NATO Defense Spending, Past and Present: Part 1

Discussions and data presentations surrounding the recent NATO summit on member state spending levels on defense and the now-metronomic domestic squabbles over the United States’ own military budget have centered on the percentage of gross domestic product (% of GDP) benchmark. GDP is a hoary and problematic macroeconomic metric in its own right. Further, % of GDP offers no natural rationale for defense or any other budgetary programming, per se. Indeed, because of its fuzziness, GDP is thus dually ambiguous in its role as a primary measure of economic viability and as a stake in the ground for national planning. Is NATO’s goal to get military spending up to 2% of GDP in the coming decade plausible?  This question inspired a look at the alliance’s GDP and defense budget history.

The following essay is the first in a three-part series which together provide a macroeconomic overview of the 55 year old defense alliance. This first essay presents the history of NATO member nation defense spending since the alliance was founded in 1949. Eleven of the twelve founding members (Iceland is excluded from the analysis in this series for a lack of defense expenditure data) and four Cold War additions (Germany, Greece, Spain, and Turkey) are plotted individually because their longevity provides substantial history for member and alliance defense spending context. The twelve post-Cold War enlargement members are grouped into a single category in this first essay but are considered individually in the second and third papers.

The second paper will look a little closer at the defense spending history and trends of individual member nations and selected sub-groups. The third will examine the concept of command spending models such as setting a goal for each member to spend “2% of GDP” via a look at several other hypothetical spending models.

The source for NATO member nation defense spending for 1949-2013 is the SIPRI Military Expenditure Database. The SIPRI dataset also has a table containing most—but not all—of the expenditure data computed as a percentage of GDP. In order to fill in some of the missing information, for example for Turkey for the 1953-1959 period, an analytical dataset for member nation population and GDP was created from the Penn World, International Monetary Fund World Economic Outlook (IMF WEO), and Maddison Project datasets, using Bureau of Labor Statistics Consumer Price Index and World Bank Purchasing Power Parity conversion factor for currency conversion to a constant dollar baseline reference. All currency data in this series have been converted into 2014 U.S. dollars (US$2014).

As mentioned at the outset, “GDP” is ambiguous because it can be computed many ways according to the assumptions underlying a given dataset. The Penn World, IMF WEO, and Maddison data sets demonstrate strong correspondence in most cases where their datasets overlap but in some cases they diverge significantly. The Penn World purchasing power parity (PPP) PWT8.0 dataset was supplemented and adjusted with the other datasets and currency conversion sources to provide data for as many years of each member nation’s participation in the alliance as possible. Information on the adjusted dataset assumptions and methodology is available at this link.

The four graphs shown below present NATO member % of GDP spent on defense in direct comparison to, respectively, GDP, per capita GDP, and member share of cumulative NATO defense spending in a scatterplot format. Both horizontal and vertical axis categories are independent and the time-series/chronology is implied in the data rather than explicitly annotated (typically as the independent axis). Thus the entire history of NATO defense spending—who spent how much historically—is available at one glance.

The first graph shows % of GDP verses GDP. Although specific years are not listed, we can infer approximate chronology from the knowledge that constant dollar GDP has generally grown since 1949. Thus, the more recent years are found higher up the vertical logarithmic axis. The basic pattern is a right hook: as a member’s GDP rose, % of GDP spent for defense typically decreased, though, in some cases, there are notable abrupt shifts, as can most noticeably be seen in the last dozen dots for the United Kingdom (dark orange) and the United States (aqua). These shifts to higher % of GDP spending on defense reflect these nations’ budgetary adjustments to the wars of the past decade.

nato_defspnd_part1_img1-1_mbrgdp_v_pergdpMember defense spending as % of GDP v. member GDP (billions)

The second graph plots % of GDP against per capita GDP. This chart in particular illuminates at least one problematic aspect of a %-of-GDP basis for defense spending when per capita national affluence, rather than aggregate national affluence, is emphasized. One may ask why if %-of-GDP is an admittedly arbitrary but plausible defense spending goal, wouldn’t a progressive per capita defense spending rate be more in line with most modern taxation models? Hypothetically, should those individuals who make more, and presumably benefit more from NATO security, perhaps pay more? This and several similar questions about hypothetical defense spending models are briefly examined in the third essay.

