United States Presidential Candidates 2008

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April 10, 2026

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April 10, 2026

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"When the President says: If you like your health insurance policy, you can keep it, that is not true either. It is not true either. Because if you had a government option, and it looked more attractive to your employer, and your employer decided to select the government option rather than the health insurance policy you now have, then you cannot keep it. So it is simply not true that under the government option, if you like your health insurance policy, you can keep it. But the real point is, why don't we sit down--which we did not do; we did not do that at the beginning of this process--why don't we sit down with the smartest people on both sides of the aisle and say: OK, what can we get gone? What can we get done here together and go to the American people and say we are going to make significant progress in eliminating this problem of out-of-control costs in health care in America. I recall when I first came to the Congress of the United States--and it was pretty partisan then--Ronald Reagan had only been elected a couple years before that time, and Social Security was about to go broke. Social Security was going broke, and two old Irishmen--Tip O'Neill, a liberal Democrat from Massachusetts, and the conservative from California--sat down together and said: OK, we are going to sit together. We are going to fix Social Security. And they did. There American people were not only proud and grateful but they benefited. Let's go back to square one. Let's sit down together and get this issue resolved."

- John McCain

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"As I have said, integration is a major theme in the NDAA. Another one is innovation. For years after the Cold War, the United States enjoyed a near monopoly on advanced military technologies. That is changing rapidly. Our adversaries are catching up, and the United States is at real and increasing risk of losing the military technological dominance we have taken for granted for 30 years. At the same time, our leaders are struggling to innovate against an acquisition system that too often impedes their efforts. I have applauded Secretary Carter's attempts to innovate and reach out to nontraditional high-tech firms, but it is telling that this has required the Secretary's personal intervention to create new offices, organizations, outposts, and initiatives--all to move faster and get around the current acquisition system. Innovation cannot be an auxiliary office at the Department of Defense; it must be the central mission of its acquisition system. Unfortunately, that is not the case with the Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, also known as AT&L. It has grown too big, tries to do too much, and is too focused on compliance at the expense of innovation. That is why the NDAA seeks to divide AT&L's duties between two offices--a new Under Secretary of Defense for Research and Engineering and an empowered and renamed Under Secretary of Management and Support, which was congressionally mandated 2 years ago."

- John McCain

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"He was good company, my friend, Ted. He had the Irish talent for storytelling and for friendship. At the lunch he hosted for us, in the family quarters on the top floor of the library, he recalled an earlier episode in our friendship, a story he delighted in retelling. It occurred on the Senate floor, when two freshman senators, one a Democrat and the other a Republican, neither of whom would remain long in the Senate, were getting a little personal with each other as they debated an issue, which must have seemed important at the time, but which neither Ted nor I were paying any much notice to. We both happened to be on the floor at the time, and the heat of our colleagues' exchange eventually managed to get our attention. You might think that two more senior members of the Senate would in such a situation counsel two junior members to observe the courtesies and comity, which, theoretically, are supposed to distinguish our debates. But Ted and I shared the sentiment that a fight not joined, was a fight not enjoyed. And irresistibly we were both drawn into a debate we had no particular interest in, but which suddenly looked like fun. I struck first, castigating the young Democratic Senator for abusing my Republican colleague. Before she could respond for herself, Ted rode valiantly to her rescue. And within minutes, he and I had forgotten why we were there, and what the debate was all about. We had probably even forgotten the names of our two colleagues. As one of us spoke, the other would circle the floor, agitated and anxious to fire back."

- John McCain

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"While the NDAA conforms to last year's budget agreement at present, I have filed an amendment to increase defense spending above the current spending caps. This amendment will reverse shortsighted cuts to modernization, restore military readiness, and give our servicemembers the support they need and deserve. I do not know whether this amendment will succeed, but the Senate must have this debate and Senators are going to have to choose a side. At the same time, as I have long believed, providing for the common defense is not just about a bigger defense budget--as necessary as that is. We must also reform our Nation's defense enterprise to meet new threats, both today and tomorrow, and to give Americans greater confidence, which they don't have a lot of now, that the Department of Defense is spending their tax dollars efficiently and effectively. That is exactly what this legislation does. The last major reorganization of the Department of Defense was the Goldwater-Nichols Act, which marks its 30th anniversary this year. Last fall the Senate Armed Services Committee held a series of 13 hearings on defense reform. We heard from 52 of our Nation's foremost defense experts and leaders. The Goldwater-Nichols Act of 30 years ago responded to the challenges of its time. Our goal was to determine what changes needed to be made to prepare the Department of Defense to meet the new set of strategic challenges. As Jim Locher, the lead staffer on Goldwater-Nichols, testified last year: "No organizational blueprint lasts forever...[T]he world in which DOD must operate has changed dramatically over the last 30 years.""

- John McCain

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"Instead of one great power rival, the United States now faces a series of transregional, cross-functional, multidomain, and long-term strategic competitions that pose a significant challenge to the organization of the Pentagon and the military, which is often rigidly aligned around functional issues and regional geography. Put simply, the Goldwater-Nichols Act of 30 years ago was about operational effectiveness--improving the ability of the military services to plan and operate together as one joint force. The problem today is strategic integration--how the Department of Defense integrates its activities and resources across different regions, functions, and domains, while balancing and sustaining those efforts over time. The NDAA would require the next Secretary of Defense to create a series of "cross-functional mission teams" to better integrate the Department's efforts and achieve discrete objectives. For example, one could imagine a Russia mission team with representatives from policy, intelligence, acquisition, budget, the services, and more. There is no mechanism to perform this kind of integration at present. The Secretary and the Deputy have to do it ad hoc, which is an unrealistic burden. The idea of cross-functional teams has been shown to be tremendously effective in the private sector and by innovative military leaders, such as GEN Stan McChrystal. If applied effectively in the Office of the Secretary of Defense, I believe this concept could be every bit as impactful as the Goldwater-Nichols reforms."

- John McCain

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"The NDAA would also require the next Secretary to reorganize one combatant command around joint task forces focused on discrete operational missions rather than military services. Here, too, the goal is to improve integration across different military functions and do so with far fewer staff than these commands now have. Similarly, the legislation seeks to clarify the role of the Chairman of the Joint Chiefs, focusing this leader on more strategic issues, while providing the Chairman greater authority to assist the Secretary with the global integration of military operations. The NDAA also seeks to curb the growth in civilian staff and military officers that has occurred in recent years. Over the past 30 years, the end strength--the total number of members of the services--of the joint force has decreased by 38 percent. The number of men and women serving in the military has decreased by 38 percent, but the ratio of four-star officers--admirals and generals--to the overall force has increased by 65 percent. We have seen similar increases among civilians at the senior executive service level. The NDAA, therefore, requires a carefully tailored 25-percent reduction in the number of general and flag officers, a corresponding 25-percent decrease to the ranks of senior civilians, and a 25-percent cut to the amount of money that can be spent on contractors who are doing staff work."

- John McCain

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