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tv   Defense Secretary Ashton Carter Discusses Military Modernization  CSPAN  December 21, 2016 8:42am-9:36am EST

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i've asked diux to pilot this approach focused on computer vision and machine learning. third, we're going to create a d.o.d. chief innovation officer who will act as a senior adviser to the secretary of defense and serve as a spearhead for innovation activities, including but not limited to those suggested by the defense innovation board, such as building software platforms and human networks to enable workforce innovation across d.o.d. d.o.d. at scale, sponsoring innovation contests and tournaments and providing training and education that promotes new ideas and approaches to collaboration, creativity and critical thinking. many different organizations have recently embraced this position and started to regularly run these kind of innovation tournaments and competitions, including tech
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companies like ibm, intel and google. it is time we did as well, to help incentivize our people to come up with innovative ideas and approaches and be recognized for them. going forward, i'm confident the logic behind everything i'm talking about today will be self-evident to future defense leadership, as will the value of these efforts. they also need to have the momentum and institutional foundation to keep going under their own steam as they continue to thrive. we must ensure that we keep leading the way and keep disrupting, challenging, and inspiring all of us to change for the better. this brings me finally to how we are innovating in terms of our people and in the talent management of our all-volunteer force. the last area of innovation i am going to discuss, it is also the most important. because the fact is our people are the source of every
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innovative thing we have ever done, will do or ever do. our people are the key to us having the finest fighting force. we need to compete for good people as far into the future as we can. the good news is, there is lots of opportunity here as well as new techniques and technologies and talent management such as the kind of advanced data analytics that underpin companies like linked in. there are also challenges we faced in terms of the limitations of our current technology in the human resources area and as generations and labor markets change. even as our force of today is outstanding, we must ensure that we continue to attract and retain the most talented young
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men and women that america has to offer in future generations of defense. that's why we have been taking step after step to build what i call the force of the future. i have announced four different links so far to the force of the future. the first focused on building and increasing on ramps and off ramps for technical tall toent flow in both directions, creating the defense digital service, expanding the secretary of defense corporate fellows program and more. this will let more of america's brightest minds contribute to our mission of national defense, even if only for a time or a project. it will also allow more of d.o.d. and the defense industry's innovative, military and civilian technologists, of which there are many, to engage in new ways with our country's larger innovative ecosystem. specially the parts we may have no experience with or even hesitations about working with
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defense. next, the force of the future's second link focused on ea increasing attention to our military families. it is often said, when you recruit a service member, you retain a family. after all, it is no secret that military life is difficult and can be specially tough on our military families and let me remind you that our force is largely a married one, with 70% of officers and 50% of enlisted who are married. we can't change the fundamentals of military service but we can make it easier for the married people and increase the possibility they will want to stay at the critical moment when they are trying to reconcile military life and family life. that's why we expanded maternity and paternity leave, why we
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extended child care hours on bases, and why we are giving more families the possibly of geographic flexibility in return for additional service commitments. after that, the third link to the force of the future focused on how we can make some common sense improvements to military talent management, particularly for our officer corp. in some cases, our current system proves too rigid. it can limit the right force that they need specially when we are trying to experience wider training for the overall effectiveness of the force. that's why we want to give the military services the authority to do things like expand lateral entry for more specialties and adjust lineal numbers based on superior performance. most recently, link number four to the force of the future made clear this is not only about our military but also about our
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civilian workforce. when people talk about d.o.d. civilians, they are talking about over 700,000 talented americans serving across the country and around the world. more than 85% of them live outside of the d.o.d. -- excuse me, the d.c. area. they fix aircrafts, operate shipyards and ranges and more. they do critical jobs. without them, d.o.d. wouldn't function. the goal is the same with our military personnel, to make sure our future civilian workforce is just as great as the one we have today. p by directly hiring civilian employees were college campuses, by creating a new two-way civilian talent exchange program for the private sector, by expanding our scholarship for service program and mission critical science, technology, engineering, and mathematics fields and more. in addition to each of these links, over the last year, we
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opened up all combat positions to women and lifted d.o.d.'s ban on transgender members. folks seen purely on a person's willingness and ability to serve our country and contribute to our mission and giving everyone the full and equal opportunity to do so. going forward, there will still be much more work to do and you will soon be hearing from me more about the force of the future. these links span the spectrum of our opportunities, our challenges and the lifetime of a member of our all volunteer force. recruitment, retention, development, transition, and also our valuable civilian workforce. for the first time in a long time, d.o.d.'s personnel and readiness office has a real proactive agenda, a concrete
