DOCSLIB.ORG

When You're out of Money, You Have to Think

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
When You're out of Money, You Have to Think When you’re out of money, you have to think. USAF photo by Liz Copan resources are so ing demands on the Air Force require. would make personnel a higher priority thinly spread that only a Innovation and streamlined acquisition than the F-35, KC-46, and B-21, the campaign of innovation practices will have to become the norm. three modernization programs she has at every level will get the “The path we’re on won’t get us there,” held up as existential to USAF’s future. service through the chal- he said. The service also finds itself in a lenging years ahead, said The conference was held a week “battle for talent,” characterized by service, industry, and Pen- before the end of Fiscal 2016, just James as a competition for “recruiting tagon leaders at AFA’s Air, Space & before Congress passed a continuing and retaining the best.” To be more Cyber Conference, held in September resolution rather than a full-up defense competitive, she said the Air Force at National Harbor, Md. authorization bill, and Air Force Sec- will renew its efforts to achieve greater One of the keys to continuing to retary Deborah Lee James detailed the diversity and tap the full talent pool. provide more mission with fewer assets many hits the USAF budget will take James promised to soon roll out a is to ask the right questions. These are as a consequence. These mainly affect “second diversity and inclusion initia- about capabilities—not necessarily the new starts and programs about to go tive” to reach USAF manpower goals. platforms that provide those capabilities, to higher production rates, such as the Another area of innovation will Marine Corps Gen. Joseph F. Dunford F-35 fighter and KC-46 tanker. have to be in professional military Jr., Chairman of the Joint Chiefs of Staff, education. said in his keynote address. CORRECTING THE BALANCE “I don’t fear budget constraints,” The question is not “how do we buy James said, though, that as much allowed Lt. Gen. Steven L. Kwast, com- more Predators?” but “how do we make as the Air Force must keep up with mander and president of Air University decisions and get the information we modernization, she’s put a priority at Maxwell AFB, Ala. “If we’re clever need?” said Dunford. on increasing the number of people in enough problem-solvers, $6 billion Air Force Chief of Staff Gen. David the service, correcting an imbalance should be enough” to train the force L. Goldfein observed that if the need she acknowledged she played a role to modern standards. He also called is for a particular kind of intelligence, in creating. out diversity as a crucial element in “I don’t care” what platform delivers The “historic downsizing” of the last delivering relevant training. it. By not defining the answers, he 20 years has resulted in the smallest At Air University, he said, civilians, said, airmen will be free to deliver the Air Force ever, James said, explaining foreign exchange students, and cross- solutions to capacity problems in ways that while the personnel cuts “made service personnel train together with leaders didn’t expect. sense on paper” they have severely airmen, who make up only 48 percent Dunford warned that anticipated hurt readiness, especially at a time of of students. This variety of perspec- budgets won’t provide enough money steadily increasing operations tempo. tives will help airmen avoid building to buy the expanded capability that ris- In a press conference, she said she “a blind spot that brings you down.” 60 NOVEMBER / DECEMBER 2016 H WWW.AIRFORCEMAG.COM USAF photo by TSgt. Joshua Strang Photo by Brittany Palmer S. Callicutt, director of capability and resource integration at US Strategic Command. The same is true for the development of autonomous vertical lift systems, where the military has shown “too much conservatism,” according By Wilson Brissett, Senior Editor to Patrick Donnelly, program director, rotary wing, at Boeing Phantom Works. Photo by Brittany Palmer In a niche where “it’s a risk for in- Far left: Cadets at Field Day at the Air dustry to invest,” Donnelly continued, Force Academy in Colorado Springs, “we need a quicker acquisitions cycle” Colo., in 2015. Left: Air Force Chief of Staff to meet the current technical challenges Gen. David Goldfein speaks at AFA’s Air, Space & Cyber Conference. Above: The and to make sure companies are re- combined air operations center at al Udeid warded financially for their investment. AB, Qatar. The CAOC provides command and control for air operations over Iraq, The difficulty in attracting new tal- Syria, Afghanistan, and other nations in ent—both individuals and companies— the Middle East. Above right: Marine Corps might be generational. “Would you Gen. Joseph Dunford Jr., Chairman of the Joint Chiefs of Staff, delivers a keynote expect to see a millennial at the opera?” address at AFA’s conference in September. asked Gen. Ellen M. Pawlikowski, com- mander of Air Force Materiel Command. Kwast said innovation