Published: April 2, 2026

On December 23, 2025, the Pentagon released its annual 2025 China Military Power Report to Congress—a reminder that America is still trying to deter tomorrow with yesterday’s force. The report assesses China’s stockpile stayed in the low 600s through 2024 but remains on track to have over 1,000 nuclear warheads by 2030, while Russia continues to brandish tactical (non-strategic) nuclear weapons to shield conventional aggression. Yet U.S. deterrence planning still assumes that sufficiency against one peer will scale to two.

Within the bomber community, personnel are trained to operate and make decisions amid uncertainty. Deterrence cannot rely on idealized scenarios. Washington, however, continues to plan and budget as if deterring one peer at a time is adequate to maintain peace. Since the Nixon administration elevated “strategic sufficiency,” the U.S. has preferred a survivable second-strike posture over matching adversary numbers, even as U.S. Strategic Command (STRATCOM) Commander Adm. Charles Richard testified in 2020, “We do not seek parity.”

That posture of sufficiency made sense when the U.S. faced one major nuclear superpower at a time. It makes less sense when the U.S. must deter two nuclear peers, potentially in overlapping crises while also accounting for a third in North Korea. The 2023 Congressional Commission on the Strategic Posture of the United States warned the nation is “ill-prepared” for a future where China and Russia can coordinate, or opportunistically exploit dual crises.

The issue is not that U.S. modernization appears timid on paper. Instead, it is optimized for a single adversary. A survivable second strike against one major nuclear opponent is not enough as a credible deterrent against two, especially if one adversary believes the other will absorb U.S. attention. Deterrence developed for one enemy breaks down when facing multiple opponents.

Modernization is also colliding with the same budget dysfunction that has battered conventional readiness for years. Continuing resolutions and shutdown threats do not just delay programs; they advertise doubt about U.S. resolve. In deterrence, doubt about political will can be just as harmful as uncertainty about capability.

Enter the logic of reciprocity. The White House’s February 2025 memorandum on Reciprocal Trade and Tariffs argues that reciprocal measures are not punishment; they are a way to restore balance when competitors exploit unequal terms. Reciprocity is a framework for fairness, and fairness is what makes commitments believable.

Deterrence needs a similar framework. Strategic fairness demands a posture calibrated to the combined capabilities of the adversaries the U.S. must deter, not an accounting trick that treats them sequentially. Dynamic Parity offers that calibration: match the aggregate nuclear threat, go no further, and use that ceiling to avoid both arms racing and strategic vulnerability.

Dynamic Parity is “parity without superiority.” It rebuffs a race for numerical dominance, but it also rejects minimalist postures that assume an adversary will politely wait its turn. It restores equilibrium as the foundation of deterrence in a multipolar era.

Skeptics argue that “parity” invites an arms race or abandons arms control. Dynamic Parity does the opposite: it clearly separates what is required from what is excess, with the numerical arsenals determined by the adversary and then matched by America. This establishes a disciplined standard for force planning. That discipline also enhances the U.S. position in future risk-reduction negotiations by making the baseline requirements explicit instead of improvised during a crisis.

Strategy, however, is not self-executing. If Dynamic Parity is the strategic logic, Congress needs a budgeting structure that can deliver it. The National Sea-Based Deterrence Fund provided the Columbia-class ballistic missile submarine program with authorities that support long-lead procurement and multiyear contracting.

Congress should implement that approach throughout the nuclear enterprise via a National Strategic Deterrence Fund. The goal is not to escape oversight; it is to safeguard the core of deterrence from annual budget brinkmanship and start-stop inefficiency. If the fund is protected as non-discretionary spending with multiyear authority, modernization timelines become actual plans rather than mere hopes.

Here is what that would look like in practice:

• Direct the next Nuclear Posture Review to adopt a concurrency standard and use Dynamic Parity as the force-planning logic.
• Create a National Strategic Deterrence Fund with multi-year and long-lead authorities across delivery systems, warheads, infrastructure, and nuclear command, control, and communications.
• Require annual execution reporting, i.e., schedule, industrial capacity, and funding stability, so Congress can measure delivery and not intent.

