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Building Integrity in the Defense Sector

UNCLASSIFIED. Building Integrity in the Defense Sector. Dr. James A. Schear Deputy Assistant Secretary of Defense Office of Partnership Strategy & Stability Operations NATO Building Integrity Conference February 26, 2013. UNCLASSIFIED. The Defense Sector’s Core Duties.

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Building Integrity in the Defense Sector

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  1. UNCLASSIFIED Building Integrity in the Defense Sector Dr. James A. Schear Deputy Assistant Secretary of Defense Office of Partnership Strategy & Stability Operations NATO Building Integrity Conference February 26, 2013 UNCLASSIFIED

  2. The Defense Sector’s Core Duties • To exert a monopoly on the legitimate use of force in a fashion that safeguards our citizens • Key USG defense tasks: Deter/degrade/defeat threats; Reassure allies/partners; Exert a stabilizing influence; Assist partners in responsibly building their own capabilities; Promote access throughout the global commons. • To support/strengthen democratic governance • Respecting the chain of command (the “vertical”); Promoting civ-mil cooperation across gov’t (“the horizontal”); Providing support to civil authorities when authorized by law. • Our defense institutions are all “works in progress” • Building/sustaining integrity, transparency, accountability – along with efficiency and effectiveness – requires daily efforts that are not always apparent to outside observers. “Security is like oxygen – you tend not to notice it until you begin to lose it.” -- Professor Joseph Nye

  3. Defense Institution Building (DIB) • DoD’sDefenseStrategic Guidance emphasizes support to partner nations in building effective, efficient and accountable defense institutions. • Scripting the DIB agenda requires a degree of “balance” in two areas: • Temporal: Boostingnear-term performance of DoD partners to support immediate ops requirements, while also addressing long term capacity-building needs; • Functional: Assisting Partners to establish basicministerial functions while also charting a path toward development of more complex management processes, such as defense resource planning, programming and budgeting. • Numerous tools: Periodic engagements; expert exchanges; in-country advisors; regional dialogues. Key question: What works best for the partner, aligned with our common objectives?

  4. DIB’s Core Objectives • Sustain operational/tactical-level training & equipping investments. • Enablepartners to responsibly manage their own security. • Contributeto broader security sector reform. • Strengthen DoD-MoD relationships over the longer-term. • Promote effective regional collaboration, wherever possible • Instill a “pay it forward” ethic – seeing our partners assist others in their regions.

  5. Lessons Learned? • DIB challenges defy easy generalization. • Each partner country has distinctive needs/aspirations. • No “one size fits all” formula for progress – though “foundational pillars” clearly exist (e.g., human, financial resource mgt). • Patience is a prerequisite. • Results won’t happen overnight. • Effectiveness depends on sustained, persistent efforts. • Senior leadership must set the example – lead by doing. • Broad (public) acceptance is essential. • Need for political will and commitment at all levels of MoD, as well as among ministries and the public at large. • Agreement on roles & missions, force-sizing & composition, and core capabilties must cover the entire security sector.

  6. Lessons Learned (cont’d) • Adopt a “life-cycle” roadmap to DIB whenever possible for key defense-wide functions: • Human Resources Management; Defense Policy & Strategy; Defense Planning, Budgeting & Resource Management; Logistics & Infrastructure; Civil-Military Relations & Interagency Coordination; Professional Defense & Military Education. • Strategic Defense Reviews can be vehicles for disciplined assessments. SDR goals include: • A shared vision regarding security threats and capability needs, ideally through an inclusive process (civ and mil stakeholders) that informs parliaments and the public at large; • Consensus on policy priorities as well as on gaps in force structure, proficiencies that need to be filled; and, • Establishment of a realistic, affordable, achievable way-ahead for developing defense capabilities.

  7. Key Challenges for Partners? • Generating political will: create a political environment that supports change. • Encouraging dialogue: willingness to discuss challenges and identify areas for improvement with peers and the public. • Institutionalizing change: maintain consistency in implementing reform. “We will continue aggressive efforts to weed out waste, reduce overhead, to reform business practices, to consolidate our duplicative operations…true national security cannot be achieved through a strong military alone. It requires strong diplomacy. It requires strong intelligence efforts. And, above all, it requires a strong economy, fiscal discipline and effective government.” -- Secretary Panetta, Statement on Defense Strategic Guidance, January 5, 2012

  8. Questions/Comments?

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