Resourcing the National Security Enterprise: Connecting the Ends and Means of US National Security

Few military officers can ascend to the ranks of senior leadership without eventually being assigned to Washington, DC, where newcomers navigating the system inevitably become emmeshed, flabbergasted, and stymied by entrenched bureaucratic processes they had no idea existed. A career in diplomacy or working on the Hill often involves the process-oriented work necessary to keep departments funded and the government functional. In order to succeed, one must understand these rules, especially as they apply to resourcing. Without funding, strategies and policies are merely interesting ideas. Getting an idea or a program resourced requires a thorough understanding of the process.
Considering the national security enterprise from the standpoint of strategic resourcing is neither simple nor straightforward. To succeed requires a multidisciplinary approach; a team with substantial background knowledge on such diverse and byzantine topics as the Department of Defense acquisition system, the president's budget submission, and the Federal Emergency Management Agency's National Preparedness Frameworks, in addition to a basic understanding of macroeconomics. Further, the development of a cohesive and logical narrative is difficult because the Framers' intended checks and balances among the executive and legislative branches effectively preclude the possibility of seamless integration among national security priorities. Anyone aspiring to have a career in national security must understand the process in order to be effective.
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