This is about credibility, not bookkeeping. The State Department’s International Security Advisory Board warned in 2023 that extended deterrence hinges on the perception of sustained capability and resolve. Allies and adversaries do not parse budget documents; they watch whether the U.S. executes what it promises.

Execution is the signal. Russia’s 2024 Fundamentals of Nuclear Deterrence establishes clear redlines for potential nuclear use while deliberately preserving threshold ambiguity. China is building the force structure for nuclear coercion alongside conventional power projection. If Washington cannot modernize on schedule and at scale, because budgets lurch from continuing resolution to shutdown threat, adversaries will read that as strategic hesitation, not fiscal noise.

Reciprocity works only when it is enforced. In nuclear deterrence, enforcement means a posture designed for concurrency and a budget mechanism that delivers it. Dynamic Parity provides the standard; a National Strategic Deterrence Fund provides the spine. In a multipolar nuclear world, balance against combined nuclear threats is not a theory, it is the price of credibility.

Joseph H. Lyons is a career bomber aviator and a doctoral candidate at Missouri State University’s School of Defense and Strategic Studies. The opinions, conclusions, and recommendations expressed or implied within are solely those of the author and do not necessarily reflect the views of the United States Air Force, the Department of Defense, any other U.S. government agency, or Missouri State University.

Reciprocity in Deterrence, Not Just Trade was originally published on Global Security Review.

A nation does not need to lose a battle to look weak. Sometimes it only needs to miss a paycheck.

Washington often treats budget shutdowns as partisan spectacle, but America’s adversaries see something far more useful: a live demonstration of self-inflicted fragility. When the federal government allows frontline security personnel to work unpaid it interrupts critical security and health functions and publicly advertises institutional dysfunction. It weakens more than morale, it weakens deterrence. That is the real national security cost of a prolonged budget lapse.

Deterrence rests on more than missiles, submarines, and strategic doctrine. It also depends on the visible reliability of state capacity. Allies and adversaries alike measure whether the U.S. can sustain operations under pressure, protect its population, and maintain continuity during disruption. A shutdown tells them the opposite. It signals that even absent enemy action; the U.S. is willing to degrade its own readiness through political dysfunction. Even short lapses in appropriations disrupt defense planning, contract execution, and the broader machinery that underwrites operational readiness.

The most immediate damage appears in aviation security. The Transportation Security Administration (TSA) is not simply a travel inconvenience buffer. It is part of the nation’s daily homeland defense posture. Every checkpoint, screening lane, and visible officer contributes to deterrence by signaling that attacks or probes are likely to be detected and disrupted. That visible consistency matters because deterrence at the tactical level often begins with routine friction imposed on hostile actors.

Friction weakens when the workforce begins to crack. More than 460 TSA officers have already quit during the current standoff, while absentee rates have climbed to 10 to 11 percent nationally. Repeated funding disruptions are damaging morale, retention, and long-term staffing stability across the Department of Homeland Security. That is not merely a workforce problem. It is a deterrence problem.

Fatigue measurably degrades visual search performance, which is directly relevant to screening-intensive environments such as aviation security. TSA screening is not just procedural. It is cognitive work performed under repetitive, high-stakes conditions. When officers are exhausted, financially strained, or distracted by uncertainty, the quality of that work can decline even if the checkpoint remains technically operational.

Equally important, deterrence at the checkpoint depends not only on actual performance but on what potential attackers believe about the system. Airport security screening is perceived as a stronger deterrent when it appears visible, universal, and credible. That matters because deterrence is partly psychological. A security system that appears chaotic, understaffed, and politically neglected may still function, but it no longer projects the same confidence.

This erosion has consequences beyond the checkpoint itself. Long lines spilling into terminal lobbies and pre-screening corridors create soft-target conditions that sophisticated attackers have historically exploited overseas. U.S. airports have warned Congress that the current operational strain is serious, worsening, and potentially long-lasting. In practical terms, a shutdown does not just reduce security throughput. It redistributes risk into large, dense, unsecured public spaces and creates opportunity.