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action plan to guide its efforts. so they are doing more than just being reactive, belatedly to issues that crop up. based on support, i am confident that the implementation of all these initiatives will continue moving forward and ensure that the force of the future is as great as the force of today. >> i have described a lot of ways the department of defense is changing and will continue to change in the future. i want to close by reminding all of you, all of d.o.d. and all of america that as we sit here this morning, our country's strengths are undeniable. we have the best military, of course, spanning our people, our investments, our dedication to the meeting and the public support we receive from the american people. there is much more than that. our economy is growing. we have world class schools and
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universities. we uphold the right values, which is one reason why we have an unrivaled network of friends and allies. meanwhile, the operational experience of our force hard-earned is second to none. we have the greatest innovative culture on the planet. we have brought that innovative culture to bear in service of others, to defend our country and help make a better world for our children. it has long been america's open military secret and we remain dedicated to doing so. it can be so. we have a legacy of innovating but that, in and of itself, is not enough. that's why we are moving aggressively toward a more innovative future and why everything i have talked about today is intended to insure exactly that. going forward, our success will depend on whether we can keep it up. like its predecessors, the next
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wave of innovation and advance will be a generational success. it is only just beginning. we probably don't even know yet the names of the people who will make it a reality. more likely than not, it won't be by me or anyone from my generation. instead, it will be the generation that comes after. it will be junior officers and d.o.d. civilians fresh out of graduate school, sop me of them here today perhaps who decide to spend a year outside of the department at google or somewhere else. work with an expert in data science or machine learning. it will be the software engineers and bio scientists who get to know our mission by working with one of our outposts and choose to do a tour of duty at one of our d.o.d. labs. it will be the enlisted soldiers, sailors, airmen and marines who come up with new concepts for overcoming potential adversaries using advanced technologies that may not exist yet or defeating a
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terrorist group we haven't heard of. they are the ones who will end up reinventing and changing anew how we will detour, fight, and win wars in the future. our job is to give them the foundation, the right kind of pentagon to help them succeed, one that's more agile and innovative than ever before. as long as we do, they will insure like those that came before them that our military remains the finest fighting force the world has ever known. thank you. >> first of all, my apologies. a lot of you have been standing for almost two hours. we will get this done with quick. t(aut(áqáary has to leave.
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those of you that have been staying, you get coffee first. secretary, thank you and thank you for your remarkable service. this has been challenging time. we are so lucky to have you there. we have very little time. let me just ask first, i remember after 9/11, companies all over america came to town and said, we want to help. we'll do anything. how can we help? many of them left pretty disappointed. why have we failed as a government to bring on board interesting ideas in the private sector? >> well, it's a good question. the answer is to many of them, we seem slow. we seem ponderous. we seem bureaucratic. that's not as true as it seems to them but the reality is, we have to reach their way. this has to be a two-way effort. i am so intent to outreach this technology industry.
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snowden made it worse. so we have to build a relationship, build a familiarity, build a trust. a lot of these people have no experience on this job. they didn't serve. nobody in their family served. there is no uncle, father, coach, mom, guidance counselor, no one in their lives who told them about the feeling that it gives you to be part of the noblest mission a young person can devote themselves. these are people that want to make a difference. they want to make a difference. when they can match our mission to that that's where the magic is made. i remember when i started my own life, i was a physicist and i kind of fell into this in the following way. i got an opportunity that was
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supposed to be one year. i could make a contribution, because there i was in a room. i happened to know what i knew, i knew what i knew and i could see that without that piece, the right decision wouldn't have been made or program wouldn't have moved forward. secondly, i had the great thil of knowing i had been part of something bigger than myself and making this part, a small part of this majestic mission. that's magic for any young person. the more americans we can get to feel that magic, who don't have it in their personal background, the better. that allows us to tap in for all of this. we need to reach their way. >> when ceos come to town or
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meet with you as a mutual respect and desire to have impact, and a real commitment, some people want to do it. then, they bump up against the acquisition system and the bureaucracy. >> we have to move systematically so that the people that win business are not only the people that have played the game but they are the best people. that's on us. it is the taxpayers money. i always hasten to say, we will never make decisions quite like people who are spending their own money or company money. it is the taxpayers money. the taxpayer expects everything to be done p to their standards and they deserve that. at the same time, that's not an excuse for doing everything in this wonderous kind of way.
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i have to give it to our leadership here. we have worked very systematically looking at our problems. repetity of decision. volume of paperwork, willingness to take risks, all these things that are fundamental to being innovative and finding ways we can reduce that. the way you do that, you start out where we have, for example, a new contracting vehicle that we have spear headed through diux, which allows us to disburse r&d funds much more agilely in small amounts. it's possible if you hide behind the legendary far and say, that's why i can't innovate. that's not an excuse. far, in general, has lots of work-arounds in it. i am asking our people to be creative. i don't want to hear from innovator that is they really wanted to, they really thought they could make a contribution.
