PeopleSoldiers, civilians, retirees, veterans, and their familiesare The Army. People are central to everything we do in The Army. Institutions do not transform; people do. Platforms and organizations do not defend our Nation; people do. Units do not train, they do not stay ready, they do not grow and develop leadership, they do not sacrifice, and they do not take risks on behalf of the Nation; people do. We must adequately man our force, provide for the well being of our Soldiers and their families, and develop leaders for the future so that The Army continues to be a professionally and personally rewarding experience. Soldiers will always be the centerpiece of our formations. They are our sons and daughters. We are committed to recruiting and retaining the best people and giving them the finest tools to do their job so that they remain the world's best army.
Manning the Force
Current and future military operations depend on an Army with the flexibility
to respond quickly in order to rapidly meet changing operational requirements.
The Army has approached its manpower challenge in a variety of ways. In
fiscal year (FY) 2000, we implemented a personnel strategy to man units
at 100 percent. Starting with divisional combat units, the program expanded
in FY2001 and FY2002 to include early deploying units. The Army is currently
assessing its ability to fill remaining units by the end of FY2004. The
ARNG and USAR now make up more than 50 percent of The Army's force structure.
Ongoing and expanded reserve integration
A new advertising campaign in 2001An
Army of Oneraised the
awareness and interest levels of potential Soldiers. The Army achieved
100 percent of its goal for all components in recruiting and retention
for the second year in a row. And to ensure that we recruit and retain
sufficient quality personnel, we continue to examine innovative recruiting
and retention programs.
Army readiness is inextricably linked to the well being of our People. Our success depends on the whole teamSoldiers, civilians, retirees, and their familiesall of whom serve the Nation. The term well being is not a synonym with "quality of life," but rather an expansion of the concept that integrates and incorporates existing quality of life initiatives and programs. Well being takes a multifaceted approach. We are working with the Office of the Secretary of Defense to improve TRICARE in order to provide better medical care for Soldiers, families, and retirees and to continue to close the compensation gap between Soldiers and the civilian sector. Our Soldiers appreciate, more than you realize, your support this past year for pay increases of at least 5 percent and the 3.6 percent for the civilians who support them. Targeted pay increases for highly skilled enlisted Soldiers and mid-grade officers, the online electronic Army University education program, and upgraded single-soldier barracks and residential communities further support and aid in maintaining the well being of Soldiers willing to put their lives at risk for our national interests. In turn, the attention to a Soldier's well being helps The Army recruit and retain the best people. Our Soldiers ask little in return, but they judge their Nation's commitment to them by how well it takes care of them and their families. It is a commitment we must honor.
Civilian and military leaders are the linchpin of Transformation. The
leaders and Soldiers who will implement the new warfighting doctrine must
be adaptive and self-aware, capable of independent operations separated
from friendly elements for days at a time, exercising initiative within
their commander's intent to rapidly exploit opportunities as they present
themselves on the battlefield. Leaders must be intuitive and capable of
rapid tactical decision-making, and all Soldiers must master the information
and weapons systems technologies in order to leverage their full potential.
But new technologies and new kinds of warfare will demand a new kind of
leader. As part of our transformation process, The Army is taking a comprehensive
look at the way we develop officers, warrant officers and non-commissioned
officers through the Army Training and Leader Development Panels to review
and assess issues and provide recommendations on how to produce The Army's
future leaders. We have expanded these reviews to include Army civilians
in anticipation of the need to replace the increasing number who will
become retirement eligible after FY2003. The Army must have top-notch
military and civilian people at all levels in order to meet the global,
economic, and technological challenges of the future.
At its most fundamental level, war is a brutal contest of wills. Winning decisively means dominating the enemy. To be dominant, we must be not only organized, manned, and equipped, but also fully trained. Today, The Army is ready for its assigned missions, but sustained support from the Nation, Congress, and the Administration is required to ensure that we maintain our readiness. To do so requires that we pay attention to training, installations, force protection and readiness reporting.
