ment to our people while providing for an orderly reduction in size. Navy knows where it has to be by 1997-and we know how to get there, even though it will not be easy. We can do it while keeping the faith with those who have chosen to serve their country voluntarily. I can think of no better way to summarize my message to you here today than to request your continuing support for our strategy by approving the personnel plan contained in the President's budget for fiscal year 1993.

APPENDIX A

THE MILITARY PERSONNEL, NAVY (MPN) APPROPRIATION REQUEST

The fiscal year 1993 MPN request is for an appropriation of $19,758,400,000 in obligational authority. This is a net increase of about $2 million from the current fiscal year 1992 funding requirement. The major factors include: annualization of the 4.2 percent January 1, 1992 pay raise ($172 million); the 3.7 percent pay raise effective January 1, 1993 ($471 million); a variable housing allowance ($21 million); and inflation ($16 million). The offsetting decreases are: an average strength reduction of 14,485 ($600 million); and a $48 million decrease in Retired Pay Accrual. The following paragraphs provide explanations on the funding required for selected budget activities. Chart A reflects funds requested for all six budget activities, as well as the percentage contribution of each to the total program.

CHART A.-Military Personnel, Navy Amount ($000) by Budget Activity

1. Pay and Allowances of Officers. $4,791,512,000 is requested to support planned officer strength in fiscal year 1993. This represents a net increase of about $58 million from the fiscal year 1992 level. The increased requirements are attributed primarily to the pay raise, variable housing allowance and special pays for medical incentives. The funds required in this budget activity are based primarily on the monthly strength plans and resultant workyears indicated in Chart B.

71

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CHART B

FY-92 AND FY-93 OFFICER STRENGTH PLAN
(in thousands)

STRENGTH

FY-92 BUDGETED WORKYEAR AVERAGE

SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP

...FY-92 +FY-93

2. Pay and Allowances of Enlisted Personnel. Planned enlisted strength will require $13,621,800,000 in fiscal year 1993. This represents a net decrease of about $68 million from the fiscal year 1992 level. The decrease is primarily attributable to fewer workyears which are partially offset by the pay raise.

The funds required in this budget activity are primarily based on the monthly strength plans and resultant workyears as indicated in Chart C. Budgeted workyears in fiscal year 1993 are 6,671 below a "straight line" computation between the end strengths of fiscal year 1992 and fiscal year 1993.

CHART C

FY-92 AND FY-93 ENLISTED STRENGTH PLAN

SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP

-FY-92 +FY-93

3. Subsistence of Enlisted Personnel. The amount required in fiscal year 1993 for Subsistence of Enlisted Personnel is $594,614,000, an increase of $4 million over fiscal year 1992. The increased requirement is due to the fiscal year 1992 and fiscal year 1993 pay raises, which are offset by workyear related decreases.

4. Permanent Change of Station Moves (PCS). The Navy PCS Program will require $635,946,000 for fiscal year 1993, a net increase of about, $5 million from the funding level currently planned for fiscal year 1992.

The cost variances include pay raise, inflation factors and industrial funded service increases/decreases as provided by OSD.

Chart D shows planned moves and average costs by travel category across the years. Navy's goal for fleet readiness is to man installations and ships with qualified personnel. Accession, separation, training and organized unit moves are mandatory when required to attain force levels and to provide training for that goal. The fiscal year 1992 and fiscal year 1993 operational and rotational moves represent 29 percent of the total Navy move program.

Only limited opportunities exist, however, to restrict these moves without upsetting efforts to maintain skill and grade balances within the career force. While the Navy continues to make every effort to minimize move requirements, adequate PCS funding is absolutely essential for recruiting, training, developing, and retaining the best fighting force possible.

Congressional understanding and support for the Navy's fiscal year 1993 PCS Program is required if we are to sustain our readiness during this downsizing period.

