“Our country’s greatest asset is the men and women who wear the uniform of the United States. Without their sacrifices there would be no United States.
The Department of Defense requires consistent support through all administrations so they have the ability to plan and develop the resources and equipment required.”

This is a summary (yes a long page summary) of the thousands of pages the Department of Defense provides to the public as a review and report card of their performance.

The federal government reports 80% of federal program are performing when the data represents only 7% of the programs have reported current data and 60% of all programs haven’t reported any results in at least 3 years.

Every agency creates their own programs and provides an annual report of the results of each program. The Government Accountability Office (GAO) sets the parameters for these reports and claims 80% of all government programs are on target. If a private business only reported 7% accurate data, their leaders would be in jail. What about the leaders of the biggest business in America?

Shouldn’t they be held accountable to the same rules and principles as private business?

“Fake the Nation” developed out of the frustration of seeing taxes increase year after year with no end in sight. The turning point for writing this book was when the federal government started running private businesses.

For the past 200 years, government has passed more and more rules on business creating a monster with 3 heads that affects every American. First, compliance with the rules and regulations is a cost that businesses pass on to the purchasers of their products. Second, the balance of international trade has regulated many businesses out of business. Third, the laws of Government have created a false sense of security creating the mentality that the Government is watching for bad business practices protecting American’s from corrupt business executives.

We define these basic principles in detail. But unlike most essays on the failure of government, Fake the Nation goes the extra mile to demonstrate proven business practices that will make the government operate efficiently.

To support American we do not need bigger government. We need leadership. It’s been said that “experience equals knowledge, the application of knowledge equals wisdom”. It is impossible to attain wisdom in a vacuum. If our leaders to not have the breadth and depth of experience they cannot apply their experiences to become wise.

The two party political system perpetuates the waste of American tax payer dollars. Fake the Nation tracks of $111 TRILLION of waste created because the federal government leadership doesn’t understand business – yet they now run the financial and automotive industries in America.
Fake the Nation provides proof of the problems and solutions to control the expenses of the federal government through 3 simple principles:
1. The federal government has no obligation to provide any service that can be provided by private business and/or state and local government. The federal government’s responsibility is only applied where the services would be duplicated by the majority of the states or where the services are for the protection on one state from the actions of another state.
2. State responsibilities only apply when the services offered by the State benefit all local level governments. State governments will not regulate any aspect of private business except to protect the rights of all citizens within the state.
3. Local governments shall have the responsibility to set the rules and laws for the citizens of their community. No state or federal law, rule or regulation shall dictate to the local governments except where the rules, laws or regulations adversely affect the lives of citizens within other local governments. This is not to be extended to include civil rights, only criminal activities
This can only be accomplished when the American people stop adopting the platforms of political parties and mandate politicians adopt the Peoples Platform. We the People decide the agenda politicians enact the vision of the American people.


The mission of the United States Armed Forces is to provide the military forces needed to deter war and to protect the security of the country. Since the creation of America’s first army in 1775, the Department has evolved to become a global presence, with individuals stationed in more than 140 countries dedicated to defending the United States and its interests around the world. The Department embraces the core values of leadership, professionalism, and technical knowledge. Its employees are dedicated to duty, integrity, ethics, honor, courage, and commitment.
$437B Budget
2.9M+ Employees
1 of 54 Programs evaluated within 12 months – 2%
4 of 54 Programs evaluated within 24 months – 7%
19 of 54 Programs evaluated within 36 months – 35%
10 of 54 Programs evaluated within 36 months – 19%
20 of 54 Programs evaluated within 36 months – 37%

Detailed Score

(See pdf)

Performance Reports

  • Met or exceeded 69% of enterprise-level performance targets for 2008.
  • Reduced Managers’ identified material weaknesses by 85% since 2001.
  • Received an unqualified audit opinion on 38% of the Department’s assets and liabilities. An additional 7% of assets and liabilities have been validated as audit ready.
  • Updated the Department’s Enterprise Transition Plan and the Financial Improvement and Audit Readiness Plan to improve financial management processes.
  • Created the first DoD Strategic Management Plan to continue transformation of business operations within the Department.

Strategic Goal 1:
Fight the Long War on Terror

Since 2001, the Department has been engaged in developing the forces and capabilities of Iraq and Afghanistan in fighting the long war on terror. Two key outcomes focused on training Iraqi and Afghan Security Forces and were identified as primary indicators for transitioning the security of these two nations to the Iraqi and Afghan governments. By the end of FY 2008, the Department expects to have trained 529,000 Iraqi Security Forces (ISF) and 152,000 Afghan National Security Forces (ANSF).

1.1: Conduct a large-scale, potentially long-duration irregular warfare campaign that includes counterinsurgency, security, stability, transition, and reconstruction operations.

Strategic Goal 2:
Reorient Capabilities and Forces

Four key performance outcomes are most reflective of the Department’s goal to reorient its capabilities and forces. Two outcomes reflect new DoD capabilities that have been established to assist in mitigating attacks on the U.S. personnel, facilities, and key assets. Two other outcomes focus on converting Army force structure to modular designs, as primary indicators for the most significant transformation of the Army in a generation.

2.1: Deter or defeat direct attacks to the U.S. homeland and its territories and contribute toward the nation’s response to and management of the consequences of Weapons of Mass Destruction (WMD) or other catastrophic event; improve ability to respond to Chemical, Radiological, Biological, Nuclear, and Explosive (CRBNE) attacks and improve the capability of inter agency partners to contribute to our nation’s security.

2.2: Deter and defend against transnational terrorists attacks and globally distributed aggressors and shape the choices of countries at strategic crossroads, while postured for a second, nearly simultaneous campaign.