More troubling still is that recurring shutdowns create patterns. Adversaries watch for patterns. If hostile actors can reliably anticipate periods when U.S. aviation security is underpaid, understaffed, and politically distracted, then Washington has unintentionally handed them a calendar of vulnerability. Strategic competitors, transnational terrorist networks, and opportunistic lone actors all benefit when a defender repeatedly broadcasts when its systems are under stress.

The same logic applies beyond airports. Health security is often treated separately from deterrence, but that is a categorical error. In an era defined by pandemics, synthetic biology, fragile supply chains, and the weaponization of disruption, public health capacity is national security capacity. A country that cannot sustain surveillance, biodefense coordination, and health system continuity under fiscal pressure is not demonstrating resilience. It demonstrates exploitable weaknesses.

That is precisely why the shutdown’s impact on the Department of Health and Human Services (HHS) should concern strategists as much as its effect on TSA. HHS’s own FY 2026 contingency staffing plan states that 23,128 employees, roughly 31 percent of its workforce, would be furloughed during a lapse in appropriations. The plan further notes that numerous non-excepted functions would be paused or curtailed, including elements of grant oversight, data collection, validation, analysis, and portions of public communication. That may sound bureaucratic, but it is not.

Health system functions form the connective tissue of national preparedness. Surveillance, analytics, research oversight, and continuity of clinical and administrative operations are what allow the U.S. to detect biological threats early, understand cascading risks, and sustain resilience under stress. Public health emergency management is foundational to biodefense capacity, particularly in areas such as interagency coordination, situational awareness, testing, surveillance, and surge resilience. When those systems are interrupted, the country does not simply lose paperwork, it loses awareness, agility, and recovery capacity.

This point is reinforced by broader preparedness of scholarship. Public health emergency preparedness in the U.S. has long suffered from uneven and declining support, leaving critical state and local response systems more vulnerable to disruption. In deterrence terms, disruptions lower the cost for an adversary seeking to exploit a biological event, amplify public panic, or overload institutional response capacity.

System disruption and deterrence is where budget shutdowns become strategically self-defeating. The U.S. invests heavily in advanced military capability, but periodically undermining the civilian systems that make that capability credible is defeatist. No adversary needs to destroy American resilience if Washington is willing to suspend parts of it on its own. That contradiction sends a damaging signal to both allies and competitors.

For adversaries such as China and Russia, recurring shutdowns offer a useful strategic readout. They reveal domestic political brittleness, weak continuity discipline, and a governing system vulnerable to self-imposed paralysis. That does not automatically invite direct confrontation, but it does encourage gray-zone opportunism. Cyber probing, disinformation, infrastructure stress campaigns, and strategic influence operations all become more attractive when the target appears distracted and internally divided. Shutdowns are self-inflicted wounds. In a deterrence environment, self-inflicted wounds are still wounds.

For U.S. allies, the signal is quieter but equally corrosive. Extended deterrence relies not only on military capability but also in the confidence of American competence and continuity. Partners want to know that the U.S. can manage crises at home while sustaining commitments abroad. A federal government that struggles to keep airport screening and health preparedness stable during a budget fight risk is undermining that confidence at exactly the wrong moment.

For these reasons, shutdowns should no longer be treated as routine political leverage when they affect core homeland security and resilience institutions. Congress should establish automatic continuing resolution mechanisms for agencies and functions that are central to deterrence. This includes transportation security, emergency preparedness, biodefense, and public health surveillance. Political disagreement is unavoidable; however, institutional self-sabotage is not.

Deterrence is often discussed in the language of force posture, strategic messaging, and escalation dominance. This all matters. Yet, deterrence lives in the ordinary machinery of a functioning state: an airport screening lane that stays open, a health surveillance system that keeps collecting data, and a workforce that knows the government will not ask it to defend the nation for free. When that machinery stalls, deterrence does not collapse overnight. It thins. It flickers. It becomes easier to stress. That is the danger of a shutdown. It does not merely interrupt government. It advertises vulnerability.

Brandon Toliver is a Senior Fellow at the National Institute for Deterrence Studies. The views of the author are his own.

Deterrence on Layaway: A Shutdown’s Quiet Assault on American Security was originally published on Global Security Review.

