OFFICE OF THE UNDER SECRETARY OF DEFENSE(COMPTROLLER)/CHIEF FINANCIAL OFFICERMARCH 2023

Defense Budget Overview
UNITED STATES DEPARTMENT OF DEFENSEFISCAL YEAR 2024 BUDGET REQUESTThis page intentionally left blankPreface
The Overview Book has been published as part of the President’s Annual Defense Budget forthe past few years. From FY 1969 to FY 2005, OSD published the “Annual Defense Report”(ADR) to meet 10 USC section 113 requirements. Subsequently, the Overview began to fill thisrole.
The Overview is one part of an extensive set of materials that constitute the presentationand justification of the President’s Budget for FY 2024. This document and all otherpublications for this and previous DoD budgets are available from the public web site of theUnder Secretary of Defense (Comptroller): http://comptroller.defense.gov.
The Press Release and Budget Briefing, often referred to as the “Budget Rollout,” and theProgram Acquisition Costs by Weapons System book, which includes summary details on major
DoD acquisition programs (i.e., aircraft, ground forces programs, shipbuilding, space systems,etc.) are especially relevant.
Notable accomplishments and updates will be summarized in the forthcoming 2022 Annual
Performance Report (APR). Unclassified versions of the APP and APR will be posted athttps://dam.defense.gov/Performance/ when available.
Other background information can be accessed at www.defense.gov.

The estimated cost of this report or study for the
Department of Defense is approximately $37,000
for the 2023 Fiscal Year. This includes $13,000 in
expenses and $24,000 in DoD labor.
Generated on 2023Mar14i

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Statement by Secretary of Defense Lloyd J. Austin III on the
President’s Fiscal Year 2024 Budget“The FY 2024 budget is the most strategy-driven request we’ve ever produced from the
Department of Defense. And as our National Defense Strategy makes clear, the People’s Republicof China (PRC) is our pacing challenge. This budget seeks to meet this critical challenge today,
tomorrow, and into the future by providing the resources today to continue to implement our
National Defense Strategy and keep our nation safe while delivering a combat credible Joint Forcethat is the most lethal, resilient, agile, and responsive in the world.
As the PRC races to modernize its military, this budget will sharpen our edge by making criticalinvestments across all timeframes, theaters, and domains. Among numerous important actions thatbolster our combat credibility in the short term, this budget makes the Department’s largest-everinvestments in readiness and procurement – and our largest investment in research anddevelopment.
To sustain our military advantage over China, it makes major investments in integrated air andmissile defenses and operational energy efficiency, as well as in our air dominance, our maritime
dominance, and in munitions, including hypersonics. This budget includes the largest ever request
for the Pacific Deterrence Initiative, which we are using to invest in advanced capabilities, newoperational concepts, and more resilient force posture in the Indo-Pacific region. It also enables
groundbreaking posture initiatives in Guam, Mariana Islands, the Philippines, Japan, and Australia.
We are also investing in resiliency in key parts of the defense supply chain to ensure stability in theindustrial base’s ability to produce what the Joint Force needs. That includes working closely with
Congress to secure multi-year procurement authorities—and allow us to meet the needs oftomorrow. And this year’s budget also increases funding to continue modernizing all three legs ofour nuclear triad to maintain a safe, secure, and effective strategic deterrent against advanced andpersistent threats around the world.
The United States has the strongest military in the world because we have the best team in theworld. And we owe it to the brave men and women who serve to take care of our people and theirfamilies. So this budget includes the largest military and civilian pay raise in decades, and it builds
on progress we’ve already made to make life a little easier by lowering every day costs, including
by reducing the cost of goods in the commissary and making childcare more accessible andaffordable.
As the Secretary of Defense, my priority will always be to ensure that our forces are ready andresilient, and that our military remains the world's preeminent fighting force, today, tomorrow, andfor generations to come. I look forward to working with Congress to support the President's
request.”-Statement by Secretary of Defense Lloyd J. Austin III

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Overview – FY 2024 Defense Budget
Table of Contents
1.

FY 2024 Budget Summary ..................................................................................... 1-1
2022 National Security Strategy and National Defense Strategy .......................................... 1-1
FY 2024 Budget Request Overview ...................................................................................... 1-3
Resourcing the 2022 National Defense Strategy .................................................................. 1-5
Conclusion ............................................................................................................................ 1-7

2.

Integrated Deterrence............................................................................................. 2-1
Introduction ........................................................................................................................... 2-1
Deter Nuclear Employment of Any Scale and Non-Nuclear Strategic-Level Attacks ............ 2-2
Major Weapons Programs .................................................................................................... 2-6

3.

Campaigning ........................................................................................................... 3-1
Introduction ........................................................................................................................... 3-1
Overseas Operations ............................................................................................................ 3-1
Readiness ............................................................................................................................. 3-7

4.

Building Enduring Advantages ............................................................................. 4-1
Introduction ........................................................................................................................... 4-1
Taking Care of People .......................................................................................................... 4-2
Transform the Foundation of the Future Force ................................................................... 4-18
Making the Right Technology Investments ......................................................................... 4-19
Adapt and Fortify Our Defense Ecosystem ......................................................................... 4-25
Strengthen Resilience and Adaptability............................................................................... 4-31

5.

Audit ........................................................................................................................ 5-1
The DoD Consolidated Audit Strategy .................................................................................. 5-2
Audit Remediation................................................................................................................. 5-2
Budget .................................................................................................................................. 5-4
Data Analytics ....................................................................................................................... 5-5

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Overview – FY 2024 Defense Budget
6.

Military Departments .............................................................................................. 6-1
Army ..................................................................................................................................... 6-1
Navy...................................................................................................................................... 6-9
Air Force ............................................................................................................................. 6-25
National Guard Bureau ....................................................................................................... 6-33

7.

Performance Plan and Annual Performance Report ........................................... 7-1

Appendix A. Resource Exhibits

A-1

Chart A-1 FY 2024 DoD Budget Request by Military Department ............................................ A-1
Chart A-2 FY 2024 DoD Budget Request with Additional Details ............................................. A-1
Table A-1 DoD Total Budget by Appropriation Title .................................................................. A-2
Table A-2 DoD Total Budget by Military Department ............................................................... A-2
Table A-3 DoD Total Budget by Military Department and Appropriation Title .......................... A-2
Table A-4 Combat Force Structure Overview ............................................................................ A-4
Table A-5 Active Component End Strength (in Thousands) ..................................................... A-4
Table A-6 Reserve Component End Strength (in Thousands) .................................................. A-5
Table A-7 DoD Base Budget by Appropriation Title .................................................................. A-5
Table A-8 DoD Base Budget by Military Department ................................................................ A-5
Table A-9 DoD Base Budget by Military Department and Appropriation Title .......................... A-6
Table A-10 DoD Supplemental Funding by Purpose................................................................. A-7
Table A-11 DoD Supplemental Funding by Appropriation Title................................................. A-7
Table A-12 DoD Supplemental Funding by Military Department .............................................. A-8
Table A-13 DoD Supplemental by Military Department and Appropriation Title ....................... A-8
Appendix B. Acronym List .......................................................................................................... B-1

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1. FY 2024 BUDGET SUMMARY“As President Biden has said, we stand in "a decisive decade." And thesenext few years will set the terms of our competition with the People's Republicof China. And they will shape the future of security in Europe. And they will
determine whether our children and grandchildren inherit an open world ofrules and rights—or whether they face emboldened autocrats who seek todominate by force and fear.”- Secretary of Defense Lloyd J. Austin – Reagan National Defense Forum, December 2022

2022 NATIONAL SECURITY STRATEGY AND NATIONAL DEFENSE STRATEGYThe President’s National Security Strategy(NSS) and the Secretary of Defense’s National
Defense Strategy (NDS), both signed andreleased in 2022, fully informed the building of
the Fiscal Year 2024 budget request, resulting
in a submission that is comprehensively alignedwith national strategic priorities.
Central Premise

Sections2022 National Security Strategy andNational Defense Strategy



FY 2024 Budget Request Overview

Resourcing the 2022 NDS

Conclusion

The 2022 NDS advances a strategy focused on the People’s Republic of China (PRC) and seeks
to prevent the PRC’s dominance of key regions while protecting the U.S. homeland andreinforcing a stable and open international system. Consistent with the 2022 National Security
Strategy (NSS), a vital objective of the NDS is to dissuade the PRC from considering aggression
as a viable means of advancing goals that threaten vital U.S. national interests. Conflict with the
PRC is neither inevitable nor desirable. The Department’s priorities support broader whole-ofgovernment efforts to develop terms of interaction with the PRC that are favorable to our interestsand values, while managing strategic competition and enabling the pursuit of cooperation onshared challenges.
Even as we focus on the PRC as our pacing challenge, the NDS also accounts for the acute threat
posed by Russia, demonstrated most recently by Russia’s unprovoked further invasion of
Ukraine. The Department’s investments will continue robust deterrence of Russian aggression
against vital U.S. national interests, including commitments to our treaty Allies. We will work
closely with the North Atlantic Treaty Organization (NATO) and our partners to provide U.S.
leadership, develop critical enabling capabilities, and deepen interoperability for a more credible
combined Allied force. In service of the NDS strategic priorities, the Department will accept
measured risk but remain vigilant in the face of other persistent threats, including those posed by
North Korea, Iran, and violent extremist organizations.
Security Environment
In the face of the pacing challenge posed by the PRC, the acute Russian threat, and this complex
and dynamic security environment, the Department must continue to maintain its distinctive
advantage in military capabilities for the Joint Force, enhance the ability to support and employ
that force with Allies and partners, and conduct military activities that advance U.S. national
interests.
An increasing array of fast-evolving technologies and innovative applications of existing
technology complicates the Department’s ability to maintain an edge in combat credibility anddeterrence. Newer capabilities such as counterspace weapons, hypersonic weapons, new and
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emerging payload and delivery systems, and lack of clarity for norms of behavior in space, cyber,and information domains all create a heightened potential for inadvertent escalation or shifts inperceived deterrence of U.S. military power. New applications of artificial intelligence, quantum
science, autonomous weapons designs, biotechnology, and space technologies can change
traditional, kinetic military conflict, and disrupt the U.S. supply chain and logistics operations vitalto maintaining combat credibility. The Department likewise faces destabilizing and potentiallycatastrophic transboundary challenges, including climate change and pandemics, which haveincreasingly affected the Joint Force.
Defense Priorities
The 2022 NDS directs the Department to act urgently tosustain and strengthen U.S. military credibility anddeterrence capability. The strategy identifies four top-level
defense priorities the Department must pursue tostrengthen deterrence.
First, the Department will defend the Homeland, with
the People’s Republic of China (PRC) as the
Department’s pacing challenge.

Second, the Department will deter strategic attacks
against the United States, Allies, and partners.



Third, the Department will deter aggression and be prepared
to prevail in conflict when necessary.



Fourth, to ensure the Department’s future military advantage,
the Department will continue to build a resilient Joint Force anddefense ecosystem.

The Department will advance these four priorities through threeways, or approaches: Integrated Deterrence, Campaigning, andBuilding Enduring Advantages.

