Concurrent Resolution On The Budget, Fiscal Year 2014
Mr. President, let me, first of all, thank the chairman of the committee for her great work in putting together what is this first step toward getting this issue that has plagued this body and plagued this country behind us. This budget,…
Mr. President, let me, first of all, thank the chairman of the committee for her great work in putting together what is this first step toward getting this issue that has plagued this body and plagued this country behind us.
This budget, as I have said to her and others, wouldn't have been the exact one I would have drafted. However, it reflects the varying concerns of the Democratic caucus. It is a budget that is credible, that is real, that moves us forward, and that has as part of its core all of the critical ingredients.
Anyone who has looked at this problem--I know the chairman of the committee has, I know the ranking member has; many of us have wrestled with this; all of the bipartisan groups have wrestled with this issue-- have all said we have to do three or four things. No. 1, we have to have additional revenues. No. 2, we have to do entitlement reform. No. 3, we do need, yes, smart, targeted cuts on both the discretionary side and the defense side.
The Democratic budget, compared to what has now been as I understand in the last hour passed by the House, is the only document, the only budget that has all four of the component parts of any solution that will get this problem of the $16.5 trillion debt that our Nation faces, and a debt that goes up by $3 billion a day, to start putting a realistic, real plan in place to attack this problem in a real way.
I wish my colleagues from North and South Dakota were still here, because I, as was my good friend and colleague, the Senator from North Dakota, was a Governor as well and, yes, we had to balance our budgets. I and my colleague, my great friend, the junior Senator from Virginia, was a Governor as well. I have to tell my colleagues, I will match our record of fiscal responsibility in Virginia and progrowth policies in Virginia with any State in the Nation. Independent rankings have named Virginia the best managed State in the country, the best State for business, the best State for educational opportunity. Those are not my words, not the words of the Senator from Virginia, but independent validation.
How did we get there? Well, the remarkable thing was what we had in Virginia because of actions of prior administrations. When I came in and when the Senator from Virginia was my lieutenant governor, we had a structural budget deficit. How did we have that structural budget deficit? One, because we had spent too much, yes, but also what we put in place was a tax code and a revenue stream that would never meet the needs of basic operations of government.
That analogy is actually what we face now in the United States of America. Yes, we do need to find ways to limit our spending. But what I find curious from all of my colleagues who talk about this issue is their constant focus on the spend side with virtually no mention of what we in this Nation have done on the revenue side.
Anybody who can read a balance sheet--and I take great pride in the fact that I was a businessman long before I was a politician--realizes we have a revenue side and spending side. If we take a moment and look at what previous Congresses have done on the revenue side, back in early 2002, 2003, we put in place a tax cut that cut $4.5 trillion out of the revenue stream over 10 years. We had an expectation we would see budget surpluses as far as the eye could see. Well, I think there is not an economist anywhere or, for that matter, virtually any elected official, who would at least acknowledge privately that in retrospect that was a tax cut of unsustainable proportions. What is particularly remarkable when we talk about growth is that some of the period of our Nation's highest economic growth took place during the 1990s under President Clinton when we had a Tax Code that generated that additional $4.5 trillion of revenue over a 10-year period.
What is remarkable about all of the debates and all of the groups that have looked at this, all of which have included new revenue back into the revenue stream along with targeted cuts, along with entitlement reform, is that every one of those independent reviews of our problem has said the only way we get a balanced approach to get this debt and deficit under control is yes, cuts, yes, entitlement reform, but, yes, additional revenue as well.
The plan that is most often cited on this floor is the Simpson-Bowles report. Simpson-Bowles, on a 10-year basis, based upon the baselines they used in 2010, would have generated $2.2 trillion of net new revenue--$2.2 trillion of net new revenue. Again, thinking about that in the context of what we cut, that is less than half of the amount of taxes we cut back in 2003. So even the most ambitious proposal has said we do not need to go back to the Clinton tax rates when our country was prospering at unparalleled rates. We do not need to put back all of that revenue. We do not even need to put 50 percent of that revenue back in. But we do need to put somewhere between one-third and 40 percent of the revenue back into the revenue stream to make sure we correct the structural deficit on both the spending side and the revenue side.
What does this budget do? Well, we put $600 billion back in on New Year's Eve in a deal where many of us maybe had to hold our nose or our breath on, but it was back in the revenue stream. We put on top of that now another $1 trillion back in--$975 billion back into the revenue stream. That puts us at $1.575 trillion of net new revenue back in-- $1.575 trillion--literally only one-third of the revenue that was taken out with the $4.5 trillion tax cut in the so-called Bush tax cuts.