and economiz- and government leaders must entice “We have to reach out to the forums they ing go hand in hand. It’s about “taking a nontraditional vendors to participate in go to, which may put some of us out of $10 problem, solving it for 10 cents, and national defense. The Pentagon will have our comfort zone.” making your enemy solve it for $100.” to emulate and embrace the high-risk, Others aren’t convinced the gap is so Following this mind-set, he said, will high-reward mind-set of technology wide. In the area of space programs, the help the Air Force leave behind “the start-ups, he said. Air Force already has a “strong cultural industrial age of education” because tradition of innovation,” insisted Win- it’s “not suited to a complex world.” RISKING EARLY FAILURE ston A. Beauchamp, deputy undersec- Following on this thought, Goldfein The defense acquisition environment retary of the Air Force for space. said it’s time to “move into the informa- is where “start-ups don’t find them- Goldfein agreed. In addressing the tion age of warfare.” He’ll take solutions selves comfortable,” Selva said, given fundamental challenge of developing a from anywhere, he said, and will start the risk-averse mind-set of the defense command and control system capable by listening carefully to all ideas, espe- enterprise. These companies are on of competing in the “networked ap- cially when “we don’t have money and the cutting edge, but either don’t know proach to the warfare of the future,” manpower to throw at the situation.” about defense work or are leery of doing the Air Force doesn’t need to start from Goldfein said he is looking at revital- business with DOD, which tends to be scratch, he said. Instead, he pointed to izing the squadron as the heart of the overly prescriptive on how to develop his own experience in the combined air Air Force organizational chart, and he new systems. operations center, where a multinational encouraged his commanders to cultivate “Reinventing ourselves around the team has coordinated intelligence, sur- new ideas from the bottom of the chain kinds of technologies that make us veillance, and reconnaissance for global of command. successful,” Selva went on, requires a counterterrorism operations since 2003. The accelerating pace of technologi- willingness to “risk failure early” in the The CAOC is a space where innova- cal advance requires intense innovation process. Risk aversion has hampered tion meets modernization, Goldfein in acquisition and development technol- development of a next generation of said, and creative problem-solving ogy, too. Joint chiefs vice chairman Gen. remotely piloted aircraft that could meets complex challenges on a tight Paul J. Selva said that means seeking operate in the anti-access, area-denial budget. innovation in places where the defense environments being created by China “Innovation is in our blood,” Gold- enterprise has not usually looked before. and Russia, he said. fein asserted, saying he is sure air- Though the armed services pioneered To meet these challenges, USAF men will deliver needed capability if technologies in the past, now it is must evolve, taking on “more risk to leadership gets out of their way and commercial industry leading the way, speed up acquisitions,” said Kenneth lets them do it. J NOVEMBER / DECEMBER 2016 H WWW.AIRFORCEMAG.COM 61.
Load more

Recommended publications
  • Trump's Generals
    STRATEGIC STUDIES QUARTERLY - PERSPECTIVE Trump’s Generals: A Natural Experiment in Civil-Military Relations JAMES JOYNER Abstract President Donald Trump’s filling of numerous top policy positions with active and retired officers he called “my generals” generated fears of mili- tarization of foreign policy, loss of civilian control of the military, and politicization of the military—yet also hope that they might restrain his worst impulses. Because the generals were all gone by the halfway mark of his administration, we have a natural experiment that allows us to com- pare a Trump presidency with and without retired generals serving as “adults in the room.” None of the dire predictions turned out to be quite true. While Trump repeatedly flirted with civil- military crises, they were not significantly amplified or deterred by the presence of retired generals in key roles. Further, the pattern continued in the second half of the ad- ministration when “true” civilians filled these billets. Whether longer-term damage was done, however, remains unresolved. ***** he presidency of Donald Trump served as a natural experiment, testing many of the long- debated precepts of the civil-military relations (CMR) literature. His postelection interviewing of Tmore than a half dozen recently retired four- star officers for senior posts in his administration unleashed a torrent of columns pointing to the dangers of further militarization of US foreign policy and damage to the military as a nonpartisan institution. At the same time, many argued that these men were uniquely qualified to rein in Trump’s worst pro- clivities. With Trump’s tenure over, we can begin to evaluate these claims.