“And we're confident that we've got the right defense strategy to tackle thechallenges ahead, and to defend the American people, and to strengthen ouroutstanding all-volunteer force, and to safeguard the democratic values thatare the soul of America.”- Secretary of Defense Lloyd J. Austin – NDS Press Conference, Oct 27, 2022

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FY 2024 BUDGET REQUEST OVERVIEW
We will make disciplined choices regarding our national defense and focus ourattention on the military’s primary responsibilities: to defend the homeland,and deter attacks and aggression against the United States, our allies andpartners, while being prepared to fight and win the Nation’s wars should
diplomacy and deterrence fail.
- National Security Strategy, October 12, 2022

The Department of Defense (DoD) Fiscal Year (FY) 2024 budget request builds upon the concrete
foundation and principles of the President’s National Security Strategy, and the recently enacted
and robustly resourced FY 2023 budget, to deepen and enhance the linkage to the 2022 NDS.
Further underpinning and inextricably linked to the Department’s efforts to fully implement the2022 NDS are the Secretary’s top three priorities – to Defend the Nation, Take Care of Our
People, and Succeed through Teamwork. These overarching tenets and strategic framework
drive the FY 2024 budget to make the right investments for our warfighters and deliver deterrence
through strength.
Figure 1.1. Department of Defense Budget
FY 2022$ in billions
Actuals
Base
742.2

FY 2023
Enacted816.0

FY 2024
Request842.0

FY23-FY24
Change+26.0

Supplementals1

34.4

35.8

--

-35.4

Total

776.6

851.8

842.0

-9.8

Discretionary Budget Authority
1
FY 2022 includes supplemental funding for Operation Allies Welcome ($6.512 billion), Natural Disaster Relief ($895 million), Red
Hill Bulk Fuel Storage Facility ($350 million), and Ukraine ($26.632 billion). FY 2023 includes supplemental funding for Ukraine($35.678 billion) and Disaster Relief ($147 million).

The President’s FY 2024 budget request for DoD is $842 billion. This budget represents a$26 billion or 3.2 percent increase over the FY 2023 enacted base level of $816 billion.
Compared to the FY 2022 level, the FY 2024 request grows by nearly $100 billion(13.4 percent) over a 2-year period. This request addresses both the urgency of NDS
implementation and the recent inflationary impacts driven in part by the COVID-19 pandemic’s
disruption of global supply chains and Russia’s unjustified and unprovoked invasion of Ukraine.
The FY 2024 budget request ensures the Department can sustain and strengthen integrated
deterrence and investments that build enduring advantages, including: supporting ourservicemembers and their families; strengthening our alliances and partnerships; and preserving
America’s technological edge.
To make sure the Department stays on track, the FY 2023 – FY 2026 Strategic Management Plan
(SMP) directly aligns to the 2022 NDS’s building enduring advantages approach, with a focus on
strengthening the management capabilities of the Department to ensure successful
implementation of the NDS. This includes expeditiously pursuing the financial audit andimplementing corrections into our business processes. Both initiatives drivesustainable reform,
improved efficiency and effectiveness, and increased public confidence in the DoD’s stewardshipof funds. The FY 2024 budget identifies $4.6 billion in Performance Improvement Initiative cost
reductions across the Department achieved through Continuous Process Improvements (CPI),
Enabling Future Capabilities Transitions, Reform, and Transformation initiatives. These collective
actions enable the Services and the Department to reinvest and redirect resources to higher
national defense priorities.
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Figure 1.2 provides a historical look at the overall DoD budget back to FY 2001 and breaks out
the base budget amounts from the Global War on Terror / Overseas Contingency Operations(GWOT/OCO), and other supplemental funding received. During the decade following 9/11, there
was significant growth in both base and GWOT/OCO funding related to operations in Iraq and
Afghanistan. This was followed by a decade of reduced budgets under the Budget Control Act(BCA), which lasted through FY 2021. Emerging from the BCA, the FY 2022 budget eliminatedthe separate OCO request, and the FY 2023 and FY 2024 budgets align and implement the 2022
NDS by reinforcing the capabilities of the Joint Force and allowing the Department to field combatcredible forces today while simultaneously preparing for the threats of the future.
Figure 1.2. DoD Budget FY 2001 – FY 2024*

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RESOURCING THE 2022 NATIONAL DEFENSE STRATEGY“We've got the right strategy and the right operational concepts—and they'redriving us to make the right investments for our warfighters. So we're
upgrading, and honing, and strengthening our armed forces for a changing
world, even as we shore up the strong foundation that has kept us secure for
decades. Because in our imperfect world, deterrence does come throughstrength.”- Secretary of Defense Lloyd J. Austin – Reagan National Defense Forum, December 2022

This overview document is designed to illustrate how the FY 2024 budget request aligns with, andcontinues to advance the four 2022 NDS priorities through each of the NDS strategic approaches.
Integrated Deterrence: Enabled by combat-credible forces backstopped by a safe, secure,and effective nuclear deterrent –-$37.7 billion for Nuclear Enterprise Modernization including:$6.2 billion for the Columbia-class ballistic missile submarine$5.3 billion for the B-21 bomber

$4.3 billion for the Sentinel/Ground Based Strategic Deterrent (GBSD), and

$1.0 billion for the Long Range Standoff (LRSO) Weapon-$29.8 billion for Missile Defeat and Defense to protect the United States homeland,
territories, and allies-$9.0 billion to develop and field a mix of multi-Service, multi-domain offensive Long
Range Fires within this Future Years Defense Program (FYDP)-$61.1 billion for Air Power focused on F-22, F-35 and F-15EX fighters, the B-21
bomber, mobility aircraft, KC-46A tankers, and unmanned aircraft systems-$48.1 billion for Sea Power investments with new construction of nine battle force fleet
ships including one Columbia class and two Virginia class submarines, two Arleigh
Burke class Destroyers, and two Constellation class Guided Missile Frigates-$13.9 billion for Land Power to modernize Army and Marine Corps combat equipment
including Armored Multi-Purpose Vehicles, the Amphibious Combat Vehicle, and the
Optionally Manned Fighting Vehicle-$33.3 billion in vital space cababilities, resilient architectures, and enhanced spacecommand and control-$13.5 billion for cyberspace activities to defend and disrupt the efforts of advanced
and persistent cyber adversaries, accelerate the transition to Zero Trust cybersecurity
architecture, and increase defense of U.S. critical infrastructure and defense industrial
base partners against malicious cyber attacks

Campaigning: Evidenced by day-to-day activities and actions, overseas operations,readiness training and exercises, and continuous engagement and collaboration with ourAllies and partners to advance our shared interests-$146.0 billion for strategic readiness and preparedness of the Joint Force supporting
modernizing capabilities for the future fight and sustaining current force readiness

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-$9.1 billion for the Pacific Deterrence Initiative (PDI) providing critical investments inresilient and distributed basing, new missile warning and tracking architecture, funding
for the Defense of Guam, and multinational information sharing, training andexperimentation-$4.8 billion for European deterrence and countering russian aggression including theEuropean Deterrence Initiative (EDI), NATO support and secuity investment
programs, and the Ukraine Security Assistance Initiative (USAI)

Building Enduring Advantages: Delivered through innovation and modernization, thedefense ecosytem and partnerships, reforms, addressing the climate crisis, and pandemic
preparedness, and investing in facilities supporting our people, enhancing deterrence, andimproving critical operational infrastruture-$145.0 Research, Development, Test and Evaluation (RDT&E) budget – supports
investment across the Department for Responsible Artificial Intelligence, 5G, andExperimentation-$17.8 billion for Science and Technology including a $2.5 billion investment in Basic
Research-

Additional investments to ensure the health and capacity of the Defense Industrial
Base (DIB) including the submarine and munitions industrial bases to increase
production capacity and leverage multi-year procurement to affordably deliver criticalmunitions-$5.1 billion to enhance combat capability and mitigate climate risk by investing insolutions that are mission essential and provide climate benefits, such as increasing
platform efficiencies to mitigate logistics risk in contested enviroments, hardening
ciritcal infrastructure, and deploying new technologies that strengthen capability-$35.9 billion in facilities investments including $16.7 billion in Military Construction andFamility Housing programs and $19.2 billion for Facilities Sustainment, Restorationand Modernization (FSRM)

People are at the heart of each of these NDS strategic approaches and the Department’s mostvaluable asset. The FY 2024 budget is cultivating the workforce we need by Taking Care of
Our People including –Strengthening the economic security of the force with the largest pay raise in decades –5.2 percent for both military and civilian personnelBuilding resilience and force readiness through over $58 billion invested in the world’s
preeminent military health care delivery operation and more than $10 billion for military family
support programs including Child Care and Youth Programs, Morale, Welfare, and Recreation
programs, Warfighter and Family Services, Commissary benefits, and DoD Education Activity
Schools

Ensuring accountable leadership with continued emphasis and investments in sexual assault
and harassment prevention, suicide prevention, Diversity, Equity, Inclusion and Accessibility(DEIA), and Insider Threat Programs

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CONCLUSION
Timely and predictable appropriations are essential to implementing the 2022 NDS and achieving
the Nation’s security objectives in an efficient and effective manner. The FY 2024 budget
measurably strengthens the Department’s alignment to the 2022 NDS, providing the capabilities
and forces to meet a changing and dynamic threat landscape. From the pacing threat posed by
the People’s Republic of China to the destabilizing and potentially catastrophic transboundary
challenges such as climate change and pandemics, the Department – working alongside otheragencies and departments, stands ready to face both today’s and tomorrow’s challenges headon to protect the American people, expand America’s prosperity, and realize and defend our
democratic values.

“This budget reflects our strategy of directing resources to criticalinvestments that allow us to maintain a combat credible force to defend thehomeland, marshal America’s next generation of technology, effectively
maintain readiness, and take care of the men, women and family members of
the U.S. military.”- Secretary of Defense Lloyd J. Austin

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2. INTEGRATED DETERRENCEINTRODUCTION
The 2022 National Defense Strategy identifies
Sections
Integrated Deterrence as the first of three ways
the Department will address its goals.
 Introduction
Integrated deterrence is a holistic concept thatinvolves the application of multiple deterrence  Deter Nuclear Employment andStrategic-Level Attacks
logics—deterrence by denial, deterrence byresilience, deterrence by direct cost imposition,  Major Weapons Programsand deterrence through imposing costs onadversaries collectively with Allies andpartners—while integrating across the instruments of national power by working with U.S.
government interagency partners as well as internationally, with Allies and foreign partners.
In the context of protecting the Homeland, the Department will build both resilience and combat
credibility, thereby lowering the anticipated benefits of and raising the direct costs associated withusing force. For example, the Department will maintain credible and effective deterrence of bothlarge-scale and limited nuclear attacks from a range of adversaries, and the Department will
improve U.S. forces ability to operate during or after limited nuclear, chemical, and biologicalattacks, thereby denying adversaries a portion of the military benefit from possessing or
employing such weapons. The Department plans to continue the modernization of nuclear forces,
Nuclear Command, Control, and Communications (NC3), and cooperation with the Departmentof Energy’s Nation Nuclear Security Administration efforts to modernize the nuclear weapon
production enterprise.
To deter attacks by the PRC on the United States, its forces, or those of U.S. Allies and partners,
the Department will enhance the capabilities and resilience of those systems that the PRC is most
likely to target and seek interoperability and the enhanced readiness through combined exercises.
To deter attacks by Russia, the Department will continue to build capability and credibility thatreinforces the ironclad treaty commitments regardless of conventional or nuclear-armed attack.
In the short run, the Department will improve resilience and focus on interoperability, intelligencesharing, and extended nuclear deterrence. Over time, the Department will focus on enhancing
denial capabilities and key enablers in NATO’s force planning, while NATO Allies seek to bolster
their conventional warfighting capabilities. For Ally and partner countries that border Russia, theDepartment will support efforts to build out response options.
The Department will continue to deter North Korean and Iranian attacks by increasing partner
capability and resilience, particularly in air and missile defense. To deter North Korean attacks,
the Department will continue close coordination and interoperability with our ROK Ally; nuclear
deterrence; resilience initiatives; and the potential for direct cost imposition approaches thatcome from globally deployable Joint Forces.