So I find it a little strange for those who are saying: Let's look at the country's balance sheet--and, yes, we have to cut spending--not to reflect back upon the incredible growth we had back in the 1990s and recognize we have both a structural problem on the spending side but also a structural problem on the revenue side.
I have to tell you, from any kind of reasonable standpoint, putting one-third of the revenues we took away back into the revenue stream seems to me to be a reasonable, balanced, thoughtful, and, candidly, on any kind of operational basis, business basis, fiscally conservative approach.
I have colleagues here, and I want to engage in a conversation about sequester, but I also have to make one other point that particularly bothers me about what the House, which just passed their budget, did and I assume that many of my Republican colleagues, I guess, are endorsing.
I 100 percent agree with my colleagues that we have to have a growth agenda in America. You cannot, no matter how much you cut, cut your way to prosperity. And you cannot--and I know our Republican colleagues agree--you cannot spend your way and tax your way to prosperity. You have to have a growth agenda.
Well, for 20 years before I got into politics, my business was investing in businesses that were growth businesses. I was a venture capitalist. I was proud to cofound Nextel, close to 70 other technology-related companies. Anybody who was an investor in businesses--whether you were me or whether you were Mitt Romney at Bain Capital--looked at a couple of key components of any business in which you would invest. There were generally three items you would look at on any business plan. One was, did that business invest in its workforce, because in a global economy there is a global competition for talent, and the most important criteria you can look at, if a business is going to be successful, is, are the workers going to be trained and are they going to be able to compete and do the job?
The second thing you would look at--of any business I would look at-- is, does that business have a plan to invest in its plant and equipment? Whether you are creating software or making widgets, are you going to stay current in a very competitive marketplace with how you make things?
The third issue is, no matter how successful your business is today, are you going to stay competitive in this global economy and how do you stay ahead of the competition, because no matter how good you are today, somebody tomorrow is going to come up with a new idea.
I would invest in businesses that met those three criteria. I would say that former Governor Romney had a very successful record at Bain in many cases. I bet he looked at those same three criteria.
Countries, in a very similar way, have their own business plans, and budgets kind of reflect those business plans. We may call it different items, but we have those same three criteria: workforce, plant and equipment, staying ahead of the competition. We just call it different items. We call it our investment in education and workforce training. In terms of plant and equipment, we call it our investment in infrastructure because how well your economy, how well your country is going to do is how well your roads, your rail, your ports, and your broadband are, how well you can move goods and equipment in an efficient and effective manner. The third item is, how do you stay ahead of your competition? Well, in the global economy, staying ahead of your competition means, what is going to be your value added? That is going to be your intellectual capital and your ideas. That means research and development.
Well, under the growth agenda criteria, under the business plan criteria, under the investment criteria, the House budget that just passed--and I hope I find my Republican colleagues will contradict me and say: No, no, we do not want to do this, but the House budget that just passed takes Federal domestic discretionary spending, which is currently only 16 cents on every tax dollar that we spend in America-- and for those viewers, in English, non-Washingtonese, domestic discretionary spending is, yes, money we spend on the environment and energy and law enforcement and early childhood, but it is also the money we spend in the Federal Government on education, infrastructure, and research and development. It takes that 16 cents--not a very high number right now even--and takes it over about a 20-year period to less than 5 cents.
I have to tell you, I would never invest in a business that spent less than 5 percent of its revenues on its workforce, its plant and equipment, and staying ahead of the competition. I would never invest as a nation in a nation that is spending less than 5 percent of its revenues on the education of its people, the infrastructure of its nation, and the research and development to stay ahead of the competition.
I tell you, I have spent a lot of time as somebody who looks at what some of our competitive countries are doing. China is spending, just on infrastructure, four times the percentage of their GDP what we are; India, significantly more as a percentage of their GDP on education; even Europe, with all its challenges, significantly more than what this House budget would spend on America's business plan, on America's growth agenda.
I have to tell you, I would never invest in it. I have to tell you, I would really question if Governor Romney, whom I have great respect for with his business acumen--I do not think Bain Capital would ever invest in a business plan for America that spent less than 5 percent of its revenue on its growth agenda and its ability to stay ahead of the rest of the world.
So I hope over this coming debate we can talk about growth agendas, we can talk about revenues, we can talk about balance, we can talk about looking at our plan from any historic perspective. But what I want to turn to now--and I apologize to my colleagues who are on the floor--is the question of sequester.
Back in August of 2011, when we got close to the budget ceiling debacle--not exactly a high point for this institution or Congress, and we could debate about who had the idea or where it came from originally, but what was curious about that was we set up a process that said: We are going to figure this out in a way where we will never get to sequester.