2.3: Operationalize and strengthen intelligence.

2.4: Enhance security and reduce vulnerabilities.

Strategic Goal 3:
Reshape the Defense Enterprise

Five key performance outcomes are identified as representative samples of the Department’s reshaping goal. The first outcome, average customer wait time, has been used by the DoD logistics community to improve joint warfighting support. The second key outcome under this goal reflects a reduction in the number of inadequate military family housing units in the continental United States in order to improve the quality of life for service members and their families. The third and fourth outcomes demonstrate an increase in DoD’s financial audit readiness—a significant step in improving financial stewardship to the American taxpayer. The final performance outcome shows how the Department‘s inventory of information technology systems are faring against information assurance standards

3.1: Improve acquisition processes and execution to support warfighter requirements.

3.2: Focus research and development to address warfighting requirements.

3.3: Implement improved logistics operations to support joint warfighting.

3.4: Maintain capable, efficient, and cost-effective installations to support the DoD workforce.

3.5: Improve financial management and budget and performance integration to support strategic decisions and improve financial stewardship to the taxpayer.

3.6: Make information available on a network that people depend on and trust.

Strategic Goal 4:
Develop a 21st Century Total Force

Four key performance outcomes are focused on sustaining the capacity of the All-Volunteer Force to prevail in the Global War on Terror. Two outcomes assess DoD active and reserve component end-strength at levels not less than those prescribed by the Secretary of Defense for mission accomplishment. A third outcome measures how well the Military Health Service identifies significant medical conditions that would affect the availability of Service members to deploy. This goal’s final key outcome measures the Department’s ability to support the Combatant Commanders across the full spectrum of operations by providing combat units trained in joint war fighting doctrine.

4.1: The “All Volunteer” military force is available and ready to meet the steady-state and surge activities of the DoD.

4.2: DoD remains competitive for needed talent by sustaining workforce satisfaction.

4.3: Provide effective and efficient human resources management to DoD customers.

4.4: Improve workforce skills to meet mission requirements.

Strategic Goal 5:
Achieve Unity of Effort

This goal focuses on building the capacity of international partners in fighting the Global War on Terror by improving access to equipment, technology, and training. A single key outcome provides for an increase in the number of various technological and security reviews of goods and services proposed for transfer to international partners.

5.1: Build capacity of international partners in fighting the war on terrorism.

5.2: Improve strategic communications process to link information issues with policies, plans, and actions and improve primary communications supporting capabilities.


  • $1.3 billion for two new hospitals at Camp Pendleton, CA and Fort Hood, TX. These replacement hospitals will provide modern and efficient facilities with provide state-of-the-art healthcare capacity to the local troops, families and retirees, as well as provide welcome stimulus to the local economies;
  • $555 million for the Homeowner’s Assistance Program. This expansion provides benefits to three additional groups impacted by the mortgage and credit crisis, including Warriors In Transition and spouses of deceased servicemen; and
  • $100 million for constructing warrior transition units facilities, designed to provide care to wounded warriors returning from combat and their families.
  • Properly funding the growth in military end strength in the base budget;
  • Continuing the steady growth in medical research and development by requesting $400 million more than last year;
  • Recognizing the critical and permanent nature of wounded, ill and injured, traumatic brain injury, and psychological health programs;
  • Increasing funding by $200 million for improvements in child care, spousal support, lodging, and education.
  • Increasing intelligence, surveillance and reconnaissance support for the warfighter in the base budget by $2 billion;
  • Enhancing the capacity to field, sustain and man helicopters—increasingly needed in Afghanistan–by adding $500 million to the base budget;
  • Adding 2,800 special operations personnel, supported by growth in related lift, mobility and refueling aircraft; and
  • Stopping growth of Army Brigade Combat Teams at 45 versus 48 while maintaining the planned increase in end strength of 547,400 to ensure the Department has better-manned units ready to deploy and help end routine use of stop-loss.
  • Increasing the buy of the F-35 Joint Strike Fighter from the 14 aircraft bought in FY 2009 to 30 in FY 2010 and ending production the F-22 fighter at 187;
  • Fielding more of the most capable theater missile defense systems, as well as converting six additional Aegis ships to provide ballistic missile defense capabilities;
  • Slowing production of several major surface combatants and other maritime programs, including the Navy CG-X next generation cruiser program, the Landing Platform Dock ship and Mobile Landing Platform ship; and
  • Completing production of the C-17 airlifter program at 205 aircraft.
  • Terminating the VH-71 Presidential Helicopter program, the Air Force Combat Search and Rescue X (CSAR-X) helicopter program, and the $26 billion Transformational Satellite (TSAT) program;
  • Refocusing the missile defense program on the rogue state and theater missile threat, terminating programs with significant affordability and technical problems and overall reducing the program by $1.4 billion;
  • Restructuring the Army Future Combat System, to include canceling the current overly complex manned ground vehicle component and re-launching a new vehicle modernization program after an evaluation of requirements, technology, and acquisition strategy; and
  • Reducing the number of support service contractors from 39 percent of the workforce to the pre-2001 level of 26 percent and replacing them with full-time government employees.


The Government Accountability Office (GAO) has identified 27 government-wide areas as “high risk” for fraud, waste, abuse, and mismanagement, or a need for broad-based transformations to address major economy, efficiency, or effectiveness challenges. DoD is exclusively responsible for nine areas that include Supply Chain Management, Weapon System Acquisition, Contract Management, Financial Management, Business System Modernization, Support and Infrastructure Management, Approach to Business Transformation, the Personnel Security Clearance Program, and Ensuring the Effective Protection of Technologies Critical to U.S. National Security Interests.


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