Our central charge is to develop, combine, and coordinate our strengths tomaximum effect. This is the core of integrated deterrence, a centerpiece of the2022 NDS.
- 2022 NDS SD letter, October 27, 2022

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DETER NUCLEAR EMPLOYMENT OF ANY SCALE AND A NARROW RANGE OFHIGH CONSEQUENCE STRATEGIC-LEVEL ATTACKS
Recapitalization of the Nuclear Triad
Strategic deterrence remains a top priority mission for the Department of Defense (DoD) and the
Nation. For the foreseeable future, nuclear weapons will continue to provide unique deterrence
effects that no other element of U.S. military power can replace. The Department is committed tothe modernization of its nuclear forces, NC3, production and support infrastructure, and sustaining
fielded systems through the transition to their replacements. The Department has steadily
received strong, bipartisan congressional support for nuclear modernization, and these programs
are funded in the FY 2024 budget request. Most of the Nation’s nuclear deterrence delivery
systems, built in the 1980s and prior, are reaching the end-of-service life in the 2025 to 2035
timeframe, with all currently fielded systems having been extended well beyond their original
service lives. Replacement programs are underway to ensure there are no gaps in capability
when the legacy systems age-out. There is little schedule margin between fielded system ageout and fielding of the replacement systems. Recapitalizing nuclear platforms, delivery systems,
and the associated support systems will require significant investment over the next 20 years.
The following table reflects the funding for six critical weapons systems.

“Our nuclear capabilities remain the ultimate backstop for our strategic
deterrence. And that’s why we’re fully committed to modernizing all three legsof our nuclear triad.”- 2022 National Defense Strategy

Figure 2.1. Nuclear Modernization FY 2024 Funding* (DoD Funding only) ($ in billions)Weapon Systems

FY 2022
Actual

FY 2023
EnactedFY 2024
RequestFY23– FY24
$ Change

Sentinel ICBM

2.5

3.6

4.3

+0.7

Long Range Stand Off Weapon

0.6

1.0

1.0

-

COLUMBIA Class Submarines

5.2

6.3

6.2

-0.1

Trident II Missile Mods

1.6

1.7

1.9

+0.2

B-21 Bomber

2.9

4.8

5.3

+0.5

F-35 Dual Capable Aircraft

0.04

0.02

0.02

0.0

* Includes Procurement and RDT&E dollars

LGM-35A Sentinel Intercontinental Ballistic Missile (ICBM) (formerly Ground Based
Strategic Deterrent (GBSD)): Sentinel will replace the 1970s-era Minuteman (MM) III ICBM
Weapon System (WS), including new missiles, WS Command and Control, and ground systems;
and conversion, modernization, and replacement of the MM III infrastructure, beginning in the late
2020s. Sentinel will maintain the land-based triad leg’s responsive and stabilizing attributes, whileproviding increased capability, enhanced security, improved reliability, and lowered lifecycle
sustainment costs over MM III. The funding ramp-up in FY 2023 and FY 2024 reflects thecontinuation of the Engineering and Manufacturing Development (EMD).
Long Range Stand-Off (LRSO) Weapon: The LRSO effort will develop a weapon system toreplace the AGM-86B Air Launched Cruise Missile (ALCM), which entered service in 1982. The
LRSO weapon system will be capable of penetrating and surviving advanced Integrated Air
Defense Systems from significant standoff ranges to hold strategic targets at risk in support of
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the Air Force’s nuclear deterrence operations core mission. The LRSO is also critical as a hedge
against risks in the other, more complicated nuclear deterrence system development programs andin enhancing the credibility of the DoD deterrent to assure U.S. allies. The program is currently in
the Engineering and Manufacturing Development (EMD) phase. The LRSO program is on track
to meet its scheduled initial operational capability date.
COLUMBIAClass
Ballistic
MissileSubmarine (SSBN): The COLUMBIA class
SSBN is being developed to replace the
OHIO-class SSBNs starting in October 2030.
The Navy will sustain the OHIO class SSBNs
to ensure a smooth transition for the seabased leg of the triad with the COLUMBIA
class SSBN. The COLUMBIA class program
successfully completed Milestone B in
January 2017. In September of 2020, theDefense Acquisition Executive authorized the
Navy to begin full ship construction for the firsthull (SSBN 826), as well as advanced
procurement and advanced construction
efforts for the second hull (SSBN 827). Full ship construction of SSBN 827 is planned to begin in
FY 2024.
Trident II (D5) Submarine-Launched Ballistic Missile (SLBM) Life Extension (D5LE)/(D5LE2): D5LE, initially deployed in 2017, will remain in service through the service life of the
OHIO Class (early 2040s), and is planned for initial deployment on the COLUMBIA Class andthe United Kingdom’s DREADNAUGHT Class SSBNs. D5LE2 is required to replace D5LE inorder to support COLUMBIA-class missile inventory and out loads starting in FY 2039 on
COLUMBIA Hull 9. D5LE2 will leverage the highly reliable solid rocket motor design and couple
it with modern avionics electronics, guidance and structures to unlock inherent flexibility andadaptability for the future. D5LE2 investment will maintain and modernize the most survivableleg of the triad. On schedule, delivery of D5LE2 is critical to ensure the Navy continues to meetits strategic deterrent requirements.
B-21 Raider Strategic Bomber: The B-21 Raider is being developed to acquire an affordable,
long range, penetrating aircraft that incorporates proven, mature technologies. This bomber
represents a key component to the joint portfolio of conventional and nuclear deep-strikecapabilities.
F-35A Dual-Capable Aircraft (DCA): F-35A DCA will replace Allied legacy 4th generation
fighter aircraft, including the Air Force’s F-15E, for the NATO nuclear deterrence mission. U.S.
and Allied F-35As are expected to achieve operational nuclear certification in FY 2024.
Missile Defeat & Defense
The Department will continue to support the 2022 Missile Defense Review calling for integrated
missile defense, flexibility, and adaptability, to address new threats, tighter interoperability, anddominance in space. The FY 2024 budget request continues to build on the FY 2023 budget
request to develop and field a diversified set of missile defeat and defense (MDD) capabilities tocounter the advancing threat.
The FY 2024 budget builds on previous enhancements to U.S. MDD capabilities to defend thehomeland, deployed forces, allies, and partners against an increasingly complex adversarial
missile threat. This budget request increases missile defense capacity and capability to keep
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pace with advancing threats. The FY 2024 budget request includes $29.8 billion for MDD, which
includes $10.9 billion for the Missile Defense Agency (MDA), $13.1 billion in regional and strategic
missile defense capabilities outside of MDA, and $5.8 billion for missile defeat or left-of-launch
activities.
In FY 2024, the Next Generation Interceptor (NGI) program will continue to develop, integrate,
test and deploy a highly capable, survivable, reliable strategic interceptor to protect the homelandagainst projected ballistic missile threats from rogue states. MDA will continue development
activities with two competitive interceptor development teams, both of which are executing the2021 contracts in accordance with their baseline plans.
The Ground-Based Midcourse Defense (GMD) budget will enable a deployment fleet of 64
Interceptors, Ground-Based Interceptors (GBIs) and NGIs, in the future. In FY 2024, MDA willcontinue testing of the Long Range Discrimination Radar (LRDR) in Alaska with a plannedtransition to the United States Space Force in FY 2024. LRDR improves Missile Defense System(MDS) threat discrimination capability and will enable more efficient use of the GMD interceptor
inventory.
Improvements to current regional defense systems will include a continued assessment of the
Sea-Based Weapons System (Aegis Ballistic Missile Defense (BMD)) and fielding of SM-3 Block
IIA missiles. The SM-3 Block IIA interceptor, designed to defeat midcourse and Intercontinental
Ballistic Missile (ICBM) threats, will be modified with capability enhancements including increased
engagement battle space, improved performance against a broader range of threats, and engage
on remote capability. Maintains production procurement in FY 2024.
The budget reflects the Department’s commitment to building integrated regional missile defenses
that are interoperable with systems deployed by international partners to protect deployed forces,
allies, and international partners against Short Range Ballistic Missiles (SRBM), Medium Range
Ballistic Missiles (MRBM), and Intermediate Range Ballistic Missiles (IRBM).
For U.S. missile defense capabilities, the MDA FY 2024 budget request:Continues ramp-up of NGI All-Up Round (AUR) development to enhance homeland
defense interceptor capability and capacity to increase current fleet size to 64 interceptors(44 GBIs and 20 NGIs) as early as the end of the decade.

Supports the U.S. Forces Korea (USFK) to improve missile defense capability on the
Korean peninsula.

Includes Space Development Agency (SDA) missile defense investments to develop anddemonstrate a hypersonic tracking layer. In addition, SDA is developing a data Transport
Layer that will enhance several mission areas to include missile defense.

Continues collaboration with United States Space Force and the SDA on space sensors
to provide low-latency, tracking data for weapons engagement and the development of
the Hypersonic and Ballistic Tracking Space Sensor (HBTSS) prototypes to meet a
projected launch by September 2023. FY 2024 funding supports on-orbit demonstrations.



The Hypersonic Defense budget supports five activities to support development andfielding of hypersonic missile defense capabilities: 1) Identifying and developing newtechnology and capabilities with industry; 2) Conducting systems engineering activities
required to evolve the Missile Defense System to address hypersonic threats; 3) Analyzing
and upgrading existing capabilities to defend against hypersonic threats; 4) Demonstrating
an operational defensive capability to engage and defeat hypersonic threats; and 5)
Participating and collecting data during flight test events.

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Overview – FY 2024 Defense Budget

FY 2024 funding continues the Glide Phase Intercept (GPI) hypersonic defense prototype
development for a FY 2034 delivery.

Continues collaboration with the United States Navy, to support and operate the Aegis
Ashore site in Romania and deployment of a second site in Poland, as an integral part ofNATO’s BMD architecture. Aegis Ashore in Poland is scheduled to deliver in FY 2023
and, as a result, FY 2024 funding is significantly reduced.

Continues increasing BMD capability and capacity of the Aegis Fleet and procures
additional Standard Missile-3 (SM-3) Block IB missiles to be deployed on Aegis BMD ships
and at Aegis Ashore Sites to conclude the 5-year Multiyear Procurement; continues theintegration of the SM-3 Block IIA into the Aegis BMD Weapon Systems; procures
additional SM-3 Block IIA missiles ensures the maturation of the manufacturing process;and continues development of the Sea Based Terminal capability to protect the Fleet andforces ashore.

Provides funding for Terminal High
Altitude Area Defense (THAAD)
development efforts and software
upgrades such as debris mitigation,
remote launcher capabilities, andcontinued integration of the THAAD
Battery capability into the Army’s
Integrated Air and Missile Defense
Battle Command System (IBCS)
planning process.
The FY 2024
THAAD budget also includes funding
for THAAD Interceptors as well as for support maintenance and upkeep of BMD System
unique items of fielded THAAD Batteries and for training devices.