nato_defspnd_part1_img1-2_mbrpercapgdp_v_pergdpMember defense spending as % of GDP v. member per capita GDP (thousands)

The second graph shows that defense spending has congregated in the low single digits of % of GDP as per capita GDP has risen. However, several long-serving members have remarkably vertical %-of-GDP defense spending trends: Italy (Kelly green), Luxembourg (lavender), Spain (pink), and Turkey (dark grey) have remained within a relatively tight bracket of from 1-4% of GDP for defense spending throughout their history in the alliance.

The third graph compares % of GDP to the share or percentage each member nation has contributed to annual cumulative defense spending. The U.S. (aqua) and Luxembourg (lavender) are the obvious outliers in terms of magnitude. Generally, the NATO members show fairly consistent behavior, contributing approximately the same relative proportion over time. Only the contributions of Greece (blue-grey), and Italy (Kelly green), Luxembourg (lavender), and Turkey (dark grey) have varied by more than 300% over the duration of their participation in the alliance.

nato_defspnd_part1_img1-3_mbrshareofnato_v_pergdpMember defense spending as % of GDP v. member per share or percentage contribution to cumulative annual NATO defense spending

The format of the fourth graph sets up the more detailed focus on individual member nation spending patterns which will follow in the next two essays. The fourth graph repeats the same data from the third graph but in a simplified format. In place of the dot scatterplot, the centroid or average of each member nations’ data is represented by a single large dot. The data for 2013 is shown as a smaller dot and the 2013 dot is anchored to the average dot to maintain the relationship. The line connecting the two could be interpreted as a curve but keep in mind the log scale of the vertical axis. The dot-connecting lines are primarily a graphical device.

We see in the fourth graph that, in all cases, 2013 defense spending as a % of GDP is significantly lower than the historical average. This is not to advocate for a return to the arbitrary metric of historical average, merely to account for the present in the context of the alliance’s past.

In 2013, the U.S. spent about 4% of its per capita GDP on defense, everyone else paid less than 3%, and some were in the neighborhood of from 1-2%. One may also note by the relative vertical position of the dot pairs that with the exceptions of Luxembourg (lavender), Norway (dark blue), Portugal (light green), Turkey (dark grey), the U.S. (aqua), and the collective post-Cold War group (plum), the other members’ 2013 contributions were also smaller proportions of the NATO whole than their historical averages (smaller dot lower than large dot).

nato_defspnd_part1_img1-4_mbrshareofnato_v_pergdp_simpMember defense spending as % of GDP v. member per share or percentage contribution to cumulative annual NATO defense spending. This is the same information as the third graph simplified.

In sum, any particular member nations’ defense spending in a particular year in terms of historical averages is not necessarily meaningful in the context of the value of the NATO alliance to either the particular member or to the whole. But the history can be useful for framing questions on apportionment, return on investment (in a very broad sense, of course), and the reasonableness (or not) of command spending “requirements” based on gross macroeconomic parameters.

In the next essay, we’ll move from the 30,000′ view and take a more detailed look at the individual members military spending history.

 

Dave Foster is a civilian analyst for the U.S. Navy. He is a former Marine Corps officer and holds degrees in engineering, history, and management. The views expressed here do not represent those of the Department of Defense or the Department of the Navy.

Leading Where? Reflection on “Saltwater Leadership”

By Erik Sand

In his book Saltwater Leadership, Rear Admiral Robert O. Wray admits that he is not trying to add to the body of leadership knowledge. He seeks to provide a condensed, tailored, leadership primer for junior sea service officers. He includes tidbits from 35 books and stories and advice from hundreds of seagoing leaders. Wray limits his explicit advice but implicitly portrays his vision of successful leadership through the excerpts and anecdotes he includes. While the leaders he envisions would succeed as junior officers, I am left wondering if they would have the skills needed to guide an organization in to the future.