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there are two ingredients of magic. they were frustrated by the mechanics of the way we do things. i am driving on us and all of us are driving to put our heads up out of our fox hole. how much as government can we appropriately adopt. there is a lot. >> if i might, we have had companies that are asked to design a product, use their own technology. the government says, we are going to test that and take your data and compete it. >> this is the intellectual property. you are right, people want protection for their intellectual property. what we want is not to own their intellectual property but to keep a competitive door open for
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the future. one of the ways you use intellectual property, you don't blame anybody for that, is to lock in yourself as vendor. that's not good for us in the long run. we are trying to balance our need to keep competition going wave after wave. the incompetent knnovators righe their stuff stolen and spread around. that's a balancing act. i started out as atl. i think we are very good at it. i worked very hard during the time i was there. frank kendall has been working hard ever since. bob helps him. it is doable. they have the same problem when they are selling them to other people. the more you can have open systems where they can continue to keep the i.p. on the part they plug in but the systems open enough that others can plug
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their own i.p. in, we can have our cake and eat it too. >> your staff is going to shoot me if i keep you much longer. >> we wouldn't do that. >> you want to bring in talent from the private sector. i do too. it is hard for us with our opm rules, our civil service rules, to bring in tall thaent can work in the government. what can we do? >> i described today one of the things i just did in the last few months. this is a key one i didn't have time to spin it out. let me answer by giving you this example, to do direct hiring off college campuses. you talk to kids. they say, i wanted to try. i applied for a government job and went to the website and filed my paperwork. final exam time came, no word
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back. graduation time came back. this is where i wanted to work. it was my first place. my parents are saying, you have to get a job. don't come home. i didn't have a job. so i took the job from somebody who could offer me a job, which wasn't as meaningful as the one i wanted. then, i was six months into the job and lo and behold, out pops an e-mail from the government saying, how would you like an interview? that just doesn't work for a kid. today's kids specially. they don't want to live life on the way i like to put it is they don't want to live a career that's an escalator, where you get on the bottom stair and you wait and it takes you up to the top of the sis sfim. they want a jungle gym where they can get hired by climbing around. we need to be part of that. they need to be able to see us in that context.
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opm to the contrary, notwithstanding, we can't use that as an excuse. opm, the farr, come on, work around it. where we need to change the law, i have proposed a number of changes in the law i think our committees are receptive to change. trying to give them the right ideas so they can write them into law. there is a lot you can do. you just don't take no for an answer. you can't expect this kid to put up with it. we have to change the way it is done. >> we're at the hour, i think, i have to let the secretary go. i happen to know from talking to the deputy secretary, he has to brief him on a meeting you are going to. let me say, we are coming up on a transition of government. things fall through the cracks. i think it is up to all of us to sustain innovation. this is the purpose of this
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conference. we can not afford to let this agenda slack off. secretary, we want to thank you for your leadership. thank the deputy secretary for his leadership. thank everybody with your applause. >> thank you and thank csis. >> we have about a 20-minute coffee break. get some coffee. tonight, american history tv in prime time continue was programs from the emerging civil war on "great attacks on the civil war." at 8:00 p.m., john bell hood's
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assault at atlanta and at 8:45rks the army tennessee's assault at franklin. at 9:45, the federal breakthrough at petersburg. at 10:45, four influential civil war military wives and "great attacks of the civil war" 8:00 p.m. eastern tonight here on c-span3. military force is one of the things i think the american public very often gets impatient about. they really believe they have this trump card, this great military that can defeat anyone. it is not true. it is an extraordinary military. it is very powerful. it can only win in certain situations. it can only really destroy things. it can't build a new order in its place. >> sunday night on "q" and "a," journalist and professor, mark danner, talks about his career and the challenges facing the u.s. war on terrorism in his latest book, "spiral, trapped in
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a forever war." >> we don't want to respond in such a way that will produce more of these militant organizations. they want us to overreact. they want us to occupy muslim countries so they can build their recruitment. they want us to torture people. they want us to do things that are going to allow them to make their case against us. >> sunday night, at 8:00 eastern on c-span's "q" and "a." >> here is a conversation on the benefits of education and job training of prison inmates during incarceration. vera institute of justice president, nicholas turner, speaks about the state of the criminal justice system and needed changes. he is hosted by the center for law and social policy. >> hi, everyone. welcome. i'm david socolo from the center of law and social policy or
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clasp. we are delighted to be hosting this event to discuss reconnecting justice, how opportunities in correctional education and p training can help millions of our fellow americans move from incarceration to reentry. i want to give a warm welcome to the 200 of you gathered here in the room. to those watching via web cast, we have more than 700 of you from across the country in 48 states, the district of columbia and puerto rico registered for the webcasts. welcome to all of you being here with us virtually and to many more of you watching us on a live broadcast on c-span3. thank you to c-span for covering this very important topic. we are really glad in particular to see the many participants from a wide array of field doing important work from many different angles. we are really excited to learn