Provides funding for continued collaboration between MDA and the Services to develop
and field a land-based persistent 360-degree system for the Defense of Guam. To
expedite development and fielding of Guam defenses, existing missile defense systems,
including the Navy’s Aegis Weapons System, PATRIOT missile defense system, and
THAAD will be leveraged.

Provides funding to perform the systems engineering required to design, build, test,
assess, and field the integrated MDS.

MDA, in coordination with the U.S. Air Force, continues refinement of the Cruise Missile
Defense Homeland Architecture and demonstrating cruise missile defense capabilities
using the Joint Tactical Integrated Fire Control (JTIFC) capability.

Provides funding to execute a comprehensive, highly integrated, complex, cost-effective
series of flight tests, ground tests, cybersecurity tests, modeling and simulations, wargames, and exercises to ensure that MDS capabilities are credibly demonstrated andvalidated prior to delivery to the Warfighter.



Continues support for Israeli Cooperative BMD Programs, to include United States funding
for the Iron Dome system to defeat short-range missiles and rockets and co-development
and co-production of the David’s Sling Weapon System and Arrow-3 System.

Outside of MDA, the Department invests over $13 billion in regional and strategic missile
defense capabilities including:

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Air Force investments total $162 million for a wide range of advanced missile defense
technologies including Wide Area Surveillance in the National Capital Region, as well as
long-range radar improvements.

Space Force invests over $4 billion to
upgrade and sustain strategic andtactical missile warning and tracking
systems. These investments include
the Next Generation Overhead
Persistent Infrared to track ballisticand hypersonic threats, Upgraded
Early Warning Radars and service life
extension of legacy early warning
systems.



Army investments of over $4 billion,
bolster regional missile defense
capability. The FY 2024 investments include procuring 230 PAC-3/MSE missiles and will
deliver four Lower-Tier Air and Missile Defense System (LTAMDS) and four Maneuver
Short Range Air Defense (M-SHORAD) battalions.



Department of the Navy investments total $2.8 billion, focusing on ship-based defense forregional and strategic threats. These investments include Aegis Ballistic Missile Defense
Weapon System, Standard Missile procurement for cruise, ballistic, and hypersonicmissile defense, close-in weapons systems, air defense radars, and E-2D Hawkeye
sensor capabilities.



Defense-Wide investments total $2.1 billion, focusing on joint air and missile defense
research and development, advanced innovation technologies, and missile defense
technology demonstrations.

Finally, the Department plans to continue significant investments for left-of-launch capabilities
involving cyber operations as well as hypersonic strike capabilities.

MAJOR WEAPONS PROGRAMS
The performance of United States (U.S.) weapon systems are unmatched, ensuring that U.S.
military forces have a tactical combat advantage over the growing multi-domain threat posed by
the People’s Republic of China (PRC), the acute threat of Russia, and the persistent threats from
North Korea, Iran, and violent extremist organizations. Figure 2.2 summarizes the top DoD
weapons programs in the FY 2024 budget to implement the 2022 National Defense Strategy(NDS). Further details may be found in the Department’s “Program Acquisition Costs by Weapon
Systems” book.

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Figure 2.2. Major Weapons Programs*($ in billions)Weapon Systems

Qty

Aircraft
F–35
Joint Strike Fighter
F-15EX
Eagle II
Air Force NGAD Next Generation Air Dominance
KC-46A
Tanker
P–8A
PoseidonF/A-18E/F
Super Hornet
CH-53KKing Stallion Helicopter
E–2D AHE
Advanced Hawkeye
AH–64E
Apache Helicopter
UH–60
Black Hawk Helicopter
VH-92A
Executive Helicopter
V–22
OspreyMQ-4
Triton Unmanned Aerial Vehicle
MQ-25
Stingray Unmanned Aerial Vehicle
MQ-9
ReaperE-7
Wedgetail
TBD
Armed Overwatch (USSOCOM)
Missile Defense/Nuclear Deterrent
MDD
Missile Defeat and Defense
B-21
RaiderSSBN
COLUMBIA Class Submarine
Trident II
Trident II Missile Mods
LRSOLong Range Standoff Weapon
SentinelIntercontinental Ballistic Missile
Ships
SSN 774
VIRGINIA Class Submarine
DDG 51
ARLEIGH BURKE Destroyer
CVN 79/80/81
FORD Aircraft Carrier
FFG 62Frigate (FFG 62)
LPD Flight II
SAN ANTONIO Amphibious Transport
LHA
America Class Amphibious Assault
T-AO
Fleet Replenishment Oiler
EPF
Expeditionary Fast Transport
USV
T-ATS
AS(X)
Space
NSSL
GPS
NG OPIR

FY 2023
EnactedQty

FY 2024
PB Request

77
24
15
8
12
7
33
63
5
2
12
9

$11.9
$2.7
$1.7
$2.6
$0.2
$2.1
$2.3
$1.8
$0.8
$1.20
$0.8
$1.1
$0.8
$0.4
$0.7
$0.4
$0.2

83
24
15
15
42
50
3
4
5
12

$13.6
$3.0
$2.3
$3.0
$0.2
$1.8
$2.2
$0.8
$0.9
$0.9
$1.0
$0.6
$1.0
$1.2
$0.5
$0.7
$0.3

-

$27.9
$4.8
$6.3
$1.7
$1.0
$3.6

1
-

$29.8
$5.0
$6.2
$1.9
$1.0
$4.3

2
3
1
1
1
1
2

$7.3
$8.2
$3.7
$1.2
$2.0
$1.4
$1.0
$0.6

2
2
2
1
-

$10.8
$4.8
$2.7
$2.3
$0.1
$1.9
$1.6
-

Uncrewed Surface Vessels (Large)
Towing, Salvage, and Rescue Ship
Submarine Tender

1
-

$0.2
$0.1
-

1

$0.2
$1.7

National Security Space Launch
Global Positioning System
Space Based Missile Warning Systems