    [Show full text]
  • Military Representative, NATO Military Committee (’88-’91)
    February 27, 2017 The Honorable Paul Ryan The Honorable Mitch McConnell Speaker of the House Majority Leader U.S. House of Representatives U.S. Senate The Honorable Nancy Pelosi The Honorable Chuck Schumer Minority Leader Minority Leader U.S. House of Representatives U.S. Senate Dear Speaker Ryan, Minority Leader Pelosi, Majority Leader McConnell, and Minority Leader Schumer: As you and your colleagues address the federal budget for Fiscal Year 2018, we write as retired three and four star flag and general officers from all branches of the armed services to share our strong conviction that elevating and strengthening diplomacy and development alongside defense are critical to keeping America safe. We know from our service in uniform that many of the crises our nation faces do not have military solutions alone – from confronting violent extremist groups like ISIS in the Middle East and North Africa to preventing pandemics like Ebola and stabilizing weak and fragile states that can lead to greater instability. There are 65 million displaced people today, the most since World War II, with consequences including refugee flows that are threatening America’s strategic allies in Israel, Jordan, Turkey, and Europe. The State Department, USAID, Millennium Challenge Corporation, Peace Corps and other development agencies are critical to preventing conflict and reducing the need to put our men and women in uniform in harm’s way. As Secretary James Mattis said while Commander of U.S. Central Command, “If you don’t fully fund the State Department, then I need to buy more ammunition.” The military will lead the fight against terrorism on the battlefield, but it needs strong civilian partners in the battle against the drivers of extremism– lack of opportunity, insecurity, injustice, and hopelessness.
    [Show full text]
  • Proxy Voting Report
    Proxy Voting Report Jul 01, 2019 to Jun 30, 2020 Vote Against Management (VAM) Summary Number of Meetings Number of Proposals 913 10318 Number of Countries (Country of Origin) Number of Countries (Country of Trade) 15 1 Number of Meetings With VAM % of All Meetings Voted 389 42.7% Number of Proposals With VAM % of All Proposals Voted 736 7.1% Number of Meetings With Votes For Mgmt % of All Meetings Voted 907 99.6% Number of Proposals With Votes For Mgmt % of All Proposals Voted 9551 92.8% Number of Abstain Votes % of All Proposals Voted 74 0.7% Number of No Votes Cast % of All Proposals Voted 23 0.2% Votes Against Policy (VAP) Summary Number of Meetings Number of Proposals 913 10318 Number of Countries (Country of Origin) Number of Countries (Country of Trade) 15 1 Number of Meetings With VAP % of All Meetings Voted 2 0.2% Number of Proposals With VAP % of All Proposals Voted 7 0.1% Number of Meetings With Votes For Policy % of All Meetings Voted 911 100.0% Number of Proposals With Votes For Policy % of All Proposals Voted 10288 99.9% Number of Abstain Votes % of All Proposals Voted 74 0.7% Number of No Votes Cast % of All Proposals Voted 1 of 459 23 0.2% Number of Proposals with Votes with GL % of All Proposals Voted 10166 98.8% Proposal Summary Number of Meetings: 913 Number of Mgmt Proposals: 9914 Number of Shareholder Proposals: 404 Mgmt Proposals Voted FOR % of All Mgmt Proposals ShrHldr Proposal Voted FOR % of All ShrHldr Proposals 9387 94.7% 223 55.2% Mgmt Proposals Voted Against/Withold % of All Mgmt Proposals ShrHldr Proposals