Tough, demanding training which is supported by an infrastructure that
allows us to train, sustain, and deploy is essential to readiness. History
has taught us and we have learned that, in the end, armies fight the way
they train. The Army is committed to fully executing our training strategythe
higher the quality of training, the better the leaders and warfighters
we produce. The result is an increased state of readiness to serve our
Nation. To this end, we must fully modernize training ranges, combat training
centers, and training aids, devices, simulators, and simulations to provide
adequate and challenging training. The Army has funded the integration
of virtual and constructive training capabilities to achieve realism and
Installations provide homes, family and training support, and power projection platforms for The Army. They are the bases where Soldiers live, train, and from which they launch on their missions. Worldwide, we have physical plants worth over $220 billion. For too many years, The Army has under funded long-term facilities maintenance in order to fully fund combat readiness and contingency operations; thus, we now have first-class Soldiers living and working in third-class facilities. Commanders currently rate two-thirds of their infrastructure condition so poor that it significantly impacts mission accomplishment and morale. The major investment in Sustainment, Restoration, and Modernization (SRM) in FY2002 will help improve only the most critical conditions in our crumbling infrastructure. Over the next five years, SRM shortfalls will continue to approximate $3 billion annually as a result of our aging facilities. Exacerbating this situation is the fact that The Army has more facility infrastructure than we need. The cost of operating and sustaining these facilities directly competes with funding our warfighting capability. The realignment or closure of excess facilities will free funds for installations and bring the recapitilization rate closer to the Department of Defense's goal of 67 years by 2010. The Army is divesting itself of mothballed facilities and examining privatization alternatives. For example, we are capitalizing on the success of the Residential Communities Initiatives by expanding the program to 24 projects to more efficiently and effectively manage installations. Encompassing over 63,000 family housing units, the program allows the private sector to remodel, build, and manage housing on Army bases in order to provide the quality housing our Soldiers and their families deserve. In FY2003, we will institute a centralized installation management organization that will improve our facilities and infrastructure through consistent funding and standards that promote the equitable delivery of base operation services and achieve efficiencies through corporate practices and regionalization.
The missions and training we assign Soldiers are not without risks, and Soldiers must be able to live, train, and work in safe, secure environments. We minimize risks by proactively protecting our force. For example, we reevaluated force protection security programs and adjusted over $800 million in FY2003 to further support controlled access to installations, in-transit security, counter-terrorism training improvements, information assurance, situational awareness, crisis response, and force protection command and control. An additional $1.8 billion is required for further force protection and security program requirements generated in the wake of the attacks on America.
Measuring readiness requires accuracy, objectivity, and uniformity. The Army is transforming its current readiness reporting system to achieve greater responsiveness and clarity on unit and installation status. The Strategic Readiness System (SRS) will provide senior leaders with an accurate and complete near real time picture representative of the entire Army (operating forces, institutional forces, and infrastructure). The SRS will be a predictive management tool capable of linking costs to readiness so resources can be effectively applied to near- and far-term requirements. A prototype SRS is being evaluated at selected installations, and its development will continue to ensure compliance with congressionally directed readiness reporting.
Transformation is first and foremost about changing the way we fight
in order to win our Nation's warsdecisively.
The 21st Century strategic environment and the implications of emerging
technologies necessitate Army Transformation. The global war on terrorism
reinforces the need for a transformed Army that is more
The Objective Force
The end result of Transformation is a new, more effective, and more
efficient Army with a new fighting structurethe
Objective Force. The Army will field the Objective Force this decade.
It will provide our Nation with an increased range of options for crisis
response, engagement, or sustained land force operations. Instead of the
linear sequential operations of the past, the Objective Force will fight
in a distributed and non-contiguous manner. Objective Force units will
be highly responsive, deploy rapidly because of reduced platform weight
and smaller logistical footprints, and arrive early to a crisis to dissuade
or deter conflict. These forces will be capable of vertical maneuver and
defeating enemy anti-access strategies by descending upon multiple points
of entry. With superior situational awareness, Objective Force Soldiers
will identify and attack critical enemy capabilities and key vulnerabilities
throughout the depth of the battle space. For optimum success, we will
harmonize our Transformation efforts with similar efforts by other Services,
business and industry, and our science and technology partners.