10
2
-

$2.2
$1.7
$4.7

15
0
-

$3.0
$1.3
$5.0

* Includes Procurement and RDT&E dollars and quantities

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Air Power
The FY 2024 budget request continues
procurement of the Joint Strike Fighter aircraft
and modernization programs for existing
Navy and Air Force strike fighter aircraft andbombers. Development of the B-21 Raider
long-range strike bomber is also funded withinitial capabilities projected to be fielded in the
mid-2020s. Technology Maturation and Risk
Reduction for the next generation of air
dominance systems is also included.
The major tactical air power investment is the F-35 Lightning II Joint Strike Fighter, which will form
the backbone of the U.S. inventory. The F-35 program is developing, producing, and fielding
three variants of a 5th Generation strike fighter: 1) Air Force F-35A Conventional Take-Off andLanding variant; 2) Marine Corps F-35B Short–Take Off and Vertical Landing (STOVL) variant;and 3) Navy F-35C Carrier variant. The F-35's stealth, advanced sensors and interoperability
allow seamless information exchanges that make all of our warfighters in the battlespace smarter,
more lethal, and more survivable. As the F-35 program continues to field increasing numbers of
the three variants of the aircraft across the globe, the Department remains committed to improving
sustainment affordability and delivering cost-effective upgrades to prevail against future threats.
The FY 2024 budget also includes procurement for additional F-15 EX Eagle II aircraft. The
aircraft program of record will relieve pressure on aging legacy platforms while providing
enhanced capabilities to the warfighter. The budget continues to fund the Navy’s MQ25 Stingray
uncrewed aircraft system, which will provide the Department with an uncrewed tanker capability
that will extend the striking power of the carrier air wing while providing maritime surveillance forthe carrier strike group. The Department continues to develop advanced combat aircraft for boththe Navy and Air Force within the Next Generation Air Dominance programs. The FY 2024 budget
also continues procurement of the KC-46A aerial refueling tanker, which will replace aging legacy
tankers. The KC-46A provides increased refueling capability for Navy and Air Force aircraft. The
FY 2024 budget funds the Air Force effort to replace their aging fleet of E-3 Sentry Airborne
Warning and Control System aircraft with a version of the E-7 Wedgetail.
The FY 2024 budget funds the continued Air Force and Navy procurement of both the AIM120D
Advanced Medium Range Air-to-Air Missile (AMRAAM) and the AIM9X Block II Sidewinder shortrange air-to-air missile.
The Navy, Marine Corps, and Air Force are investing in modernization programs that improve thecapability and extend the utility of existing aircraft. Adding advanced Infrared Search and Track(IRST) sensors will significantly improve detection and targeting of threat aircraft despite complex
enemy Electronic Attack.
The FY 2024 budget funds development of the B-21 Raider long-range strike bomber andmodernization of the existing bomber fleet of B-52s, B-1s, and B-2s. The budget funds B-52
mission systems and communications upgrades as well as replacement for the B-52's inefficientand aging engines.
The FY 2024 budget funds multiple electronic warfare capabilities to improve platform survivability
and enable power projection. In addition to the ongoing EA-18G Growler Capability modifications,
the Next Generation Jammer (NGJ) will provide significantly improved Airborne Electronic Attack(AEA) capabilities against advanced integrated air defense radars, communications, and data
links for the EA-18G aircraft. The FY 2024 budget also funds survivability improvements in the
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F15 Eagle Passive Active Warning and Survivability System (EPAWSS) and the Integrated
Defensive Electronic Countermeasures System for F/A-18 aircraft. These will autonomously
detect, identify, locate, and defeat- radio frequency (RF) threat systems. In addition, the FY 2024
budget funds the continued production of the Common Infrared Countermeasures (CIRCM)
system to defeat current and emerging missile threats to rotary wing, tilt rotor, and small fixed
wing aircraft across the Department.
Sea Power
Nuclear aircraft carriers (CVNs) provide forward
presence for air power projection. The FY 2024
budget continues incremental funding for the
GERALD R. FORD Class nuclear aircraft carriers:
KENNEDY (CVN 79), ENTERPRISE (CVN 80) andthe DORIS MILLER (CVN 81). Amphibious warships,
along with their connector craft, are versatile,interoperable warfighting platforms and are criticalenablers to projection of power by sea-based forces intheater. The FY 2024 budget request includes advance procurement funding in FY 2025 andFY 2026 to accelerate procurement of one LHA America Class amphibious assault ship fromFY 2031 to FY 2027. The FY 2024 request also continues funding for systems development forexisting ships, including funding the Landing Craft Air Cushion (LCAC) 101 Service Life Extension
Program (SLEP) and the recapitalization of the Landing Craft, Utility (LCU) 1700 to support
amphibious assault capability. Surface Combatant Ships are multi-mission warships designed
and built to execute Sea Control and Power Projection missions. The FY 2024 budget continues
procurement of two DDG 51 Flight III variant ships, which with the addition of the AN/SPY-6(V)Air and Missile Defense Radar (AMDR), provide improved sensitivity for long-range detection andengagement of advanced Air, Surface, and Ballistic Missile threats. The FY 2024 budget request
also funds the procurement of two new CONSTELLATION class Frigates to address the Navy’s
Small Surface Combatant requirements for a more lethal and capable follow-on to the Littoral
Combat Ship. The FY 2024 budget request continues diversifying and expanding sea power
strike capacity by continuing funding for offensively armed Uncrewed Surface Vessels (USVs)
and Uncrewed Undersea Vehicles (UUVs), and provides funding for one additional T-AO Fleet
Oiler ship to continue recapitalizing these important assets.
Submarines provide the Navy with unprecedented strike and special operation mission
capabilities from a stealthy, clandestine platform. Armed with tactical missiles, the Navy's four
OHIO class guided missile submarines (SSGNs) carry up to 154 Tomahawk land-attack cruise
missiles (TLAMs) and have the capacity to host up to 66 Special Operation Forces (SOF)
personnel; however, they begin to decommission starting in 2027 at a rate of one per year. Afterthe FY 2021 award of the first COLUMBIA class ballistic missile submarine, which will replace theaging OHIO class submarine, the FY 2024 budget request funds the first two increments of thesecond boat (SSBN 827) and continues critical research and development and other key funding
for the program. Additionally, the FY 2024 request funds two VIRGINIA submarines asstandalone procurements as well as advance procurement for additional submarines in futureyears. The FY 2024 budget request also continues the development of the VIRGINIA Payload
Module (VPM) in Block V VIRGINIA Class submarines (VCS), which will replace much of thiscritical capability by adding 28 additional TLAMs and space for SOF operations over Block I-IV
VCS.
Additionally, the FY 2024 budget request funds programs that implement survivability
improvements to the U.S. maritime defensive capabilities, which consist of the Surface Electronic
Warfare Improvement Program (SEWIP) Block 3 electronic attack capability (pacing the advanced
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threats) and the Advanced Off-board Electronic Warfare Program, consisting of long duration, offboard decoys to address identified electronic warfare gaps.
Land Power
Army ground combat forces provide combat
power to assure allies, deter aggressors, andwin the Nation’s wars. The FY 2024 budget
improves upon the lethality and survivability of
the Army’s Infantry and Brigade Combat Teams(BCTs) by retiring vulnerable systems andinvesting in modernizing weapon platforms,
training devices, and combat vehicles. Of noteto the Army’s Soldier portfolio, FY 2024 supports
procurement and fielding of 1,419 Next
Generation Squad Weapon (NGSW) Automatic Rifles, as the planned replacement for the M249
Squad Automatic Weapon (SAW); and 17,112 NGSW Rifles, as the planned replacement for the
M4A1 Carbine. Of note to the Army’s Ground Combat Vehicle portfolio, in FY 2024 the ArmoredMulti-Purpose Vehicle (AMPV) program will procure 91 vehicles as part of the continuation of their
Full Rate Production phase. Beyond procurement and fielding, the FY 2024 budget maintains
investments in research, development, test, and evaluation for the Remote Combat Vehicles(RCV) prototyping effort and the Optionally Manned Fighting Vehicle (OMFV), which will replace
the M-2 Bradley Infantry Fighting Vehicle as part of the Next Generation Combat Vehicles line ofeffort.
Another key combat vehicle investment is the Marine Corps’ procurement of 80 Amphibious
Combat Vehicles. These systems replace the Amphibious Assault Vehicle and provide anarmored personnel carrier with an appropriate balance in performance, protection, and payload
to support Marines across the range of expected military operations. Furthermore, anotherhighlight in USMC investment is the current procurement of 396 Joint Light Tactical Vehicles andtrailers that will increase survivability, mobility and reliability over the current aging family of High
Mobility Multipurpose Wheeled Vehicles. The Commandant of the Marine Corps Planning
Guidance of March 2020 focuses on capabilities required to satisfy approved naval concepts ofDistributed Maritime Operations (DMO), Expeditionary Advanced Base Operations (EABO), andLittoral Operations in a Contested Area (LOCE). The United States Marine Corps continues todivest of items that do not support the Force Design capabilities identified above and are
identifying capability gaps for future acquisition efforts.
The FY 2024 budget continues to make great strides in improving and enhancing the lethality,
survivability, and performance of the infantry in both the Army and the USMC through initiatives
that align with current DoD modernization efforts. The FY 2024 budget also funds the Joint
Artificial Intelligence Center’s (JAIC) efforts for small unit maneuver.
Special Operations
The FY 2024 budget request for Special Operations Forces (SOF) focuses creating a strategic,
asymmetric advantage for the nation by continuing to strengthen our force and their families,
bolstering integrated deterrence capabilities, and ensuring our enduring advantage throughinnovation and modernization. The USSOCOM will continue to sustain counterterrorism (CT) andCounter-Violent Extremist Organization operations and coordinate the Department's Countering
Weapons of Mass Destruction mission while maintaining readiness. As DoD’s Joint Proponent
for Military Information Support Operations (MISO) and the Coordinating Authority for Internetbased MISO, USSOCOM is adapting its psychological operations forces for the evolving
information landscape to counter strategic competitors.
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Overview – FY 2024 Defense Budget
The FY 2024 budget increases SOF lethality through modernizing approaches, tactics, andtechnologies to build enduring advantage, and continues to invest in new technologies that
support SOF-unique requirements to include data-driven technologies such as artificial
intelligence, machine learning, and algorithm development. The USSOCOM continues toprogress across multiple programs, including the ongoing modernization of AC-130 and MC-130
platforms, successful testing of Precision Strike systems for ground platforms, increased
production of the Armed Overwatch aircraft, and continued investment in Counter-Small
Unmanned Aerial Systems prior to launch efforts.
For future combat platforms, USSOCOM is working closely with the Services to introduce SOF
requirements early in the development process – not only to receive next-generation systems that
require minimal SOF modifications sooner, but also to minimize future sustainment and upgrade
costs. The USSOCOM will continue its history of innovative spirit and determination on countlessbattlefields over many decades, demonstrating the enduring advantage of maintaining the mostcredible and capable SOF in the world.
Munitions
A constant emphasis on innovation and modernization within the munitions portfolio is essential
to addressing advanced and persistent threats around the world. These threats and priorities
drive the Department’s focus on rapid fielding and a buildup of high performance, survivablekinetic weapons systems. While significant efforts are being employed to develop long-range
standoff hypersonic missiles for high value targets, there is still a need to maintain proper
readiness levels for short-range munitions that offer an array of effects in permissive theaters.
Ensuring the Department is prepared to deter in a dynamic threat landscape is paramount.
Forecasting munitions requirements remains a considerable challenge given the domains
spectrum (ground, sea, and air) the Department covers, coupled with the range of combat effects
demanded by different operational theaters. The parallel obligation to support coalition partner
munitions needs and integrating them with Department actions is similarly essential in ensuring
cooperative combat operations can be conducted successfully.
Major initiatives are underway to deliver munitions with greater penetration power. The
Department has invested in and made long-range fires (LRF) a top priority, and is refocusing its
efforts on long-range munitions and missiles across multiple domains. Many munitions are
precision-guided, enhancing the attack of a broader target set, with limited low-collateral damage
employed by more than one Service and U.S. allies. This family of weapon systems includes
land-attack missiles such as the Precision Strike Missile (PrSM), Joint Air-to-Surface Standoff
Missile (JASSM), and upgrades to the Tomahawk Land Attack Missile. Achieving overmatch in
our anti-ship capabilities with rigorously pursued development are the Standard Missile (SM-6),
Long-Range Anti-Ship Missile (LRASM), and the Maritime Strike Tomahawks (MST), which will
help to neutralize the enemy’s anti-access/area denial (A2/AD) capabilities, ships, and air
defenses.
The U.S. has been by far the largest supplier of munitions and military assistance to Ukraine.
After transferring a staggering amount of munitions to support the conflict, the Department has arenewed focus on securing the munitions defense industrial base and securing a stableprocurement of critical munitions. We need enough munitions to replenish our own munitions
stockpiles to deter and prevail in the next strategic conflict.
Inconsistent year-over-year demand for new production contributes to limiting our suppliers’ ability
to expeditiously ramp up production rates to meet emergent military requirements. The 2023
NDAA authorized streamlined multiyear procurement (MYP) contract authorities for 17 munitions
programs and investments in the industrial base to create the stability those suppliers need to
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Overview – FY 2024 Defense Budget
accelerate procurement. MYP contracts, commonly used for large ship and aircraft programs, areuncommon for procuring munitions.
Utilizing the authorities granted by Congress, the Department is executing an unprecedented
number of MYP contracts for critical munitions. The Department is pursuing five of the systems
for MYP plans in 2023 and 2024. The execution of MYP contracts focuses on several objectives:
1. Providing a strong demand signal by the DoD and Congress to procure more munitions tomeet current and future needs;
2. Helping to expand the production capacity for critical munitions;
3. Helping the industrial base shift from peacetime production to an improved surge
capability;
4. Improving the defense industrial base by permitting the more efficient use of a contractor's
resources (e.g. industrial facilities, production efficiencies, design stability); and5. Providing defense contractors a longer and more stable time horizon for planning andinvesting in production (e.g. attracts subcontractors, vendors, and suppliers).
Recent elevated requirements from all Services, coupled with that of coalition partners,
collectively drive demand at all levels of this critical industry. The Department’s procurement
ramp increases over the last 5 years across this class of precision-guided munitions havestrengthened industrial capacity among primary supply contractors for these select lines, resulting
in quality products, high production rates, on-time deliveries, and competitive pricing. This
success has allowed the Department to selectively adjust future rates downward accordingly andshift out-year procurements toward more high-performance tactical weapon systems for moreadvanced worldwide threats. Increasing precision-guided munition production is also dependent
upon expanding the defense industrial base. The Department is investing in test ranges andinstrumentation, partnering with industry to increase their capacity, investing in the modernizationof commercial and organic facilities, and working with allies and partners.
Since munitions are unique military items, sub-tier suppliers do not have the commercial base tosustain their business during funding downturns. Success against strategic competitors will hingeon our ability to quickly leverage the performance and lethality that munitions bring to thebattlefield.
Recurring threats in a challenging battlefield are cross-domain and require a cross-domain
response. It is essential to our national security and the Department to ensure long-range fires
are achieved as soon as possible.
The FY 2024 budget invests in weapons programs, shifting and balancing priorities accordingly,
which equally contribute to strengthening the Department's lethal posture and our national
security.

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Figure 2.3. FY 2024 Funding for Munitions* ($ in millions)
FY 2022
Weapon Systems

FY 2023

FY 2024

FY23–FY24

ActualQty

Actuals

Qty

EnactedPB QtyPB
RequestQuantity
Change54$347.742$422.4110$656.9+68525$824.6550$902.2550$1,818.6-

Tomahawk

70$529.168$904.534$934.3-34

Standard Missile-6

125$902.1125$799.0125$1,615.0-

48$236.383$549.5118$1,065.0

+35

6,374

$997.6

5,954$1,339.8

5,064$1,027.2-890

Precision Strike Missile(PrSM)
Joint Air-to-Surface
Standoff Missile

Long Range Anti-Ship
Missile (LRASM)
Guided Multiple LaunchRocket System (GMLRS)**
Hellfire

1,762$228.1876$116.0

40

$29.9

-836

Joint Air-to-Ground Missile(JAGM)

559$196.7922$297.2

1,165$386.1+243

Patriot MSE

328$1,333.1

252$1,037.1

230$1,212.8-22* Includes Procurement and RDT&E dollars and quantities** Excludes FY 2022 Supplemental Appropriations

Large Lot Procurement
The FY 2024 budget request includes a pilot program called Large Lot Procurement (LLP), whichleverages on legacy Multiyear Procurement (MYP) contracting and financing strategy to increase
production efficiencies. The LLP concept represents an evolution of the existing MYP contracting
and financing strategy that leverages the savings generated through the use of Economic Order
Quantities (EOQ) financing to procure additional lots of missiles under a Buy-to-Budget concept.
In LLP, the individual MYPs would be executed in a concurrent and overlapping strategy, so thatsynergies in production across different but related programs can generate efficiencies and resultin greater production capacity, accelerate delivery, and drive unit costs down. The focus of LLP
is production efficiencies, which are subsequently used to procure more missiles. In the pilot,
four Precision Guided Missiles (PGM) programs have been selected, where production at theOriginal Equipment Manufacturer (OEM) and Tier II/III sub-contractors is structured to createsynergy and production lines efficiencies to maximize manufacturing capacity and acceleratedelivery schedules. The four weapons in the Pilot effort:


RIM-174 Standard Missile (SM-6)



AIM-120D Advanced Medium Range Air-to-Air Missile (AMRAAM)



AGM-158C Long Range Anti-Ship Missile (LRASM)



AGM-158B Joint Air-to-Surface Standoff Missile - Extended Range (JASSM-ER).

