The Best Job in Washington

By JAMES D. HESSMAN, Editor in Chief

"It is an honor and privilege to serve with you. The sacrifices that each of you make in service to our nation is a gift of freedom and justice unique in history. All nations respect your dedication, professionalism, and vigilance."

That is the third paragraph of the "Independence Day message" sent to the fleet last month by Secretary of the Navy Gordon R. England, who had been sworn in on 24 May, less than six weeks before, by President George W. Bush. The most important part of the message is the four words "to serve with you." And the most important of those four words is "with." Like almost all of his predecessors, particularly in the post-WWII era, the new SecNav knew he would be making a major financial sacrifice by leaving private industry to enter public service. He also quite obviously recognizes that today's Navy is, more than anything else, a team. One of the largest teams in the world in terms of personnel numbers; one of the most complex in terms of the myriad of sophisticated advanced-technology ships, aircraft, weapons, and electronics/avionics systems that are its everyday tools of trade; one of the most costly in terms of plant inventory, annual appropriations, and day-to-day operating expenses; and one of the most important in terms of its noble mission: not only defending U.S. economic and political interests throughout the world but also, with the nation's other armed services and U.S. allies, preserving global peace and stability.

Mostly, though, today's Navy and Marine Corps are a team of people--an extended family of hundreds of thousands of people, really: the newest of recruits at Great Lakes, plebes at the Naval Academy, fresh-caught ensigns and newly minted second lieutenants, battalion commanders and senior flag officers, career civilians, chief petty officers, Marines, the private-sector builders of ships and aircraft, cooks and mechanics, drivers and drill sergeants, the list could go on and on. The Secretary of the Navy has one of the world's best views from the top of the organizational pyramid, but that is about all. Everything else is personal service--and, frequently, personal sacrifice as well.

It seems clear that Mr. England, the 72nd in a long line of distinguished Americans who have served in the post, has known that sometimes difficult lesson from Day One. In his 12 June remarks at this year's Current Strategy Forum at the Naval War College in Newport, R.I., he told the forum's other participants that his goal as secretary is "to pursue changes that will improve the lives of our people." He also pledged to be "forthright, honest, and direct in all my dealings"--and immediately proved it by acknowledging that the Department of Defense today is "largely out of step with modern American management." And he emphasized, several times--not only at the CSF but in almost all of his other public appearances--that his "very highest priority" is "our men and women in uniform, their families, and our civilian work force."

He was just as direct, and just as candid, in his testimony last month before the House and Senate Armed Services Committees when he said up front that, despite the well-publicized increases in defense spending that have been proposed by the president who appointed him, those increases still do not "adequately address our infrastructure and procurement shortfalls. ...

"The downward trend of ship and aircraft procurement needs to be reversed," he added, with none of the carefully worded codicils and fine-print howevers that so often characterize such statements from senior officials.

Later, in an ad hoc Q&A with Sea Power after the SASC and HASC hearings--and in a follow-up telephone interview--he said again what he obviously believes: "The wonderful thing about being the Secretary of the Navy ... [is that] you get to deal with our fine men and women in uniform and our terrific veterans. This is what being the Secretary of the Navy is all about.

"At various times," he continued, "people have said to me that this is the best job in Washington." But it isn't--not always, he quickly added. "Being in hearings is not the best job in Washington; being in the office is not. Being with the men and women in uniform, and with our veterans--that's what makes this the best job!"