Wray begins by asking, “What is leadership?” He determines that “leadership is the process of getting people to do things.”[1] This simple idea encapsulates the daily tasks of a junior officer. Whether on watch or working with a division, new junior officers must ensure the completion of tasks for which they lack the training to complete themselves. They can complete few of their responsibilities without the work of others.

Yet, Wray quickly muddies the water in answering his next question: “What is the difference between leadership and management?” He provides his own answer along with answers from various scholars and practitioners. In several cases, Wray’s definition of leadership sounds more like what these experts consider management. Wray writes, “Some say that leadership is deciding what to do, and why, while management focuses on how.”[2] The “how” of management seems more like the “process” of his leadership definition than what or why. Similarly, he quotes a leadership expert who states, “A leader knows what’s best to do; a manager knows how best to do it.”[3]

Wray’s original definition of leadership is not wrong. Indeed, it reflects exactly the qualities that earn promotion in today’s Navy. Rather, the contradiction between Wray’s original definition of leadership and his discussion of leadership and management demonstrates that eventually leaders must do more than get things done. Leaders must choose the right things to do.

Wray would likely agree. Leadership is prone to lists, he explains, because many traits and skills are required for success. The exclusion of certain traits from his core definition should not mean those traits are unimportant. The omission of “what and why,” however, continues through the book. Wray surveyed 380 naval leaders from senior enlisted to admirals asking what traits were most important for junior officer success. Integrity, character, and trustworthiness topped the list. Summarizing the overall result, he describes successful junior officers as “ honest, hardworking teammates.”[4] No one should downplay these virtues. They are essential for successful leadership, but they tend toward “how.” The respondents deemed traits needed to make determinations about “what and why” less important. Analytical thinking came in at 18 of 76, and inspiration, vision, scholarship, insight, inquisitiveness, and conviction fell in the bottom third.

The book may emphasize “how” over “what and why” because it targets junior officers. Junior officers spend more effort on the process of doing than on deciding what to do and why to do it. If, however, the skills needed for successful leadership change as a career progresses, the book does not mention it. At some points, it suggests the opposite. Wray writes that “leadership lessons and concepts can be universal.” [5] When he provides caveats, he compares the boardroom and the battlefield not the deckplates and the Captain’s chair. Moreover, several of the stories he includes, such an aircraft carrier captain facing an unconfirmed report of a man-overboard, describe situations a junior officer would almost never face. These stories teach valuable lessons about leadership and life at sea, but their inclusion reinforces the sense that the while the book is tailored for junior officers its view of leadership is not.

 

The Navy has used checklists and written procedures for decades. Today, however, units receive more direction from headquarters than ever before. Type commanders not only direct what training evolutions ships must complete and when, but they also provide detailed grading rubrics specifying exactly how those evolutions must be accomplished. Time dedicated to growing administrative requirements distracts officers from core competencies. Just as Saltwater Leadership seems to focus on the undoubtedly important “how” at the expense of the equally important “what and why,” so too does our Navy.

Admiral Wray has produced a useful compilation of leadership advice for junior officers learning how to lead and how to get things done, but unless those new leaders also learn to make decisions about what must done and why, our future Navy will find itself underway but adrift.

Erik Sand is an active duty U.S. Navy Surface Warfare Officer stationed at the Pentagon. His views do not reflect those of the Department of Defense or the U.S. Navy. He is indebted to the contributions of Midshipman Amanda Assenmarcher for providing a perspective from this book’s intended audience.

 

[1] Wray, Robert O., Saltwater Leadership: A Primer on Leadership for the Junior Sea-Service Officer (Annapolis, MD: Naval Institute Press, 2013), 5.

[2] Wray, Saltwater Leadership, 6.

[3] Wray, Saltwater Leadership, 6.

[4] Wray, Saltwater Leadership, 85.

[5] Wray, Saltwater Leadership, 11.