For this initial pilot LLP, SM-6 and AMRAAM are “paired”, since they are assembled at the same
factory in Tucson, Arizona, and share many Tier II and Tier III sub-contractors. LRASM andJASSM are also “paired” since they are assembled at the same factory in Troy, Alabama, andshare many Tier II and Tier III sub-contractors. Synergy between to two pairs along with EOQ
multiyear financing and the Buy-to-Budget approach self-generates production efficiencies, which
in LLP are leveraged to further improve efficiencies and increase end item yields.
To facilitate LLP execution, the FY 2024 request also includes a targeted industrial base package,
which aims to expand industrial base capacity. The funding is across the Future Year Defense
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Overview – FY 2024 Defense Budget
Program (FYDP), but is concentrated in FY 2024 and applies resources to address supply chain
bottlenecks in Gas Turbine engines, Solid Rocket manufacturing, precision ball bearings, missile
control actuators, and missile antennas.
Space and Space-based Systems“We’re in a race to build combat credibility before we’re put to the test,”“…From the competition phase through crisis and conflict, the Space Force isa critical element of the joint force and plays a vital role in integrated
deterrence.”- General B. Chance Saltzman, Chief of Space Operations, United States Space Force – Air & Space Forces
Magazine Online

The FY 2024 budget request for space and space-based systems addresses Satellite
Communications (SATCOM); Overhead Persistent Infrared (OPIR) capabilities; Positioning,
Navigation, and Timing (PNT); Space Control; and Launch systems. The Department continues
to sustain existing systems, while moving out on development of follow-on capabilities supporting
operations in a contested space environment. The simultaneous actions of sustaining andmodernizing these critical space capabilities reflect the Department’s emphasis on increasing thecapacity and lethality of the Joint Force.
The FY 2024 budget request funds the development and launch of the Protected Tactical Satellite(PTS) capability for improved protected SATCOM resiliency. The FY 2024 budget request also
includes funding for an Integrated Broadcast Service (IBS) demonstration using the Ultra HighFrequency (UHF) Legacy Extension (ULX) capability. A Narrowband SATCOM Analysis of
Alternatives (AoA) study was supported in FY 2023 to inform the FY 2025 Program and Budget
Review. Rapid prototyping continues for the Evolved Strategic SATCOM (ESS) and Protected
Tactical SATCOM (PTS) programs.
The FY 2024 budget request fully funds fourof five Next-Generation Overhead Persistent
Infrared (NG OPIR) strategic missile warning
system space vehicles and continues the
Resilient Missile Warning and Missile
Tracking (MW/MT) system as part of atransition to the future OPIR architecture. The
NG OPIR system incorporates matureresiliency features to increase strategic
survivability in a contested environment. The
Resilient MW/MT architecture consists of aconstellation of proliferated low-earth orbit
and medium-earth orbit satellites to support
warning and tracking of advanced missile
threats.
Resiliency improvements in the PNT Enterprise, including the incorporation of the Regional
Military Protection capability into Global Positioning System (GPS) Block IIIF satellites, continue
with the FY 2024 budget request. This enhancement, along with fielding the OCX IIIF upgrade
and the MGUE Inc 2 capability, assures the availability of PNT information for critical weapon
systems and platforms operating in contested environments and for disadvantaged users. The
request also funds improvements to the GPS ground segment to enable implementation ofadvanced Military code (M-Code), which improves anti-jamming and secure access of the military
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GPS signal in contested environments. The budget also continues investments in developing
alternate sources of PNT to reduce the reliance on any single source such as GPS.
The National Security Space Launch (NSSL) program has been aligned with satellite launchschedules in FY 2023 and FY 2024 and continues to pursue a public private partnership approachfor future launch service acquisitions. The Space Force strategy for Assured Access to Space(AATS) is to ensure the existence of two commercially viable, domestically sourced space launchservice providers with the goal of increasing competition and leveraging growth within thecommercial space launch industry.
Our top priority is to enable Joint All Domain Command and Control to ensure United States
Space Command and their joint and coalition warfighting partners have the capability to operate
in and through contested domains.
Cyberspace Activities
The United States faces multiple cyberspace
threats, attributable to both state and nonstate entities. Foreign states conduct cyber
operations to accelerate their military force
modernization and advance their global
influence. Meanwhile, non-state actors andcriminals are becoming more sophisticatedand continue to exploit data and conductlucrative operations for financial gain.
Terrorist organizations continue to organizeand plot attacks using the internet.
The FY 2024 cyberspace activities (CA) budget, aligned with the Department of Defense (DoD)
National Defense Strategy (NDS), reaffirms the Department’s three enduring cyberspace
missions: defend the DoD Information Network, defend the nation, and prepare to win and fightthe nation’s wars.
Supporting the Department’s 2022 NDS priorities and goals, the FY 2024 CA budget of$13.5 billion will continue to build on the pathway laid out in the Digital Modernization Strategy(DMS) and DoD Cyber Strategy. The CA budget funds programs and activities that advancecybersecurity, cyberspace operations, and advanced cyber research and development activities.
A. The FY 2024 $5.5 billion cybersecurity budget builds on important initiatives established in
FY 2021 and provides a stronger cyber posture, next-generation (next-gen) encryption
solutions, Zero Trust Architecture (ZTA), and network modernization. The DoD is building
more agile, effective, and efficient cyber capabilities to provide cyber resilient platforms fromwhich to execute kinetic and cyber missions by:

Implementing the Strategic Cybersecurity Program (SCP) to advance cyber resiliency for
key DoD mission areasEnhancing cybersecurity implementation in prioritized control systems to improvecybersecurity maturity and mitigate identified control systems vulnerabilities



Advancing the Department’s next-gen encryption solutions development and integratewith current and future systems and weapon platforms (FY 2024, $1.3 billion)

Safeguarding DoD’s unclassified, secret, top secret, and compartmented information on
and across networks (FY 2024, $425.0 million)

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Overview – FY 2024 Defense BudgetTransitioning to ZTA as the next generation cybersecurity (CS) architecture to combat
cyber risk across the Department (FY 2024, $890.0 million)

Accelerating implementing identity, credential, and access management (ICAM)
modernization efforts to more effectively integrate emerging technology (FY 2024,$266.2 million)

Resourcing the Cybersecurity Maturity Model Certification (CMMC) and the DIB
cybersecurity programs, which protect the DIB’s technological, economic, and militaryadvantages, and associated supply chains, from malicious cyber actors (FY 2024,$147.6 million)Ensuring the integrity of the information and communications technology (ICT) andservices (ICTS) supply chain used to create its warfighting, business, and intelligencecapabilities

Implementing National Security Memorandum 8 (NSM-8), “Improving the Cybersecurity of
National Security, Department of Defense, and Intelligence Community Systems”. NSM-8
requires resource prioritization to adopt and use cloud technology, including ZTA, theadoption of cryptographic modernization to meet quantum resistant algorithms transition
for current and future systems, increased threat detection facilitation and response toimprove cross-domain solution incident reporting. In addition, NSM-8 enhances thresholds
or criteria, notification to potentially affected third parties, and privacy and civil liberties
protections and requires critical software identification and protection from supply chain
threats.

B. The Department continues to utilize “Hunt Forward” cyberspace operations to deter thenation’s adversaries in competition, crisis, and conflict, which depends on our ability to gather
information about threat activities outside U.S. networks; share that information withinteragency, industry, and international partners; and act to disrupt threats. U.S. cyber forces
are integrated with the total force and will operate as part of the Joint Force.
The resources in the FY 2024 cyberspace operations (CO) budget request (FY 2024,$7.4 billion) will support the collection and analysis of cyberspace critical information, enable
U.S. cyber forces to prepare for and conduct offensive and defensive cyber effects operations,and conduct joint operations and training in support of the 2022 NDS. Consistent withcongressional direction in Section 1507 of the FY 2022 National Defense Authorization Act,
the FY 2024 budget request consolidates $2.9 billion in joint cyber mission force funding andpersonnel under the authority, direction, and control of the Commander U.S. Cyber Command(USCYBERCOM) with fiscal and budget oversight by the DoD Principal Cyber Advisor (PCA).
The FY 2024 CO budget request increases investments into the following Department
priorities:

Increased readiness through effective force design and generation, and improved training
and equipping of the Cyber Mission Forces (CMF). Expands cyber training and readinessenvironment of cyberspace operational forces through the further development andexpansion of the Title 10 Persistent Cyber Training Environment (PCTE) for advanced
joint cyber training curriculum; and increases the cyber mission force a secure training
and real-world operating environment, simulating threat cyberspace and providing highfidelity mission rehearsal and collective training. (FY 2024, $98 million)

Cooperation with Allies and Partners in “Hunt Forward” operations with proactive andaggressive hunting for advanced persistent threats, and active internal countermeasuresused to eliminate and mitigate their effects that have proven successful during our support

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Overview – FY 2024 Defense Budget
to Ukraine against Russian malicious cyber operations and our Cyber Protection Team
global efforts. (FY 2024, $62 million)Enhanced investments on Defending the DoDIN through additional sensors, mitigating
cyber vulnerabilities to our Defense Critical Infrastructure, exporting defensive cyber
operations capabilities through increased security cooperation, and prioritizing cyberprotection for critical nodes in Guam/Hawaii for defense of the homeland (FY 2024,$174 million)

Increased investments into alternative and off-net accesses, niche cyber weapons
capabilities, prioritizing support to critical Indo-Pacific and European theater deterrence
initiatives. (FY 2024, $161 million)Supports the management, oversight, increased development, and integration of the Joint
Cyber Warfighting Architecture (JCWA) synchronization efforts for this critical enabler of
USCYBERCOM operational capabilities. (FY 2024, $158 million)

C. The FY 2024 cyberspace activities budget resources the development of new capabilities andtechnologies to support the advancement of the Department’s cybersecurity and cyberspace
operations programs (FY 2024, $0.5 billion). These activities will accelerate multiple
innovative lines of effort across the Department to support the 2023 DoD Cyber Strategy andfacilitate Information Advantage throughout the spectrum of competition, crisis, and conflict.

