qaeda & other VEOs

directly or through coalition

partners.

Political Unrest/Weapons

Proliferation

Lines of Effort

• Counter VEOs and their networks

• Support defense institution building

• Assured access and freedom of

movement

• Maritime Security

• Counter illicit trafficking

• Peacekeeping and crisis response

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J1/8 - Resourcing the Command's Strategy

HQ Management, Civilian Pay, OEF-TS, SOCAF (MFP2)

Operations, Exercises, Security Cooperation HQ AFRICOM

USARAF, MARFORAF, NAVAF, AFAF,

SOCAF (MFP11), CJTF-HOA Components

DA, GHP-STATE, ESF, INCLE, NADR ADF, ADB, ADF, FMF, IMET, PKO (GPOI,

PREACT, TSCTP, AMSI) State Dept

GHP-USAID (incl PEPFAR) USAID

e.g., CN, CTFP, 1203, 1206, FY14 1208 (1206-CLRA), HA-O, DHP, HMA, PRP, CCIF,

CE2T2, ERC, JETP Other

DoD/JS

~ $250M

~ $250M+

~ $250M+

~ $250M+

~ $6.5B+

e.g., 1208, MISO, CMPF, OOC, Other SO-Peculiar SOCOM

$7.5B+

Total “Modest investments, in the right places, go a long way in Africa” (GEN Rodriguez)

======

USG Resources into AFRICOM AOR

LRA/M23

Instability

Illicit Trafficking

AQIM

Boko Haram

AQEA /Al-Shabaab

Illicit Trafficking

Piracy

Political

Unrest/Weapons

Proliferation

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J1/8 - Resourcing the Command's Strategy 23

Resourcing Challenges for USAFRICOM

“If sequestration continues, there would be fewer U.S. military forces in other regions,

such as the Western Hemisphere and Africa, than there are today. These regions are

already seeing the impact of increasingly constrained resources” (2014 QDR)

• Synchronization of resources

between DoD and other

government agencies

• Articulating resource

requirements for Africa with a

strategy focused on a “pivot to

the Pacific”

• Understanding the “uniqueness” of Africa and the implications

for defense resources

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J1/8 - Resourcing the Command's Strategy 24

Observations

• Constrained resources drives greater need to synchronize funding

streams and planning efforts

• Integrating financial and human resource decision making leads to

greater optimization

• Transparency enhances the collective ability to provide quality

resource recommendations to senior Departmental leadership

• Managing the healthy tension between the Service and COCOM

perspectives on the allocation of scarce defense resources

• Lack of a dedicated cadre focused on strategic defense resourcing

• Absence of a common understanding of what the IPL is and does

• Despite progress, current JCIDS process still needs refining

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25

Together, we deliver.

OPR: TCJ5/4-SS Current as of 27 February 12

SEATTLE PDI 29 May 2014

USTRANSCOM J8: Mr. James McGinley

OPR: USTRANSCOM/J8

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National Security Strategy

Rebalancing Defense Efforts during a period of

Fiscal Restraint Protect the Homeland

Build Security Globally

Project Power and Win Decisively

Sustaining the World’s Finest Military Smaller DoD with an agile Joint Force

Well-trained and fully equipped

More powerful role for mobility forces

TRANSCOM’s Total Force Team Provide global mobility and strategic enablers

USTRANSCOM’s mission is to deliver – anywhere, anytime

OPR: USTRANSCOM/J8

GLOBAL MISSION - DEPLOY, SUSTAIN, RETROGRADE

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USTRANSCOM Challenges

Readiness Levels USTRANSCOM depends on Service capabilities & fiscal

posture

TWCF provides flexibility to balance between customer O&M

funding, workload levels and sufficient cash reserves

DoD Drawdown/Retrograde/Contingencies

USTRANSCOM provides strategic flexibility

Requires partnership with commercial and organic providers

Controlling Costs

Provide customers with transportation cost options

Control TWCF operations and overhead consistent with

workload

OPR: USTRANSCOM/J8

GLOBAL MOBILITY READINESS

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USTRANSCOM Command Strategy

Preserve Readiness Capability Established Enterprise Readiness Center to integrate future

readiness requirements; revising Defense Transportation

Regulations; engaging with industry and business partners

Achieve IT Management Excellence Developed an Information Technology Roadmap to better align

systems/capabilities to our operational mission that support cost-

based multimodal transportation solutions

Align Resources & Processes for Mission Success Created a disciplined corporate governance process to make

resource decisions taking readiness and costs into account

Develop Customer-focused Professionals Improved our professional development programs to focus on

customer requirements and enhancing workforce capability

OPR: USTRANSCOM/J8

POSTURING FOR THE FUTURE

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USTRANSCOM Fiscal Responsibility