    [Show full text]
  • Every Dollar Counts: Marines Help Local Restaurant Donate Money to Honor Flight
    w Fox and November The Company graduates Friday, Jet February 27, 2015 Vol. 50, No. 8 Marine Corps Air Station Beaufort, S.C. “TheStream noise you hear is the sound of freedom.” Page 11 Beaufort.Marines.mil 2 3 facebook.com/MCASBeaufort3 twitter.com/MCASBeaufortSC Marines volunteer to fight litter This is your bill New Sergeant Major of the Marine Corps posts Page 4 Pages 5 Page 6 Every dollar counts: Marines help local restaurant donate money to Honor Flight Photos by Pfc. Samantha Torres Marines and their families from Marine Corps Air Station Beaufort volunteered to help remove dollar bills stapled to the walls of a local restaurant, Feb. 21. Thousands of dol- lars were collected, and will be used to send World War II and Vietnam veterans from the Beaufort and Savannah area to visit veteran memorials in Washington, D.C., through the Honor Flight Program. The money raised provides a free trip for the veterans. Marines take care of their own and continue to do so by assisting those who came before. Voluntary Protection Program: Stay safe, be involved Pfc. Samantha Torres gram established by OSHA, to Staff Writers recognize superior performance in the field of health and safety. Marine Corps Air Station Beau- The program promotes workers’ fort strives to improve the overall safety through active and mean- safety of the Air Station by work- ingful employee involvement, ing with the Voluntary Protection and works in conjunction with Program and the Occupational the Marine Corps’ safety manage- Safety and Health Administration. ment systems. The Voluntary Protection Pro- gram is a cross functional pro- SEE VPP, PAGE 6 Reach out, help a Marine or sailor Cpl.
    [Show full text]
  • Newsletter Editor: Lou Piantadosi
    MC-LEF MARINE CORPS-LAW ENFORCEMENT FOUNDATION Educating the children of those who sacrificed all SEPT 2017 N E W S L E T T E R ISSUE #54 22ND ANNUAL NYC GALA 8TH ANNUAL PHILLY GATHERING OF HEROES SEE PAGE 3 SEE PAGE 35 BOSTON MARATHON -TEAM KELLY... SEE PAGE 31 SCHOLARSHIP AWARD ARIZONA GOLF MEMBERS ON THE GO SEE PAGE 7 SEE PAGE 22 SEE PAGE 38 JACK LUCAS STORY ATLANTIC CITY GALA & GOLF FBI SCHOLARSHIPS SEE PAGE 21 SEE PAGE 10 SEE PAGE 34 FOLLOW MC-LEF www.mc-lef.org MARINE CORPS - LAW ENFORCEMENT FOUNDATION 273 Columbus Avenue • Office #10 • Tuckahoe, NY 10707 None of the MC-LEF Directors or Officers receives compensation for their services BOARD OF DIRECTORS Chairman Emeritus: Zachary Fisher (1910-1999) New York Vice Chairman Emeritus: Steve Wallace (1942-2010 California Chairman: James K. Kallstrom New York Vice Chairman: Gen. Peter Pace, USMC, (Ret.) North Carolina Vice Chairman: Gary Schweikert New York Marine Corps - Law Enforcement Chaplain: Monsignor Robert T. Ritchie New York Foundation DIRECTORS Mr. Sandy Alderson New York Gen. James Amos, USMC (Ret.) North Carolina Westy Ballard Texas Col. Barney Barnum, USMC (Ret.) Virginia OUR MISSION Mr. Anthony Boyle Pennsylvania Christopher Burnham Virginia LtGen. Ron S. Coleman, USMC (Ret.) Virginia The Marine Corps-Law Enforcement Mr. John Conner New York Gen. James T. Conway, 34th CMC, USMC ( Ret) Pennsylvania Foundation (MC-LEF) provides educational David Cornstein New York assistance to the children of fallen United States Mr. Ken Courey Florida Mr. Robert Cummins New York Marines and federal law enforcement personnel.
