Matthew P. Donovan has been the Undersecretary of the Air Force since August 2013, and was Acting Secretary from June to October of this year. He retired from the Air Force as a colonel after a 31 -year career, includingfive years of enlisted service, and later served as a senior civilian on the Air Staffand as Majority Policy Director for the Senate Armed Services Committee. He spoke with Air Force Magazine Editorial Director John A. Tirpak in late October. The conversation has been edited for length. A. Even before the NDS rolled out in early 2017, I've been leading an effort called the Zero-Based Review in the Air Force. The planning, programming, budgeting, and execution process that we have generally only looks at the changes from year to year, because, in a $700 billion-plus budget, we don't have time every year to go into every line in the budget. But that's where the bulk of the dollars are. We generally only change 10 percent, up or down. This is a multiyear process. We're trying to break allegiances to ongoing programs, because every program that gets into the budget builds a constituency, both inside the Pentagon and on Capitol Hill. And in my experience, it's very easy to start a program, but very difficult to stop it.
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机译：马修·多诺万（Matthew P. Donovan）自2013年8月起担任空军副部长，并于今年6月至10月担任代理秘书。在31年的职业生涯中（包括服役5年），他从空军退任上校职务，后来在空军参谋部担任高级文职，并担任参议院武装委员会多数政策总监。 10月下旬，他与《空军杂志》编辑总监约翰·A·蒂尔帕克（John A. Tirpak）进行了交谈。会话的长度已被编辑。答：甚至在NDS在2017年初推出之前，我就一直在领导一项名为“零基础审查”的工作。我们通常所进行的规划，编程，预算编制和执行过程仅着眼于逐年的变化，因为在7,000亿美元以上的预算中，我们每年没有时间去研究预算中的每一行。但这就是大部分钱所在的地方。我们通常只更改10％（向上或向下）。这是一个多年的过程。我们试图将忠诚度转移到正在进行的计划中，因为进入预算的每个计划都会在五角大楼内部和国会山建立一个选区。以我的经验，启动程序非常容易，但是停止程序却非常困难。
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