Sea Control 56 – Forgotten Naval Strategists

seacontrol2Tiago Alexandre Fernandes Maurício, associate editor for our Forgotten Naval Strategists Week, joins us from Tokyo to discuss Fernando Oliveira and our other Forgotten Naval strategists – as well as how these strategists become “forgotten.” There’s a bit of Peloponnesian War thrown in too… just because.

DOWNLOAD: Sea Control 56 – Forgotten Naval Strategists

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Note: Thanks to Sam LaGrone for the kickin’ new tunes.

The U.S. Navy at 239

The Navy is Decatur and Farragut and Mahan and Nimitz.
The Navy is Vahk and Garcia and Nguyen and Smith.
The Navy is Monitor and Enterprise and Nautilus and Cole.
The Navy is Tripoli, Midway, Leyte Gulf, and the Blockade of the South.
The Navy is Arizona and Maine and Vincennes and Pueblo.

1280px-USS_Arizona_in_New_York_City_Crisco_edit
USS Arizona on the East River

The Navy is the Quarantine of Cuba.
The Navy is the Great White Fleet.
The Navy is the death of Osama bin Laden.
The Navy is the first strikes on ISIS.
The Navy is counter-piracy operations off the Horn of Africa.

The Navy is a missile shield in Europe.
The Navy is a missile shield in Asia.
The Navy is the most survivable leg of the nuclear triad.
The Navy is disaster relief to Japan, to the Philippines, to Pakistan, to Haiti.

The Navy is fighting in Syria.
The Navy is fighting in Iraq.
The Navy is fighting in Afghanistan.
The Navy is fighting in Somalia.
The Navy is fighting in Libya.

Scott-anacondaThe Navy is capability no one else can deliver, when no one else can deliver it.
The Navy is the first called in a crisis, the nation’s first responder.
The Navy is the most versatile branch of the military, the nation’s Swiss Army Knife.
The Navy is preserving the rule of law at sea in the face of authoritarian decrees.
The Navy is defending the nation’s lifelines and economic vitality.
The Navy is the most important branch of military for meeting the nation’s 21st-century demands.
The Navy is the sons and daughters of all 50 states, all American territories, and the District of Columbia.
The Navy is the nation’s least appreciated military Service.1

The Navy once navigated by the stars.
The Navy now navigates by man-made constellations it helped put in orbit.
The Navy has reinvented its mission, its strategy, and its concepts of operation countless times.
The Navy will need to do so many times again.
The Navy restricts the academic pursuits of its officer corps.2
The Navy is unparalleled in its openness to self-criticism.

US_Navy_061015-N-5334H-179_USS_Fitzgerald_(DDG_62)_Commanding_Officer,_Cmdr._David_Hughes_and_Executive_Officer,_Lt._Cmdr._John_Tolg_hold_up_the_ship's_banner_with_children_and_adults_from_the_Cub_Scouts_Tokyo_GroupThe Navy is filled with some of the most driven, intelligent, and innovative Americans.
The Navy is active, reserve, civilians, and contractors striving to harness their creativity.
The Navy lacks all the tools needed for a 21st-century workforce.

The Navy is at sea, ashore, in the air, under the waves, in space, and in cyberspace.
The Navy is increasing in capability.
The Navy is facing growing requirements.
The Navy is decreasing in capacity.

The Navy would choose no one but the Marine Corps to have its back in a knife fight.

The Navy is a ship named America 3 days old.
The Navy is a ship named Constitution 217 years old.
The Navy is 1775.
The Navy is 2014.
The Navy is 239 today.

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1. http://www.gallup.com/poll/170657/americans-say-army-important-branch-defense.aspx

2. http://www.nrotc.navy.mil/scholarship_criteria.aspx

Scott Cheney-Peters is a surface warfare officer in the U.S. Navy Reserve and the former editor of Surface Warfare magazine. He is the founder and president of the Center for International Maritime Security (CIMSEC), a graduate of Georgetown University and the U.S. Naval War College, and a member of the Truman National Security Project’s Defense Council.

Fostering the Discussion on Securing the Seas.