I use the analogy for sequester--some of us are old enough--my good friend, the Senator from Maine, may recall the movie ``Blazing Saddles.'' In that movie, ``Blazing Saddles,'' the sheriff comes out and puts a gun to his head, and all the townspeople come up and say: Oh my gosh, the sheriff may pull the trigger.
We in Congress set up that circumstance with the sequester, and unfortunately 2 weeks ago we allowed that trigger to be pulled. Because I believe, as somebody who cut spending as the Governor of Virginia-- and I know my colleague, the new Senator from Virginia, cut spending as well--we know how to make cuts. But there are smart cuts and smart ways to cut, and there are stupid ways to cut, and there could not be created a more stupid way to cut than sequester.
There are 975 separate line items in the Navy budget. Those 975 separate line items in the Navy budget are not of equal value to the taxpayer, nor are they of equal value to the defense of this Nation. But within the framework of sequester, we do not have any ability to pick and prioritize the way any reasonable business leader or any reasonable Governor would. We had to cut them all of an equal amount. The remarkable thing that is happening--and, again, my friend, the Senator from Virginia, will talk to this more--is that there is example after example, under the name of sequester, that supposedly we are cutting spending where we are actually going to cost the taxpayer more than any perceived savings. I will just cite two examples before I turn to my friend from Virginia.
For those viewers, the American government actually does get certain things right. We have even gotten a law that if we do any bulk purchases, we have to get at least a 10-percent discount. If we buy 10 tanks instead of 1 tank, we get a discount. If we buy more than one Virginia class submarine, we get them at $2 billion apiece. If we buy them individually, they cost $2.5 billion apiece.
Under the name of sequester, if this is allowed to continue, we will have times where we will have to violate those contracts and not only pay a penalty cost but then not receive the government discount because of volume purchasing. It does not mean we are not going to still have to buy the same amount; it just means it is going to cost the taxpayer more money.
In the case of research, the National Institutes of Health does some remarkable work, but anybody who follows medical research knows you cannot normally finish a research project in a single year. So it may take 4 or 5 years to do a cancer research project. If we allow sequester to continue, you may have 4 years of a cancer research project done, but because you cannot discriminate between projects, you cannot let that fifth year of the contract, so the first 4 years of that research is flushed down the toilet.
My colleagues, there has to be a better way to deal with this. Our budget, which replaces sequester with half revenues and half more targeted spending cuts, I believe moves us in that right direction. We in Virginia, in many ways, are ground zero of the effects of sequester. Many States have not begun to feel it. They will at some point.
I would like to turn to my colleague, my good friend, the new Senator from Virginia, somebody who serves now on the Armed Services Committee and has
made hard choices as Governor as well, who knows what it takes to have a balanced approach to continue to grow the economy. He has continued the kinds of accolades that Virginia has received. I would like to ask the Senator from Virginia if he would be willing to explain in a little bit more detail some of the challenges we face at ground zero in Virginia around sequester and why the approach we have taken in our Senate budget is better than the status quo approach we are now having to deal with.
Will the Senator yield for a question?
I would ask the Senator, I know he has seen and is very familiar with these installations and their families because of his tenure as Governor. You may also want to make the point: in an area such as Hampton Roads where you put these folks on furlough with literally 88,000, 98,000 immediately affected, will the Senator speak about the point of the ripple effect this has for literally thousands of others who provide the support services--restaurants, gas stations, auto repair, you name it--which rely on those folks having jobs as well?
I thank the Senator from Virginia.
I ask unanimous consent to engage in colloquy with my friend, the Senator from Virginia, the Senator from Hawaii, and the Senator from New Hampshire as well.
To briefly respond--I don't want to keep returning to the ``Blazing Saddles'' analogy, other than the fact these cuts were set up to be the stupidest way possible. No rational group of folks would allow them to come to pass.
The only other point I wish to make is with regard to the Senator's point about the ROTC individuals. I think at times this may not have been part of debate--although there may have been a number of colleagues on the other side of the aisle who have argued strongly against sequester and pointed this out as well. We are not just talking about the immediate short-term effect on that furloughed employee or the ship which may not get repaired. As these cuts were set up to be so ridiculously put forward, the effects of these cuts will actually, in many cases, cost us more money than the savings.
If that ROTC member who has taken 3 years of ROTC decides to quit and not become an officer, the money we have invested in his or her training up to that point is flushed down the toilet.
If we do not make the ship repairs that are part of our industrial base and if the workers at those ship repair businesses in Hampton Roads and in Hawaii and in New Hampshire and in California and in Alabama and in Mississippi leave those careers and those welders go elsewhere, the cost of replacing that workforce and retraining them because we have said, oops, we made a mistake and we come back and fix it 2 years from now, will end up costing the taxpayer more than the dollars we have saved.