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3. CAMPAIGNING
INTRODUCTION
In the 2022 National Defense Strategy,
Sections
Campaigning refers to sequencing logically-linked
military activities across any of the military  Introduction
domains in order to, over time, achieve strategy-  Overseas Operationsaligned objectives. Through Campaigning, theDepartment takes steps to change the operating  Readinessenvironment to benefit the United States, its Allies
and partners, while limiting, frustrating, disrupting, or making it more costly for adversaries toseriously impinge our interests. Campaigning initiatives, when appropriately sequenced, canprovide a range of options to oppose degrees of coercion carried out by competitors, such as the
PRC and Russia.
The development of military posture in the Indo-Pacific, through infrastructure investments andexpanded access in the region will be necessary to provide regional capability and to enablelocations from which the Department can conduct Campaigning activities. In Europe, posture will
predominantly focus on capabilities to complement NATO Allies and other European Allies andpartners to address the acute threat from Russian attempts to redraw boundaries by force as wellas to build increased combat credibility. In other domains, campaigning activities may consist of
cyber or information operations that assist the Department in managing risk, supporting Allies andpartners, or advancing U.S. interests against other threats.

Through campaigning, the Department will focus on the most consequential
competitor activities that, if left unaddressed, would endanger our militaryadvantages now and in the future.
- 2022 NDS SD letter, Oct 27, 2022

OVERSEAS OPERATIONSThis section focuses on continued military operations, initiatives, and support for global operations
such as:

Posturing modernized capabilities to deter or counter Chinese coercion and aggression



Deterring Russian aggression and malign influence by providing the right capabilities
throughout EuropeConducting Middle East Operations in-country and in-theater support activities, including
intelligence support to military operations



Replenishing and replacing munitions used in combat and equipment destroyed,
damaged, or worn out due to use in overseas operations

Indo-Pacific: Pacific Deterrence Initiative (PDI)The Department is prioritizing China as its preeminent pacing challenge; many of the
Department’s investments and efforts are focused on strengthening Indo-Pacific deterrence
specific to this challenge. The Pacific Deterrence Initiative is a key subset of these efforts
capturing the Department’s efforts and investments that enhance and strengthen deterrence
against China.

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Overview – FY 2024 Defense Budget
The FY 2024 PDI budget request of $9.1 billion consists of targeted investments that enhance
U.S. force posture, infrastructure, presence, and readiness as well as the capacity and capabilities
of U.S. Allies and partners, specifically in the Indo-Pacific region. Military Construction, including
planning and design for enhancing resilience and communications in operating locations primarily
west of the International Date Line, is also part of PDI.
FY 2024 PDI contains increases for Pacific Resilient Distributed Air Basing, logistics andprepositioning of equipment, Defense of Guam, and INDOPACOM operations funding. PDI
includes regional exercises, such as Pacific Multi-Domain Training and Experimentation
Capability (PMTEC) and the construction activities that support them. These investments are
only a small portion of DoD’s broad Joint Force investments included in the FY 2024 President’s
Budget.
DoD has excluded from the PDI display investments or activities that are:1) designed to address or deter broader strategic threats;2) easily transferrable between theaters; or3) routine activities and exercises.
The intent of these guidelines is to ensure PDI serves as a regionally-focused and usefulframework for understanding and measuring specific investments. Additionally, consistent withlegislation, DoD has organized PDI investment displays according to the six categories identified
in Figure 3.1.
Figure 3.1. Costs by Major Category ($ in billions)
FY 2024
RequestMajor Category
Modernized and Strengthened Presence

2.9

Improved Logistics, Maintenance Capabilities, andPrepositioning of Equipment, Munitions, Fuel and Materiel

1.1

Exercises, Training, Experimentation, and Innovation

2.1

Infrastructure Improvements to Enhance Responsiveness andResiliency of U.S. Forces

2.4

Building the Defense and Security Capabilities, Capacity andCooperation of Allies and Partners

0.5

Improved Capabilities Available to U.S. Indo-Pacific Command

0.1

Total USINDOPACOM

9.1

The DoD is focused on maintaining and extending our military advantage in the region, paced tothreats posed by the PRC. These investments and activities demonstrate U.S. commitment topreserving a free and open Indo-Pacific.
EuropeThe FY 2024 budget request continues to demonstrate the Department’s focus on providing theright capabilities throughout Europe to deter Russian aggression against NATO, strengthen
alliance cohesion, and, over time, enable partner capability and capacity.

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Overview – FY 2024 Defense Budget
European Deterrence Initiative (EDI)The FY 2024 budget request of $3.6 billion for the European Deterrence Initiative (EDI) supports
capabilities that build and maintain an information advantage over our adversaries; enables
increased intelligence, surveillance, and reconnaissance; increases the overall readiness andinteroperability of U.S. forces across all domains through additional exercises and training; andenables DoD Components to leverage existing capabilities to employ advanced intelligence tools
and platforms.
As the Department continues to adapt DoD capabilities to the evolving threat and changing
strategic environment, the Department continues to execute the following lines of effort toaccomplish EDI objectives:






Balanced U.S. military presence in Europe;
Increased exercises and training with Allies and partners;
Enhanced prepositioning of U.S. equipment in Europe;
Improved infrastructure for greater readiness; andEnhanced building of Allies and partner capacity.

The FY 2024 EDI request excludes $300 million for the Ukraine Security Assistance Initiative(USAI). Given that there is minimal substantive distinction between USAI requirements in thebase budget previously tagged as EDI and USAI requirements funded through supplemental
funding, the Department would like to avoid the appearance of establishing an arbitrary EDI
criterion solely based only on a funding source.
The FY 2024 EDI budget request continues to demonstrate the Department’s focus on providing
the right capabilities throughout Europe to deter adversary threats.
Ukraine
The FY 2024 budget request includes $300 million for the Ukraine Security Assistance Initiative(USAI) to provide assistance and support to the military and national security forces of Ukraine.
Supplemental funding provided by Congress in FY 2022 and FY 2023 has been instrumental in
supporting Ukrainian successes on the battlefield. The Department will continue to support
Ukraine as they push back on Russia’s unprovoked war of aggression. And as dynamics on the
ground evolve, the Department will continue to evaluate the need for support to Ukraine beyond
FY 2023.
DoD Support to NATOThe FY 2024 budget request includes $600.9 million within the Operation and Maintenance, Armyaccount for North Atlantic Treaty Organization (NATO) common funding requirements, ensuring
increases aligned with the June 2022 NATO Summit Decision and NATO 2030 Initiative are
adequately resourced. For example, this budget increases support for Airborne Early Warning
Combat System and NATO International Military Headquarters. The Administration has
committed to reaffirming, investing in, and modernizing NATO, and member countries havecommitted to increase common funding as well. The FY 2024 budget request reflects thiscommitment.
NATO Security Investment Program (NSIP)The United States has an abiding national security interest in a stable, integrated European
region. The political and military presence of the U.S. and North Atlantic Treaty Organization(NATO) Allies fosters the conditions necessary to ensure that democratic and market-based
institutions can flourish across the region. The NATO Security Investment Program (NSIP) meets
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Overview – FY 2024 Defense Budget
a wide range of Alliance military capability requirements. NSIP programs include theinfrastructure to support both forward deployed and reinforcing forces, mobility within andbetween regions, enabling logistics and transportation support, and flexible command and control
systems. The NSIP remains a key source of funding for infrastructure to support U.S. forces in
Europe, restoring and upgrading existing NATO operational facilities, as well as providing new
operational facilities. The Department’s FY 2024 NSIP budget request is $293 million, which
provides support for requirements based on the current FY 2024 program and reflects the funding
increase agreed to by leaders at the June 2022 NATO Summit.
Figure 3.2 breaks out the FY 2024 request for Europe by operations and activities. Figure 3.3
displays associated force levels.
Figure 3.2. Costs Operation/Activity ($ in billions)
FY 2023
EnactedFY 2024
RequestDelta
FY 2023
to FY 2024

European Deterrence Initiative (EDI)

$4.3

$3.6

-$0.7

DoD Support to NATO

$0.6

$0.6

$0.0

NATO Security Investment Program (NSIP)

$0.2

$0.3

+$0.1

Ukraine Security Assistance Initiative (USAI)1

--

$0.3

+$0.3

$5.1

$4.8

-$0.3

FY 2022
Actuals
9,954

FY 2023
Enacted10,899FY 2024
Request11,2359.954

10,89911,235

Operation/Activity

Total Europe
1/

In FY 2023, $300M for USAI was included in EDI.

Figure 3.3. EDI Rotational Forces in Europe
Operation/Location
European Deterrence Initiative (EDI)
Total Europe

The EDI budget request continues to support those additional rotational forces deployed toEurope in the wake of Russia’s 2014 invasion of Crimea, additional forces for deployments fromoutside the USEUCOM area of responsibility that reinforce NATO’s security in response to
Russia’s full-scale 2022 invasion of Ukraine; and deployments from USEUCOM-assigned forcesto NATO’s Eastern Flank are also supported. These deployments have varied in length basedon operational requirements and sustainability considerations. It also supports increased
manning in theater needed to support the ongoing rotational forces.
Middle East Current Operations
The Department continues to address major security challenges in the Middle East and beyond.
In Iraq and Syria, Combined Joint Task Force – Operation INHERENT RESOLVE (CJTF-OIR)
continues to advise, assist and enable vetted local partner forces in designated areas to achieve
the enduring defeat of ISIS.
The Department also conducts a range of other military operations in the Middle East and SouthAsia, including global counterterrorism operations in the U.S. Central Command (USCENTCOM)
area of responsibility, and operations outside the region, such as Combined Joint Task Force(CJTF)-Horn of Africa and Joint Task Force (JTF) Guantanamo.

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Overview – FY 2024 Defense Budget
Figure 3.4 breaks out the FY 2024 USCENTCOM request by operations and activities, Figure 3.5
displays associated force levels, and Figure 3.6 shows the request by requirements andprograms.
Figure 3.4. Costs by Operation/Activity ($ in billions)

1/

Delta FY
2023 toFY 2024

FY 2023
EnactedFY 2024
RequestOperation INHERENT RESOLVE (OIR)

$5.5

$6.2

+$0.7

Other Theater Requirements and Related Missions1

$20.3

$14.7

-$5.6

Subtotal USCENTCOM

$25.8

$20.9

-$5.0

Prior-Year Rescissions

-$0.1

--

+$0.1

Total USCENTCOM

$25.8

$20.9

-$4.9

Major Category

Includes operations outside of CENTCOM, such as CJTF-Horn of Africa and JTF-Guantanamo

Numbers may not add due to rounding

Figure 3.5. U.S. Force Level Assumptions in DoD Budget (Average Annual Troop Strength)
FY 2022
FY 2023
FY 2024
Operation/Location
Actuals
EnactedRequest
3,400
3.949
3,558
Operation INHERENT RESOLVE (OIR)
46,97450,74844,903
Other Theater Requirements and Related Missions1
50,374

Total USCENTCOM
1/54,69748,461

Includes operations outside of CENTCOM, such as CJTF-Horn of Africa and JTF-Guantanamo

The FY 2024 budget request of $20.9 billion reflects a $4.9 billion decrease from the
FY 2023 enacted level of $25.8 billion to account for projected OIR and other mission and theater
requirements. The decrease is primarily driven by a reduction in costs in the USCENTCOM areaof responsibility as DoD continues to right-size its forward military presence per the FY 2022
National Defense Strategy. This budget request reflects DoD’s transition to a more sustainableregional posture and DoD’s support for a regional security architecture.
Figure 3.6. Costs by Requirements/Programs ($ in billions)

Overseas Operations Requirements

$32.3

$25.4

$20.5

Delta
FY 2023
to
FY 2024-$4.9

Afghanistan Security Forces Fund (ASFF)

$0.1

--

--

--

Counter-ISIS Train and Equip Fund (CTEF)

$0.5

$0.5

$0.4

-$0.1

Subtotal USCENTCOM

$32.9

$25.9

$20.9

-$5.0

Prior-Year Rescissions

$1.0

-$0.1

--

+$0.1

Total USCENTCOM

$31.9

$25.8

$20.9

-$4.9

Category

FY 2022
EnactedFY 2023
EnactedFY 2024
RequestNumbers may not add due to rounding

Overseas Operations Requirements includes incremental costs for military operations requirementsfor U.S. personnel operating in the USCENTCOM area of responsibility such as:Personnel special pays and subsistence for deployed forces;

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Overview – FY 2024 Defense BudgetPersonnel pay for mobilized forces;

Operating tempo (ground vehicles/equipment, combat aviation, Special Operations
Forces);Communications;Pre-deployment training;Various classes of supplies;

Deployment and redeployment of combat and support forces;Life support and sustainment; andAdditional body armor and personal protective gear.