    [Show full text]
  • US Marine Corps
    U.S. Marine Corps Dakota L. Wood he U.S. Marine Corps (USMC) is the na- This included approximately one-third of the Ttion’s expeditionary armed force, posi- Corps’ operational forces deployed to 60 coun- tioned and ready to respond to crises around tries and 11,000 Marines serving aboard ships.1 the world. Marine units assigned aboard ships During the year preceding its fiscal year (FY) (“soldiers of the sea”) or at bases abroad stand 2021 budget request, “[T]he Marine Corps ready to project U.S. power into crisis areas. executed 249 operations, nine amphibious Marines also serve in a range of unique mis- operations, [and] 151 theater security cooper- sions, from combat defense of U.S. embassies ation events, and participated in 68 exercises.” under attack abroad to operating the Presi- Among these involvements were support for dent’s helicopter fleet. operations Inherent Resolve (Iraq and Syria) Although Marines have a wide variety of and Freedom’s Sentinel (Afghanistan); oper- individual assignments, the focus of every ations across Africa and Latin America; and Marine is on combat: Every Marine is first a major exercises with many partner countries rifleman. Over the past several decades, the in Asia and Europe.2 Marine Corps has positioned itself for crisis Pursuant to the National Defense Strategy response, but while sustaining its historical, (NDS),3 maintaining the Corps’ crisis-response institutional, and much of its doctrinal focus capability is critical. Thus, given the fiscal con- on its historical connection to operations in straints imposed by the budget environment maritime environments, the majority of its op- of the past several years, the Marines have pri- erational experience over the past 20 years has oritized near-term readiness at the expense of been in sustained land operations.
    [Show full text]
  • Regional Correspondence
    From: Morgan, Neil Sent: Friday, May 24, 2019 3:35 PM To: Schott, Heather; Vance, Sarah Subject: Fwd: EXECUTIVE INSIGHT BRIEF | MAY 24, 2019 Sent from my iPhone Begin forwarded message: From: Craig Quigley <[email protected]> Date: May 24, 2019 at 2:54:47 PM EDT To: Craig Quigley <[email protected]> Subject: EXECUTIVE INSIGHT BRIEF | MAY 24, 2019 Ladies & Gentlemen, below please find this week’s edition of Executive Insight Brief from The Roosevelt Group. Stay safe this weekend, and remember to remember….. Craig R. Quigley Rear Admiral, U.S. Navy (Ret.) Executive Director Hampton Roads Military and Federal Facilities Alliance 757-644-6324 (Office) 757-419-1164 (Mobile) EXECUTIVE INSIGHT BRIEF | MAY 24, 2019 TOP STORIES Update on Iran Tensions According to officials, the Pentagon is presenting a request that would send 5,000 to 10,000 additional troops to the Middle East as a deterrence factor, amid inflated tensions with Iran. Secretary of State Mike Pompeo, acting Defense Secretary Patrick Shanahan, and chairman of the Joint Chiefs of Staff Gen. Joseph Dunford briefed the House and Senate Tuesday on President Trump's Iran strategy, including recent intelligence of an increased Iranian threat and the U.S. reaction to it, the deployment of an aircraft carrier strike group and B-52 bombers and the ordered departure of non-emergency personnel from Iraq. On Sunday, a rocket was fired into Baghdad’s heavily fortified Green Zone, landing less than a mile from the U.S. Embassy. There were no injuries and no group claimed responsibility, but the rocket was believed to have been fired from east Baghdad—which is home to Iran-backed Shiite militias.
    [Show full text]
  • Download the Transcript
    DUNFORD-2019/05/29 1 THE BROOKINGS INSTITUTION A CONVERSATION WITH CHAIRMAN OF THE JOINT CHIEFS OF STAFF GENERAL JOSEPH F. DUNFORD Washington, D.C. Wednesday, May 29, 2019 Introduction: JOHN R. ALLEN, President, The Brookings Institution Discussion: MICHAEL O'HANLON, Moderator, Senior Fellow, The Brookings Institution GENERAL JOSEPH F. DUNFORD, Chairman, Joint Chiefs of Staff * * * * * ANDERSON COURT REPORTING 1800 Diagonal Road, Suite 600 Alexandria, VA 22314 Phone (703) 519-7180 Fax (703) 519-7190 DUNFORD-2019/05/29 2 P R O C E E D I N G S GENERAL ALLEN: Good morning, ladies and gentlemen, and welcome to the Brookings Institution. My name is John Allen. I am the president of Brookings and I am very, very pleased this morning to welcome our honored guest, the 19th chairman of the Joint Chiefs of Staff, and my friend, General Joe Dunford. General Dunford has been the chairman of the Joint Chiefs of Staff since October 2015, and prior to that he served as our nation's 36th commandant of the Marine Corps. And he commanded all U.S. and NATO forces in Afghanistan before that. General Dunford and I have known each other for many years, since were captains, in fact. I can say with complete certainty and sincerity that he is one of the finest Marines to have been minted in the modern era of the Marine Corps. In 1996 Lieutenant Colonel Dunford would take command of the Second Battalion, 6th Marines from me at Camp Lejeune in North Carolina, and in years later in Kabul we would repeat that ceremony as he would take command of the war effort in Afghanistan.