If we continue to defer the maintenance and the training of our Armed Forces so we don't have divisions ready to go into action, the cost to get them
back up to military readiness will be exponentially higher the longer we wait than doing these cuts in a smarter, more tailored and more phased-in fashion.
I think the military and everybody I have seen realizes they are going to have to make the kind of cuts to make sure that everything-- domestic discretionary, defense, entitlement reform, and revenues--all have to be part of the mix.
Our military does a remarkable job for us, and we owe them not only the kind of platitudes we sometimes say on this floor, but we owe them an ability to manage a budget that is reasonable, that is thoughtful, that does not have this kind of arbitrary, across-the-board-regardless- of-performance cut. We owe that young man or woman who is in the ROTC the commitment that our Nation will stand by their obligations to their training and support of them so they can continue to serve and protect our Nation.
I now want to ask our friend, another new Senator, the Senator from Hawaii, for her comments. Hawaii is a State that has enormous military assets as well as other assets on the frontline of our Nation's shift in focus on Asia. She may want to add as well any particular stories about her views on sequester and how our budget takes a more reasoned and balanced approach.
The Senator from Hawaii.
I wish to thank the Senator from Hawaii for the real stories of how these sequester cuts are affecting folks in her State of Hawaii, and, obviously, my friend, the Senator from Virginia, has expressed those challenges as well.
Let me be clear. It is not that our budget proposal doesn't make significant cuts in defense. We still add roughly $250 billion of cuts in defense over a 10-year period, but we do it in a smarter, targeted, phased-in way.
The last point I wish to make, before I ask my friend, the Senator from Virginia, to close out, is I want to agree with so many of my Republican colleagues who have come and pointed out this is a responsibility we owe to our children and our grandchildren. We, candidly, owe it to ourselves. This $16.5 trillion in debt goes up $3 billion a day, and it is unsustainable. As Erskine Bowles once said: It is the most predictable crisis in our lifetimes if we don't grapple with it. And so we need a growth agenda.
Two comments I would simply make in closing: If we look back at recent American history for the period of the highest economic growth, the period that we added the most jobs, the area where America continued to lead in innovation, it was during the 1990s. We had a Tax Code at that point that generated sufficient revenue to meet our needs without dramatic expansion of government. I think, in retrospect, most of us would acknowledge we probably made a mistake when we took $4.5 trillion out of the revenue stream in some of those cuts that were made earlier.
We have a spending issue, but we also have a revenue issue. What this Democratic plan puts forward doesn't say we have to put all those revenues back. It doesn't say we have to put half those revenues back. What the Democratic plan says, to get us back on this path to balance, to get us back on this path to growth, we have to, roughly, return about one-third of that $4.5 trillion. With what we did on New Year's Eve and what this budget does, it replaces $1.575 trillion into the revenue stream. It doesn't bring us back to the 1990s rate, but I would love the chance to debate my colleagues on how that is not a reasonable assumption.
If we have a structural deficit problem on the spending side, we also have a structural deficit problem on the revenue side, and I believe this approach is reasonable and both fiscally prudent and responsible.
I would simply close as well with saying that we can't tax and cut our way out of this problem. We have to have a growth agenda. Any good company--any good country--has a business plan. Any business plan for any good company--any good country--that is going to compete in the 21st century has to do at least three things: They have to invest in their workforce, invest in their infrastructure, and they have to stay ahead of their competition, which means research and development.
I tell my colleagues, there is no way a plan that says America will invest less than 5 percent of its public revenues in its education, infrastructure, and R&D will keep America the leading economic power in the 21st century. If we want to honor our commitment to our children, we have to leave them not only a nation that is not riddled with debt and deficit but also a nation that continues to be the economic leader in the world. I believe our plan makes and protects those investments in those key components of growth.
I hope, over the coming hours, we will go through this debate--I know we will have a spirited period of a lot of amendments--that this budget will pass, and it will then find agreement with our colleagues in the House.
I want to again commend both the chair and the ranking member in that at the end of the day, we have to find common agreement to get this done. This issue that hovers over all of our other debates has in many ways become a metaphor of whether our institutions can function in the 21st century. So just as the chair and the ranking member found agreement through a markup process where both sides were heard and amendments were offered and debated in a fair and open process, I want to thank both the chair and the ranking member for their commitment. They have different ideas about how we get there, but at the end of the day we do have to get there in common agreement.
Mr. President, I want to give the Senator from Virginia the last word on this issue. So I yield the remainder of my time to the Senator from Virginia.