DoD News Briefing with Rear Adm. Terry Blake on Navy Budget Request (excerpt)
(Source: US Department of Defense; issued May 7, 2009)
(Go to www.defenselink.mil/news/BudgetNavy-MC.pdf to view briefing slides associated with this transcript.)


RADM BLAKE: Good afternoon. My name, as the lieutenant mentioned, is Rear Admiral Terry Blake. I'm the deputy assistant secretary of the Navy for budget, and I'll be delivering the Fiscal Year '10 rollout budget for the Department of the Navy.

Before I begin I have to say that if I had to define this year's budget for us in a single term, it would be balance -- balance between competing priorities, balance between the right mix for addressing such issues as conventional versus irregular warfare, balance between addressing current events and anticipating future events.

As we developed this budget we had three principal objectives. Number one was to reaffirm our commitment to take care of the all-volunteer force; number two was where necessary rebalance the department's programs -- by that I mean institutionalize and enhance our capabilities to fight the wars we are in today and the scenarios we are most likely to face in the future, while simultaneously providing a wedge against other risks and contingencies; number three, to do this, we must reform how and what we buy -- a fundamental overhaul of our approach to procurement, acquisition and contracting.

What you see here on this slide is a snapshot of the typical day for the department. If you were to take this day and compare it with the day last year, you would see that there has been no decrease in op tempo. On any given day, we have approximately 40 percent of the fleet underway, we have 30,000 Marines deployed worldwide, and we have approximately 10,000 Navy individual augmentees deployed worldwide. While a good portion of our focus is on Iraq and Afghanistan, the department has other commitments and has always been and remains a forward-deployed force capable of a full spectrum of skill sets, from humanitarian assistance, disaster relief and maritime security to deterrence, sea control, and power projections.

What I'm going to do is I'm going to break the budget down into three pieces, so this is the big-picture slide, if you will. This slide gives you the big picture perspective for the department. If you look at the picture you'll see that there are two numbers listed on the top left side -- baseline funding and total funding. If you -- baseline funding I'll define for you, but you'll see that that has essentially -- between fiscal year '07 and '10, it's gone from $127.2 billion in '07 to a fiscal year '10 submission of $156.4 billion.

During the same time, the total funding -- and what we include in that, which is different because of the contingency funding which had previously been characterized as supplemental funding -- this has declined between fiscal years '07 and '10. It has gone from $25 billion in '07 to this year's submission of $15.3 billion. And I'll go into these in greater detail.

If you'll look over in the lower right column there, you'll see that there is a -- the first piece is in red for military personnel at $44.3 billion. The second piece is for ops -- operations and maintenance at $43 billion. And the third piece, in gray, is our investment accounts. Investments is made up of procurement, R&D or research and development, and infrastructure. Those three pieces make up the baseline budget. When you then add in there the green section of $15.3 billion, that is the overseas contingency operations fund, which I'll -- in the future will refer to just as contingency funding, and that is at $15.3 (billion), which gets you to the overall funding for the Department of the Navy of $171.7 billion.

What you see here is a baseline summary. In the middle you have the $156.4 billion, which is our baseline total, and I've broken it into five pieces for you, and I'll walk you through each one of these. (end of excerpt)


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DoD News Briefing with Lt. Gen. Edgar Stanton and William Campbell (Army) (excerpt)
(Source: US Department of Defense; issued May 7, 2009)
Go to www.defenselink.mil/news/ArmyBudgetBrief.pdf to view briefing slides associated with this transcript.)


GEN. STANTON: Good afternoon, and welcome to the Army's budget brief. I know that you all have the green top with some comments, as well as the highlights brochure that we've handed out. So, while some of that information is captured in our briefing, we won't dwell on it overly long so that we can get through the numbers and then address your questions, which I know is what's of paramount interest to you.

So, let me begin with the next chart, please.

Every budget has to be characterized with themes. Ours are consistent with last year's, and the chief of staff of the Army and the secretary of the Army's guidance, which is to transform our Army, restoring balance -- and what we mean by "restoring balance" is that, after seven years of war, and where we have very limited time at home for our soldiers, we've experienced considerable stress not only for our soldiers, who go in harm's way, but their family members as well, and, in large part, much of our civilian workforce.

So, our first overarching theme is to sustain our force. And "the force" refers to our civilians, our soldiers and their families. And, of course, you do that by investing in quality-of-life programs -- the 2.9 percent pay raise; the 2 percent pay raise, for example, for the civilian workforce.