    [Show full text]
  • Modernizing US Marine Corps Human Capital Investment and Retention
    SECURITY, STRATEGY, AND ORDER JUNE 2021 THE COURAGE TO CHANGE MODERNIZING U.S. MARINE CORPS HUMAN CAPITAL INVESTMENT AND RETENTION ERIC REID TABLE OF CONTENTS Executive Summary 1 Key findings 2 Introduction 4 1. Human capital theory and the All-Volunteer Force 7 What is human capital? 7 Human capital costs and consequences of high turnover 8 Military human capital within the All-Volunteer Force 10 2. The Marine Corps’ commitment to low retention and high turnover 14 3. Performance and readiness implications of a young force 21 The Marine Corps has chosen to be dramatically younger than other services 21 The Marine Corps has also chosen to be of significantly more junior rank 22 Marine Corps return on enlisted human capital investment 23 Variable fiscal cost implications of high enlisted turnover 26 High turnover implications for recruiting: Accessions are not getting easier 30 Assessing the “young and lean” myth against empirical data 31 4. Tilting at windmills: Previous attempts to change 37 5. Barriers to change 42 6. The choice: Continue with “recruit and replace” or move to “invest and retain” 46 List of Acronyms 48 References 49 About the author 59 Acknowledgements 59 THE COURAGE TO CHANGE MODERNIZING U.S. MARINE CORPS HUMAN CAPITAL INVESTMENT AND RETENTION ERIC REID EXECUTIVE SUMMARY Since its transition to an All-Volunteer Force (AVF) in 1973 — and especially since its initial 1985 Enlisted Grade Structure Review — the United States Marine Corps has been committed to an idealized “first-term” force with an inexperienced, bottom-heavy grade structure. In pursuit of low personnel costs, the Marine Corps is unique in its commitment to high enlisted turnover which reduces aggregate experience, proficiency, and stability across the operating forces when compared to the other military services.
    [Show full text]
  • ISI and the Pakistani Army by Robert B
    No. 247 Strategic Forum October 2009 Institute for National Strategic Studies National Defense University http://www.ndu.edu/inss Radicalization by Choice: ISI and the Pakistani Army by Robert B. Oakley with Franz-Stefan Gady Key Points and its intelligence unit, the Inter-Services process whenever it threatened to run counter Intelligence Directorate (ISI), remain the to national interest and security as defined by most important elements in determining the army leadership.2 The Pakistani army and the Inter-Services Pakistan’s future. The army establishment is This tradition started with General Ayub Intelligence Directorate remain essential for the security and stability of Pakistan. Both organiza- the glue that holds this large multi-ethnic, Khan and the military coup he launched in tions have deliberately embraced Islamic radi- nuclear-armed Muslim country together. 1958. The ISI was instrumental in maintain- calism as a means to address the conventional Throughout Pakistan’s history, the army has ing Ayub’s military dictatorship. Subsequently, military gap between Pakistan and India. served as “kingmaker” with decisive influ- the army and civilian political leadership Although there are signs of a shift in ence on political leadership, as guarantor of took turns running the country, but Zulfikar Pakistan’s short-term strategic priorities and stability within the state, and as protector of Ali Bhutto was the only civilian to play a recognition that the challenge of homegrown the nation against external threats. truly dominant role in the 60-year history of Taliban is not just a U.S. problem, India will Pakistan’s armed forces are the eighth Pakistani politics.