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from all of you about how we can work across silos. i want to give a special welcome to our friends from lumina foundation for being with us here today to many different members of congressional offices, staffs who have joined us for their continued and long-time leadership in this field over many years. we're very glad there are so many keough figureses from federal, state, county and municipal governments that have joined us today and leaders from colleges and universities. many policy advocates and researchers, employers and others with really deep commitment and expertise in various different solutions related to poverty, social justice, human services, workforce development, education, employment, and different other fields. it is an amazing group that has gathered with us here and on the
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webcast. we thank you all for participating. >> clasp is a vital part of our anti-poverty mission. we advocate for practical collusion solutions and visiona visionary strategies for reducing poverty and promoting economic security and addressing barriers faced by people of color. we promote workforce training, post secondary education and career pathways that low income adults and youth need to succeed. our work on education, training and employment has led us to focus on the particular needs of those involved in the justice system. in america today, more than 2 million people are in prison, the majority of whom are african-american or hispanic. among young adults incarcerated, those between 18-24, 49% are african-american and 24% are
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hispanic. overall, those who are incarcerated come disproportionately from low income communities and have median preincarceration earnings of less than $20,000 a year. so this forum is part of our broader agenda. it is the second in our series addressing intersections among education, employment and justice reform. last june, the class posted a forum and published a paper on realizing youth justice, sparking a conversation about the experiences of youth of color within the context of criminal justice, racial equity and economic disparities. in today's forum, we will turn our attention to adults in the role of education and training during and after incarceration. for returning citizens to get hired in jobs that can lift them out of poverty, the systems will be talking about today must be part of a broader approach to addressing mass incarceration
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and collateral consequences. just as it is a mistake to train people for jobs that don't exist, efforts to remove barriers and open up job opportunities have to be coordinated with skills training. so that returning citizens can earn post secondary credentials that give them a fair chance as being hired for the jobs that are being made available. before we get today''s program started, there are a few brief items. restrooms are in the hallway here adjacent to this room. please, take this time to check the settings on your mobile device, to say "silent" during the event. while you have your device out and you are looking at it, please take note of the wi-fi password for here in the room. you can tweet at #reconnectingjustice. we hope you all do that. as you think of questions for the "q" and "a" portion of our
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forum today, those of you here in the room, please write them down if you would like on the index cards which are provided in your packets. otherwise, you also can and everybody watching at home can send questions to events if you would send those, we will be able to get them to the speakers and have a lively two-way interactive session. that is events it is my pleasure to introduce my colleague at clasp who has done such an amazing job with our team putting together today's forum, wayne tolaferro.
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>> thank you, david, for opening today's event and setting that broader context. before i introduce our speaker, i want to offer some additional frame of remarks about why we are here today. today, we are here to listen, discussion, and ask questions about aspects of a topic that have become one of the biggest racial, social, and economic justice issues of our time. as you have already heard, over 2 million people in america are incarcerated. that's more than any other country in any other developed world. while that number is egregious in and of itself, it is even more troubling about why we lock them up and what that means for our society. for some of us, these issues are personal. for others, that connection may be more distant. for our society, families and communities and the humanity
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that connects us, we can not afford to continue to write off an entire segment of our population. we also can't assume that this blame does not lie with the systematically ingrained justices that face us today. as you'll hear throughout today's event, the pipelines from low communities of color to incarceration are well-documented and rooted in legacies of economic injustice, institutionalized racism and problems with the justice system and failed policies that have culminated in the system of mass cars racial we know today. too often, one of the byproducts of these injustices is low levels of educational attainment, specially for the individuals who end up in prison. among the prison population, the average educational attainment level is 10.4 years of schooling. among young black men in prison, less than 1 in 3 have a high
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school diploma. for young hispanic men, less than 1 in 5. in today's economy where most jobs require some form of education beyond high school, these numbers are even more tragic. between the lack of form education and skills among prisoners and the collateral consequences that come with the criminal record, incarceration essentially deals people a life of second-class citizenship. for people of color, those effects are even more dire. that's why today's panels are so important. to better understand how education and training opportunities for this very population can serve as one solution to reentry and success. so individuals can build skills and succeed in the labor market. we know it is not a cure-all. it is definitely one place for us to start. we brought together panelists, speakers, and audience members from all levels of government,
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industry, higher education, legal services and many other fields to hopefully critically examine these issues and leave us all ready to effect change. i also want to point out that the folders you receive today include a newly released report from class that looks at the landscape of correctional educational, both from the funding and programming standpoint and also how it ties to reentry. the report is co-authored by me and my colleagues at clasp, anna salinsky and dewey familiar and currently available on the recorded version of today's event will be available on our website later as well. i would like to turn the program over to our es schemteemed spea nick turner, president of the institute of justice


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