CHART D.-Permanent Change of Station Moves and Average Costs by Travel Category

CHART D.-Permanent Change of Station Moves and Average Costs by Travel Category—Continued

Senator GLENN. Thank you very much, Admiral. General Cooper. STATEMENT OF LT. GEN. MATTHEW T. COOPER, DEPUTY CHIEF OF STAFF FOR MANPOWER AND RESERVE AFFAIRS, U.S. MARINE CORPS

General COOPER. Mr. Chairman, Senator McCain, it is a pleasure to appear before you today.

READINESS

The goal of our fiscal year 1993 budget request is to continue providing our Nation with a relevant, ready, capable Marine Corps that is expeditionary, self-sustaining and versatile, but with 6,000 fewer Marines. Our funding request will enable us to have 181,900 active duty Marines; 38,900 Selected Marine Corps Reserves; and 17,097 civilians. Our reduction plan is designed to preserve readiness and responsiveness, thereby ensuring all combat units are mission capable, while protecting the welfare of our Marines and their families.

Your support of reduction-related entitlements and transition assistance benefits are appreciated.

A few of the highlights of our fiscal year 1993 budget request include: Our strength reduction will be accomplished through attrition, reduced accessions and retention controls. In our officer grades we will reduce our accessions of lieutenants, reduce the number of captains who are augmented into the Regular component and selectively early retire about 8 percent of our colonels and about 5 percent of our lieutenant colonels.

Within the enlisted grades we will reduce accessions and require some career oriented Marines to leave. We will focus first on retiring enlisted Marines in over-manned skills; next, senior Marines who have reached high year of tenure and have limited promotion or career potential will be separated.

To keep our Corps young and vigorous, we will recruit 32,000 enlisted and 1,665 officers for the Regular component, plus 4,700 enlisted and 700 officers for our Reserve component.

We will maintain our lean officer to enlisted ratio of 1 to 8.8. Our budget request allows us to continue our enlistment bonus program that attracts special skilled individuals into our Corps. We will also be able to continue our austere reenlistment bonuses as well as aviation continuation pay. These programs enable us to retain our highly skilled specialists.

Our officer and enlisted management approach is designed to ensure that no element of our force bears an unequal share of the

force reduction. It is important to point out that our budget request contains no manpower account flexibility and we have no latitude to address unfunded obligations or unforeseen requirements.

Our fiscal year 1993 budget request for a Selected Marine Corps Reserve end-strength of 38,900 is based on a new reserve force structure developed through a bottom-up study conducted in October of 1991.

In this era of a changing threat environment coupled with budget reductions, our Marine Corps reserve will continue to be an essential element of our total force. They provide vital augmenting, reinforcing and sustaining capabilities in times of crisis. The reserve end-strength sought in this budget request represents the proper balance between our active and Reserve components.

CIVILIANS

Our civilian end-strength will be reduced by about 4.7 percent during fiscal year 1993. These reductions are the result of either DOD directed consolidations or civilian reductions comparable to our military force structure drawdown.

Such reductions in an austere civilian work force will present our commanders with an ever increasing challenge. Adequate funding is essential to enable our remaining civilian work force to support the fleet Marine forces properly.

RECRUITING

A quality force begins with quality recruiting. Continued readiness depends on successful recruiting and today's recruiting defines the quality of tomorrow's Marine Corps. Accordingly, we continue to seek high quality young Americans for service as U.S. Marines. In our downsizing we are striving to maintain a force that is tough, smart and multi-talented. We will accomplish this through an aggressive recruiting program. For recruiters to succeed, we must have adequate funding for our recruiting and advertising programs. We rely on your continued support for these vital areas.

The overriding manpower issue is to meet enduring missions. with reduced end-strength. Through various recruiting, retention, training and separation policies, we are shaping our current inventory of Marines to accommodate our newly developed force structure.

END-STRENGTH

End-strength reductions however will incur some costs. Operational tempo will increase for those Marines serving in our operating forces. Given an already bare bones supporting establishment, end-strength reductions will cut into the muscle of our Corps, our operating forces.

Our high state of manpower readiness is directly related to the long tradition of caring for our people. Quality of life programs, in conjunction with reduction strategies are designed to ensure that the best are recruited and the best retained. Separation benefits and transition assistance programs ensure those separated are treated fairly Adequate funding for these programs is essential.