Then of second importance to us is to prepare our soldiers for the fight that they go into, so that they can go to battle -- are equipped and trained for the mission sets we challenge them with. So, there is focus, I think, as we all know, on counterinsurgency, on techniques, tactics and procedures for the fight that we're currently in – in Afghanistan and Iraq. So, part of the Title 10 responsibility, obviously, for the United States Army leadership, is to provide the combatant commanders with these soldiers that are trained to accomplish their missions.

We have a third priority that we look at, which is characterized as "resetting the force." This is the soldiers, both in terms of their own personal and professional development, the collective skills in the units in which they're assigned, and equipping those units not just for the fight that we're in, but for the future contingencies that we may find ourselves in.

And then, lastly, we look at transforming the Army, which is any and everything associated with modernizing the force and taking advantage of emerging technical capabilities continuously.

So, those are the overarching priorities for the budget. Before Mr. Campbell goes through some of the numbers in a bit more detail, let me just address -- in the vein of modernization, FCS.

I know that that was discussed briefly by Secretary Hale. And, with respect to the FCS program, the FY'10 budget calls for the Army to accelerate spin-outs now to all 73 Brigade Combat Teams. Initially, we were going to spin-out Future Combat System capabilities to 15 BCTs. And so that approach is now going to change, and we will accelerate to all 73 BCTs starting in Fiscal '11. It will take a few years, and probably until Fiscal '25, to complete that fielding.

Secondly, with respect to FCS, we're going to halt the development and the procurement of the Manned Ground Vehicle.

And then, thirdly, cancel development and procurement of the Non Line of Sight Cannon.

The Army's modernization strategy will now focus -- rather than on FCS, on a versatile mix of network BCTs that leverage mobility, protection, precision and information -- in order to be effective across the full spectrum of combat operations.

So, we're going to work those through the QDR, and, clearly, through PBR 11-15. We don't know the numbers yet for 11-15, as Secretary Hale said, all we know at this point is the adjustments to Fiscal Year '10. So, the way forward, beyond '10, will evolve and mature as we go through the QDR process and work in concert with the Joint Staff and OSD leadership. So, let me end there, and introduce Mr. Bill Campbell, who is the director of the Army budget, to take you through the budget numbers. (end of excerpt)


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Presenter: Executive Director, Missile Defense Agency: David Altwegg (excerpt)
(Source: US Department of Defense; issued May 7, 2009)
MR. ALTWEGG: Good afternoon, ladies and gentlemen.

Briefly Secretary Gates stated, "We must balance this department's programs, in order to institutionalize and enhance our capabilities, to fight the wars we're in today and the scenarios we're most likely to face, in the years ahead, while at the same time providing a hedge against other risks and contingencies," unquote.

We are not cutting missile defense capabilities. Rather we are reshaping and redirecting our technologies, to improve and enhance our capabilities now and in the future.

MDA's mission is to develop capabilities to defeat the very challenging threat posed by ballistic missiles. Ballistic missiles are becoming more mobile, survivable, reliable, accurate and capable of striking targets over longer distances.

BMs are asymmetric weapons that reduce military options available, to combatant commanders, and decrease the survivability of regional military assets. BMs increase the number of anti-access weapons available to adversaries.

In light of these challenges, we are reshaping missile defense to provide a better balance of capabilities, requirements and risks to deter aggression, project power and protect U.S. and allied interests; respond to warfighter requirements, to counter the most pressing, near-term regional threats; and to pursue cost-effective and operationally effective missile defense capabilities, to hedge against future threat uncertainty.

Missile defense program strategy will include the following:

-- Enhanced protection of our deployed forces, allies and friends, against existing threats.

-- Field more THAAD and Standard Missile 3 interceptors.

-- Convert 6 additional Aegis ships with an engagement capability, with an objective total of 27 ships with an engagement capability.

-- Maintain a ground-based midcourse capability to defeat a limited, long-range, rogue-state attack or accidental launch against the United States.

--Complete emplacement of 26 GBIs at Fort Greely and four at Vandenberg Air Force Base.

-- Continue upgrades and rigorous testing. Shift focus from midcourse to ascent-phase intercept.

-- Terminate the midcourse Multiple Kill Vehicle program.

-- Terminate the Kinetic Energy Interceptor program.

-- Leverage emerging ascent-phase intercept technologies to hedge against threat growths.

-- Reduce cost and increase operational effectiveness.

-- Ascent-phase intercept is key because it would allow us to kill targets before countermeasures deploy, create shoot -- look-shoot opportunities, and maximize stand-off opportunities. Affordable technologies have evolved to pursue this course of action.

-- Finally, our new program strategy will strengthen test and target programs. Testing's important to boost credibility amongst stakeholders and dissuade foreign investments in ballistic missiles. We are nearing completion of a major test review of our program and will complete that effort early in the June time frame.

I am ready for your questions. (end of excerpt)


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