    [Show full text]
  • Important Figures in the NSC
    Important Figures in the NSC Nixon Administration (1969-1973) National Security Council: President: Richard Nixon Vice President: Spiro Agnew Secretary of State: William Rogers Secretary of Defense: Melvin Laird Assistant to the President for National Security Affairs (APNSA): Henry Kissinger Director of CIA: Richard Helms Chairman of Joint Chiefs: General Earle Wheeler / Admiral Thomas H. Moorer Director of USIA: Frank Shakespeare Director of Office of Emergency Preparedness: Brig. Gen. George Lincoln National Security Council Review Group (established with NSDM 2) APNSA: Henry A. Kissinger Rep. of Secretary of State: John N. Irwin, II Rep. of Secretary of Defense: David Packard, Bill Clements Rep. of Chairman of Joint Chiefs: Adm. Thomas H. Moorer Rep. of Director of CIA: Richard Helms, James R. Schlesinger, William E. Colby National Security Council Senior Review Group (NSDM 85—replaces NSCRG/ NSDM 2) APNSA: Henry A. Kissinger Under Secretary of State: Elliott L. Richardson / John N. Irwin, II Deputy Secretary of Defense: David Packard / Bill Clements Director of Central Intelligence: Richard Helms Chairman of the Joint Chiefs of Staff: General Earle Wheeler / Admiral Thomas H. Moorer Under Secretary’s Committee: Under Secretary of State: Elliott L. Richardson / John N. Irwin, II APNSA: Henry Kissinger Deputy Secretary of Defense: David Packard / Bill Clements Chairman of Joint Chiefs: Gen. Earle G. Wheeler / Adm. Thomas H. Moorer Director of CIA: Richard M. Helms Nixon/Ford Administration (1973-1977) National Security Council: President: Richard Nixon (1973-1974) Gerald Ford (1974-1977) Vice President: Gerald Ford (1973-1974) Secretary of State: Henry Kissinger Secretary of Defense: James Schlesinger / Donald Rumsfeld APNSA: Henry Kissinger / Brent Scowcroft Director of CIA: Richard Helms / James R.
    [Show full text]
  • UNIVERSITY of MICHIGAN NROTC MIDSHIPMAN HANDBOOK References: the Following Are Ready References Which Provide Amplifying Informa
    UNIVERSITY OF MICHIGAN NROTC MIDSHIPMAN HANDBOOK References: The following are ready references which provide amplifying information regarding various pertinent programs within the Navy and Marine Corps. Prior to inquiry of the chain of command or Academic Advisor, Midshipmen should make every effort to determine the correct course of action outlined in the applicable reference. These references may be found via internet source or your Academic Advisor. References (listed in no particular order): ● NROTC Unit Operations CNSTCINST 1533.2 Regulations for Officer Development ● Uniform Regulations (Navy) NAVPERS 15665I ● Uniform Regulations (Marine Corps) MCO P1020.34 ● Drug and Alcohol Prevention Programs OPNAV 5350.4 Series ● General Military Requirements/Enlisted Guidance (Navy) Blue Jackets Manual ● Physical Readiness Program (Navy) OPNAVINST 6110.10 Series ● Physical Readiness Program (Marine Corps) MCO P6100.12 ● Fitness Reports and Evaluations (Navy) BUPERSINST 1610.10 Series ● Collision Avoidance Regulations (Marine Navigation) COMDTINST 16672.2 Series Required Knowledge: This information is required to be memorized verbatim and may be requested at any time by any active duty staff member or senior Midshipman in the Battalion. NROTC Mission Statement: The NROTC Program was established to develop midshipmen mentally, morally and physically and to imbue them with the highest ideals of duty, and loyalty, and with the core values of honor, courage and commitment in order to commission college graduates as naval officers who possess a basic professional background, are motivated toward careers in the naval service, and have a potential for future development in mind and character so as to assume the highest responsibilities of command, citizenship and government. National Chain of Command: President of the United States: President Barrack H.
    [Show full text]