The European Commission is the European Union’s (EU) executive arm, responsible for drafting legislative proposals. It also implements the decisions of the European Parliament and the Council of the EU. This means the EC calls the shots when it comes to the outline of policy. For EU member-states, they must balance national interest against the sovereignty relinquished to the EC.

Breton, the current Commissioner for the European Union Internal Market at the European Commission, leads, among many markets, the space sector. His political mandate is to ensure European access to space. Furthermore, Timo Personen, head of the Directorate-General for Defence Industry and Space at the EC, made it clear that Europe must take responsibility of its own defense in space.

While the European Commission’s key actions for 2024 start with the creation of a single market for space, regaining independent access to space begins with Ariane VI and Vega-C, which are set to become operational this year. Additional launch programs are also coming, protecting space systems and boosting space commercialization are also important.

Commissioner Breton put an emphasis on delivering new services for space defense needs. The EU’s efforts to address challenges, foster innovation, and deliver strategic autonomy in space appear to be serious efforts this time around. And while these remain forward-looking statements, the new European Strategy for Security and Defense and the above-mentioned EC decisions are triggering a renewed dynamic of bolder and better aligned European leadership and stronger political will in upgrading its defense. This is all while reckoning with the central role the space domain will play. Including proper capacity-building for the new European secure connectivity satellites constellation IRIS2—pending resolution of current issues—is also an important move.

While the EC is taking over European space policy, starting with independent launch and defense, there is still a role left to national space agencies and the European Space Agency (ESA) itself. ESA will remain in its various roles and funded by individual member states. These agencies, including ESA, have mandates in space science and exploration—cis/lunar space and beyond—and anything “space for Earth,” such as Earth observation supporting downstream data markets.

ESA is also deeply involved in space-based solar power studies, and its overall activity goes far beyond launch. However, the current programing, funding, and execution model for Western space agencies is a question. One may wonder whether that model remains relevant, also looking at the weight of the military among Indo-Pacific space powers. Should European nations relinquish the leadership and execution of land, maritime, and air economies and defense to agencies respectively in charge of agriculture and forestry, oceanography, and atmospheric studies? Of course not, but then why are they doing exactly that in the space domain?

For example, Europe has shipyards that are owned by the government, the private sector, or a combination of both, and they serve military and civilian markets. Some would argue that the current space agency model is simply broken. Many also believe that commercial and economic space development, together with defense, should eventually be tackled by organizations that are fit-for-purpose. The mindset for such purposes is not prevalent among space agencies, satisfied with basic science and exploration only. Setting up fit-for-purpose organizations would not exclude cooperation with space agencies, but it would streamline the policy budgeting and execution for each purpose.

The doubts expressed by Mike Griffin concerning the Artemis program is one example. Such concerns may eventually lead to considerations about what forms or organizations are fit-for-purpose to effectively run economic development and defense programs in space—on budget and on schedule. However, major institutional changes in the foreseeable future should not be the expectation.

As the Biden administration and Congress further address the defense of the United States, the space domain looms large. Defense of national interest needs to continue to involve deep engagement and multi-domain cooperation with Indo-Pacific, Middle East, and European allies—space included. It sounds strategically and fiscally reasonable to expect allies to provide a stronger contribution to their own defense and the joint-interest of collective defense. Should NATO require serious recalibration, that might start with aligning the actual weight of European contributions with the rhetoric. European states need to walk the walk of “strategic autonomy” by taking responsibility, starting with some fiscally irreversible defense and security engagement in the space domain.

Europeans must take charge of their own defense, focusing on space. Commissioner Breton decided, the EU will take substantially increased responsibility for its own defense as part of the alliance—an essential step to taking the alliance to the next level. It is crucial for a fiscally responsible EU to shoulder its fair share of the burden. Seen from an orbital space perspective, it becomes apparent that the security of the alliance goes beyond the North Atlantic. The Arctic, the Eurasian continental plate, and Indo-Pacific all matter. Europe is better off if it fosters alliances/partnerships and advocates for policymakers who support such policies.

Christophe Bosquillon has over 30 years of international experience in general management, foreign direct investment, and private equity and fund management across various industries in Europe and the Pacific Basin. The views in this article are the authors own.  

European Commission: Taking Charge of Space Defense was originally published on Global Security Review.