Working Capital Fund Cost Management Financial authority enables more efficient operations

Demands cost awareness and control

Customer Collaboration and Innovation Utilize multimodal transportation solutions

Provide operational cost-based decision support analysis

Simplify and standardize TWCF Rates

Distribution Process Owner Enterprise-wide efficiencies to optimize DoD supply chain

Unites stakeholders across DoD and other Federal agencies

Drives cost avoidances and savings

OPR: USTRANSCOM/J8

BALANCING REQUIREMENTS WITH FISCAL REALITY

Page 30: Balancing Fiscal Responsibility with National Security Fiscal Responsibility with National Security ... • Balancing Fiscal Responsibility with National Security ... CMPF, OOC, Other

Questions/Comments

TOGETHER, WE DELIVER

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Mission

Provide fully capable Special Operations Forces (SOF) to

defend the United States and its interests. Synchronize planning of global operations against terrorist networks

Vision

A globally networked force of SOF, interagency, allies and

partners able to rapidly or persistently address regional

contingencies and threats to stability SOCOM Strategy 2020

USSOCOM Mission and Vision

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Enduring Role of SOF

SOF is critical to the transition as the direct combat role of the US in

Iraq and Afghanistan comes to an end

“We chose further reductions in troop strength and force structure in every military service –

active and reserve – in order to sustain our readiness and technological superiority, and to

protect critical capabilities like Special Operations Forces and cyber resources.”

“Accordingly, our recommendations favor a smaller and more capable force – putting a

premium on rapidly deployable, self-sustaining platforms that can defeat more

technologically advanced adversaries...Our recommendations seek to protect capabilities

uniquely suited to the most likely missions of the future, most notably special operations

forces used for counterterrorism and crisis response. Accordingly, our special

operations forces will grow to 69,700 personnel from roughly 66,000 today.”

Secretary of Defense Chuck Hagel, FY 2015 Budget

Preview, 2014

Rebalancing Capability, capacity, and readiness within the

Joint Force

We will grow overall Special Operations Forces end strength to 69,700

personnel, protecting our ability to sustain persistent, networked,

distributed operations to defeat al Qa’ida, counter other emerging

transnational threats, counter weapons of mass destruction, build the capacity

of our partners, and support conventional operations.

2014 Quadrennial Defense Review

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A Unified

Combatant Command

… with

Service, Military

Department, and

Defense Agency-like

responsibilities

USSOCOM

A Unique Organization

35

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Service Common

Support to SOF

36

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USSOCOM Budget/Manpower

$6.0 $6.1 $6.2 $6.2 $6.9 $7.4 $6.9

$7.7

$3.3 $2.8 $3.7 $4.1

$3.9 $2.4 $2.3

$9.3 $8.9 $9.9 $10.3

$10.8

$9.8 $9.2

$7.7

54.2 66.3 69.7

0

10

20

30

40

50

60

70

80

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14* FY 15*Base OCO Manpower End Strength

Military (ES) / C

ivilian (FTE) in

Th

ou

sand

s $ in

Bill

ion

s

* FY 08-13 totals represent EOY actuals; FY 14 represents enacted base/OCO funding; FY 15 OCO to be submitted separately .

Army 24.1%

Navy 23.6%

Marine Corps 6.2%

Air Force 27.8%

USSOCOM 1.6%

DW (Other) 16.7%

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Resourcing Challenges

• Special Operations is not a separate Service

– MFP-11 is for SO-Peculiar capabilities

• OCO to Base (O2B) for enduring requirements

– Services and Agencies

• Reserving Flexibility in an era of uncertainty

• Auditability

– Through Service accounting systems

38

The Fifth SOF Truth: Most SOF operations require non-SOF Support

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Questions?

39