The Interim Force
The Interim Force is a transition force that bridges the near-term capability
gap between our heavy and light forces. It will combine the best characteristics
of the current Army forcesheavy,
light, and special operations forces. Organized into Interim Brigade Combat
Teams (IBCTs), it will leverage today's technology with selected capabilities
of the Legacy Force to serve as a link to the Objective Force. Most importantly,
the Interim Forcea combat
ready forcewill allow
exploration of new operational concepts relevant to the Objective Force.
The Army will field at least six of these new, more responsive brigade
combat teams. These units comprise an Interim Force that will strengthen
deterrence and expand options for the field commanders. Over the past
two years, we have organized two brigades at Fort Lewis, Washington, and
additional IBCTs are programmed for Alaska, Louisiana, Hawaii, and Pennsylvania.
Leaders and Soldiers of the IBCTs at Fort Lewis, along with an Army coordination
cell, have been working closely with all supporting agencies to develop
wide-ranging iterative solutions to doctrine, training, logistics, organizations,
material, and soldier systems required to field the Interim Force. The
first IBCT has completed brigade and battalion level headquarters training
with the Army's Battle Command Training Program and company level maneuver
live fire training across the spectrum of conflict. The IBCT is training
extensively for restrictive and urban terrain, and the force has used
special operations training techniques and procedures for the development
of night and urban fighting techniques. Training of the Interim Force
is proving that the practice of combining heavy, light, and special operations
cultures results in a more adaptable and capable leader or Soldier. The
Army has learned from experimentation that technology such as digitization
allows the integration of intelligence data with tactical and operational
information and gives our leaders and Soldiers the ability to seize and
retain the initiative, build momentum quickly, and win decisively. The
Army is accelerating the development and fielding of the Interim Force
and studying the viability of fielding an additional interim capability
in the European area.
The Legacy Force
As The Army transforms, the Legacy Forceour
current forcewill remain
ready to provide the Nation with the warfighting capability needed to
keep America strong and free. Through selective modernization and recapitalization,
the Legacy Force allows The Army to meet today's challenges and provides
the time and flexibility to get Transformation right. Effectively managing
risk without sacrificing readiness, The Army is focusing resources on
systems and units that are essential to both sustaining near-term readiness
and fielding the Objective Force while taking prudent risk with the remainder
of the force. Recapitalization rebuilds or selectively upgrades existing
weapons systems and tactical vehicles, while modernization develops and
procures new systems with improved warfighting capabilities. The Army
has identified 17 systemsits
Prioritized Recapitalization Programand
fully funded them in selected units. Among these systems are the AH-64
Apache, UH-60 Black Hawk, and CH-47 Chinook helicopters; the M1 Abrams
tank; the M2 Bradley fighting vehicle; and the Patriot Advanced Capability-3
missile defense upgrade. Modernization provides the linkage to facilitate
the fielding of the Interim and Objective Forces. The Crusader self-propelled
howitzer will provide combat overmatch to our commanders until at least
2032 and serve as a technology carrier to the Objective Force. Recent
restructuring initiatives have reduced Crusader's strategic lift requirements
by 50 percent. Technology improvements have increased its range by 33
percent, increased the sustained rate of fire by a factor of 10, and utilizing
robotics, reduced crew requirements by 33 percent. Modernized M1A2SEP
tanks and M2A3 Bradley fighting vehicles are capable of the same situational
awareness as the Interim Force, thus enabling Soldiers and leaders to
learn network-centric warfare on existing chassis. The advantage these
information technologies provide our current force further enhance its
warfighting capability. Army Aviation modernization efforts will reduce
our helicopter inventory by 25 percent and retain only three types of
helicopters in service, and the savings in training and logistics will
be used to support the recapitalization of our remaining fleet. As part
of its Legacy Force strategy, The Army terminated an additional 18 systems
and restructured 12 in this budget cycle.
Transformation applies to what we do, as well as how we do it. We are
working with the business community to accelerate change across the entire
Army, promote cooperation, share information, gain greater control over
resource management, and adopt better business practices by eliminating
functions or activities that no longer provide value. This initiative
seeks to focus constrained resources on achieving excellence in areas
that contribute directly to warfighting. Transformation of our business
practices cannot wait, and we have started at the highest levels.
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