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Personnel
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$1 billion+ |
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Improve oversight of the DoD's preposition programs for equipment and supplies
Clarifying lines of authority and simplifying reporting between various components of the DOD for joint oversight of its prepositioned stocks could reduce unnecessary duplication.
DOD has taken some steps, but GAO reports more work to be done. Permalink
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Unknown |
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Address in a larger strategy what types of compensation are effective
The Department of Defense is best suited to manage how effective the compensation strategy is to retaining and recruiting new personnel and may be able to modernize how compensation is paid out, saving money while still recruiting and keeping the personnel. The DOD could look toward getting rid of compensation scales that do not meet these goals. Permalink
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$10 million+ annually |
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Incorporate key principles of effective human capital management in special and incentive pay programs
Implementing human capital management will determine the full effectiveness of the incentives and special pay programs. Evaluating these principles will ensure whether the programs may need to be changed in the future. Permalink
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Monitor living quarters allowance (LQA) eligibility determinations
The Secretary of Defense could direct monitoring reviews of living quarters allowance (LQA) eligibility determinations. This could potentially equal cost savings by preventing improper allocation of the over $500 million spent annually on LQA for civilian employees.
At the end of 2018, DOD had taken steps to improve oversight of LQA determinations but had not issued guidance requiring the Deputy Assistant Secretary of Defense for Civilian Personnel Policy (DCPAS) to monitor LQA eligibility reviews, GAO reported. Permalink
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$100 million+ |
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Reevaluate DoD's current headquarters-reductions efforts and conduct various reassessments of workforce requirements
The Department of Defense could re-evaluate its ongoing efforts at headquarters-reductions and re-examine the decision to focus reductions on management headquarters, as well as conduct periodic reassessments of workforce requirements. This could potentially achieve cost savings and ensure headquarters are properly sized to meet mission and Congressional requirements.
GAO reports that DOD has done so. Permalink
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$45 billion through 2021 |
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Index increases in basic pay to the rate of general inflation
Ensuring that the rate of pay increases corresponds with rates in the civilian economy could control future costs for enlisted personnel who already earn an average higher rate of pay than civilian employees in comparable fields. Permalink
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$1 billion+ |
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Increase oversight of government contracts
The government should not be paying more to contract for a service that a competitor or even a public sector employee can do for cheaper. Congress can pass legislation requiring federal agencies awarding contracts to conduct analyses of whether contractors are more cost-effective, or to use coding systems that allow for comprehensive oversight of cost and comparisons to competitors and public sector counterparts. Permalink
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$1.8 billion over 10 years |
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Spend less on military bands
The armed forces maintain at least 135 military bands across the United States, costing nearly $450 million every year. Even stepping back from the broader debate over their usefulness, this spending should at least be reevaluated. Simply cutting by one-third could save nearly $2 billion over the next decade, for instance, while freeing up resources for national security needs. Permalink
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$15 billion over 10 years |
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Reduce the number of consultants and contractors at headquarters
Some have suggested that there are more consultants and contractors in the Pentagon than necessary -- and they are often paid more than private sector workers. Evaluating the proper size of this contingent will ensure the DoD is not paying for additional personnel that they do not need. Permalink
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$36.7 billion over 10 years |
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Cut the number of DoD civilian bureaucrat positions through attrition
The Pentagon has a large number of civilian bureaucrats whose jobs do not necessarily relate to national defense. Finding duplicative administrative duties and cutting any waste through attrition should be a priority to free up money for national security priorities. Permalink
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$52.5 billion over 10 years |
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Shift Army and Marine Corps troops to Reserves
Moving service members to Reserves could preserve ground combat strength while ensuring that the size of the force corresponds more accurately to the drawdown of major ground wars and the increasing use of unmanned warcraft. This could ensure that Americans are safe if the need were to arise, but resources are not used unnecessarily. Permalink
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$53 billion over 10 years |
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Use local civilian contractors instead of military personnel to perform commercial-type activities at military bases
Civilian contractors can be cheaper than military personnel, while still being able to do commercial jobs effectively. Paying less for civilians to perform services as effectively can free up well-trained military personnel to perform jobs that civilians cannot, provided there is appropriate oversight to ensure contractors are not overpaid. Permalink
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$28.6 billion |
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Defund the National Defense Restoration Fund
This fund can theoretically provide spending flexibility, but lacks oversight to ensure funds are not misspent. Moving critical mission needs out of unaccountable funds and into the base budget could encourage greater long-term stability and accountability, and can be accomplished easier with a return to regular order and move away from continuing resolutions. Permalink
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$1 billion+ |
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Reevaluate the size of special operations forces
Special Operations currently operate in more than two-thirds of the countries in the world. SOCOM’s annual budget has jumped from $3 billion in 2001 to more than $10 billion today. Reevaluating the necessary levels based on the level of US engagement can help save billions. Permalink
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$21.1 billion over 10 years |
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Limit Increases in Basic Pay
Capping the increases in pay may slightly decrease the retention number, but anticipated reductions in the number of active personnel could achieve a balance. Very small (1%) reductions in the anticipated rate of increase could equal significant savings overall. Permalink
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Up to $3.3 billion |
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Adjust pension eligibility for non-combat personnel
DOD could adjust the ages at which noncombat or administrative personnel could retire with pensions. For jobs that are not as physically demanding as combat personnel, this change is not only reasonable, it would help free up resources to combat wounded and others in more immediate need. Permalink
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$8.8 billion a year per 100,000 workers |
H.R.295 - REDUCE Act |
Reduce the number of civilian employees at the Defense Department
Half of DOD manufacturing workers are unionized, and waste and inefficiencies can be harder to identify and correct in the civilian workforce. Congress would need to lead with granting approval, as unionization and regulations would slow the process significantly otherwise. Permalink
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$3.1-$5.7 billion per year |
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Replace 80,000 Military Personnel in Support Positions With Civilian Employees
The Department of Defense could transfer some of those positions to civilian employees and decrease the number of military personnel accordingly. In 2012, about 340,000 active-duty military personnel were assigned to commercial positions that perform support functions. Those functions require skills that could be obtained from the private sector so that, in principle, those same positions could be filled by civilian employees. Permalink
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$13 billion over 10 years |
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Replace Some Military Personnel With Civilian Employees
Many DOD jobs are commercial, and could be performed by civilian employees or contractors. Civilians can require less training and do not change positions as rapidly as military personnel do. Doing this would decrease the number of active duty personnel, saving the Department of Defense billions of dollars. Permalink
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Up to $95 million per year |
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Convert jobs that do not need to be filled by officers to civilian positions
DOD could assess whether there are currently more officers than necessary for national security, ensuring that funds do not go to unnecessarily expensive personnel. Permalink
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Improve oversight of the DoD’s prepositioning programs 