These requirements also include funds for critical contingencies and other support for personnel
in-theater to include support from units and forces operating outside Iraq and Syria. Within thiscategory are incremental costs such as afloat and air expeditionary forces, engineers, fire support,
and other capabilities located elsewhere that support operations in Iraq, Syria, and other importantmissions. Support for some activities operating from the United States such as remotely piloted
aircraft and reach back intelligence, surveillance, and reconnaissance (ISR) capabilities is also
included.
The FY 2024 request also funds the replenishment, replacement, and repair of equipment andmunitions expended, destroyed, damaged, or worn out due to prolonged use in combat
operations. The major items that will be repaired or replaced include sonobuoys, helicopters,
aircraft, ships, tactical vehicles, and various combat support equipment. The FY 2024 request
funds the replenishment of rockets, missiles, and conventional ammunition including Joint Air-toGround MSLS (JAGM), and Joint Direct Attack Munition (JDAM). Upon returning from
deployments, units restore their equipment to a condition that enables them to conduct training
exercises, achieve required readiness levels, and prepare for future deployments. As personnel
and equipment return from theater to their home stations, the need for equipment reset continues.
Additionally, the FY 2024 request includes $398 million for the Counter-ISIS Train and Equip Fund(CTEF) to strengthen the capabilities of DoD’s counter-ISIS partner forces, including the provisionof secure and humane detention of ISIS fighters, to achieve the enduring defeat of ISIS. The
request includes $156 million to assist the Vetted Syrian Groups and individuals (VSGI) in Syria
and $242 million to assist security forces in Iraq.
Security Cooperation
Security Cooperation (SC) funding and authorities enable the United States to build partner
capacity to address shared national security threats globally and conduct operations in tandemwith or in lieu of U.S. forces. The 2022 National Defense Strategy outlines the critical need for
the United States to reinvigorate and modernize alliances and partnerships around the world.

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Overview – FY 2024 Defense Budget
Figure 3.7. Security Cooperation ($ in billions)

Security Cooperation

$1.5

$1.5

$1.3

Delta
FY 2023
to
FY 2024-$0.2

Prior-Year Rescissions

-$0.1

-$0.1

--

+$0.1

Total Security Cooperation

$1.4

$1.4

$1.3

-$0.1

Category

FY 2022
EnactedFY 2023
EnactedFY 2024
RequestNumbers may not add due to rounding

The International Security Cooperation Programs (ISCP) account enables the U.S. to provide
direct support to Allies and partners in those countries and regions where terrorist and othertransnational/trans-regional threats pose the greatest challenge to the United States. This
request supports over-the-horizon counterterrorism operations, partnership for the Atlantic basin,
and enables allies and partners to counter transnational threats and promote regional and global
stability.
For FY 2024, the Department has requested funds for the ISCP account to build partner capacity
and incorporate allied and partner defense strategies and capabilities to address shared security
challenges and buy down risk to U.S. forces. The ISCP account will fund activities pursuant to
10 U.S.C. section 332 (Institutional Capacity Building), section 333 (Train-and-Equip), and P.L.
114-92 section 1263 (Indo-Pacific Maritime Security Initiative). The account reflects the
Department’s continued efforts to consolidate funding for SC authorities into a single appropriation
focused on the programming, coordination, and execution of available resources to meet the
Department’s objectives.
In addition, the FY 2024 Security Cooperation request includes $15 million for support for
Coalition forces to finance coalition, friendly forces, and a variety of support requirements for key
foreign partners who wish to participate in U.S. military operations but lack financial means; and,Border Security funding in the amount of $520 million, which provides support to allies and partner
nations on a reimbursement basis for expenses incurred by these countries to develop andsustain increased security capabilities along their borders adjacent to conflict areas to prevent thefree movement of weapons and narcotics, as well as ISIS and other violent extremist
organizations.

READINESSThe Joint Force faces a wide range ofincreasingly complex threats and persistentglobal demands. To address the current
operational reality, long-term strategiccompetition, and the potential for future highend conflict, the Department must balance
investments across capacity and capability,
while ensuring continued growth in high-end
combat effectiveness. The Department’s
FY 2024 budget balances modernizing
capabilities for the future fight and sustaining
current force readiness supported bydevelopment of a strategic readinessframework, as directed by the National Defense Strategy (NDS).

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Overview – FY 2024 Defense Budget
Strategic readiness is the ability to build, maintain, and balance warfighting capabilities andcompetitive advantages that ensure the DoD can achieve strategic objectives across threats andtime horizons. The strategic readiness framework expands the Department’s view of how it thinks
about readiness and leverages tools and assessments to inform a broader understanding of the
cumulative and cascading impact of decisions on readiness. Building and maintaining ourstrategic advantage requires that we remain prepared to confront challenges in the near term,
while ensuring that we are taking the steps necessary to be ready in the future. Accordingly, theFY 2024 budget submission is designed to maintain our current readiness while simultaneously
modernizing for the future.
To guide and inform readiness investments, the Department strives to assess current andlong-term force readiness using a strategic readiness lens. Looking beyond operational readinessof the Joint Force, the strategic readiness assessment will evaluate strategic readiness across
10 dimensions (operational readiness, sustainment, mobilization, modernization, global defense
posture, force structure, resilience, human capital, business systems, and organizational
effectiveness). The strategic readiness assessment is one part of the Department’s broader
policy, assessment, and cultural change efforts designed to enable decision advantage acrossthe Department’s many major processes, such as Global Force Management, Program andBudget Review, and the provision of security assistance to Ukraine. Success in the core strategic
readiness dimensions is vital to compete with the People’s Republic of China and Russia andaddress other emergent strategic challenges.
Understanding of strategic readiness requires that the Department has data-driven visibility into
the tradeoffs incurred by decisions made today, to ensure that the most complete picture ofstrategic risk is available to senior leaders when making critical readiness decisions. The DoD
continues to develop an analytic framework that integrates models across the Department toimprove decision advantage. By building a core model that simulates the generation anddegradation of readiness, the Department provides greater visibility on the readiness tradeoffs
incurred by today’s decisions. DoD continues to identify and ingest existing DoD models and data
into our core model based on understanding user needs and desired functionality.
The Nation requires ready forces to face complex near- and longer-term strategic challenges.
Dynamic Force Employment (DFE) and the Directed Readiness Tables (DRT) are two
mechanisms that assist the Department to proactively and efficiently meet national security
priorities. DFE is a concept to more flexibly use ready forces to proactively shape the strategic
environment while maintaining the readiness required to both respond to contingencies andensure the long-term viability of the Joint Force. This force management and employment
concept enables operations across all layers of the NDS’s Global Operating Model by utilizing a
mix of U.S.-based and theater-based ready forces. The DRT prescribes the capacity of forces
required within specific availability windows over the fiscal year. The Secretary issues directed
readiness guidance for budgetary planning and programming purposes to ensure the Department
makes the readiness investments required to accomplish strategic objectives.
A critical contributing factor for sustaining strategic readiness is reliable, predictable, and on-timefunding provided by the U.S. Congress. The timely passage of an appropriations bill helps set
the capabilities to strengthen our deterrence by sustaining and sharpening our warfighting
advantages. Doing so provides the predictability needed to achieve the Joint Force readinessgoals as the Secretary prescribes. It also significantly impacts the development andimplementation of the programs, technologies, and initiatives the DoD is undertaking to ensure
we remain the most capable military in the world. The timely appropriations passage further
allows DoD to continue the innovation path with priorities such as cyber, artificial intelligence, andhypersonic programs. In addition, it enables the Military Services to plan training events and
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exercises properly, order long-lead depot supplies and parts, and allow the Defense Department
components to fund programs for multiple years instead of one year at a time.
With the enduring support of Congress, the Joint Staff and Military Services will continue aligning
resources and adjusting force generation to execute DFE, ensuring that the U.S. Military is acredible and effective deterrent and that Joint Force is ready to respond to any strategic challenge.
The Department is prepared when called upon; however, predictable resourcing will sustain the
Joint Force’s readiness and ensure that the U.S. Armed Forces remain the best trained andequipped force in the world, who are deeply committed to responsibly managing our competition
with the PRC so that they can never conclude that aggression is in its interest.
The FY 2024 budget request funds readiness improvements in the following areas:

The Army is investing $28.8 billion in its core readiness and readiness enablers accounts,
which is a decrease of $0.5 billion from FY 2023 enacted levels primarily due to the transfer
of Joint Cyber Force requirements to U.S. CYBERCOM and a decrease in Operations
Pathway (an odd year requirement). FY 2024 readiness funding supports global force
projection requirements, including the Pacific Deterrence Initiative and European Deterrence
Initiative. The FY 2024 readiness accounts include $12.5 billion for home station training for
ground maneuver forces and $3.3 billion for aviation readiness.



The Navy is investing $52.8 billion, an increase of $3.5 billion above FY 2023 enacted levels,in aviation, ship, and combat support readiness activities. The Navy continues to implement
the Optimized Fleet Response Plan and reduce its long-term maintenance backlog byinvesting $11.2 billion in ship depot maintenance. An additional $2.7 billion in procurement
appropriations is provided to fund surface ship maintenance availabilities, including$600 million to continue work on the USS Boise.

The Marine Corps is investing $4.4 billion in ground combat readiness, an increase of$86.5 million (2.0 percent) above FY 2023 enacted levels and, $5.9 billion in aviation
readiness accounts (Flying Hours funded in O&M, Navy), an increase of $0.4 billion fromFY 2023 enacted levels, to sustain critical operations, maintenance, and training programs.



The Air Force is investing $39.9 billion in core readiness and readiness enabler activities.
Within this amount, the $11.3 billion budget request for Air Force flying hours is an increaseof $1.2 billion above FY 2023 enacted levels. Additionally, Air Force readiness includes a$17.6 billion request for Weapon System Sustainment, which increases by $1.2 billion fromFY 2023 enacted levels and is being invested to maintain the inventory of aircraft, spacesystems, and other weapon systems.



The Space Force is investing $3.3 billion in its core readiness and readiness enabler
accounts, which is an increase of $0.3 billion, or 11.6 percent, above FY 2023 enacted
levels. The FY 2024 budget funds advanced training, weapon system sustainment, andresilient space launch capabilities to deliver Space warfighting capabilities for the Joint
Force.

The following provides a detailed breakdown of FY 2024 readiness investments, by Service.
Army Readiness
The Army remains on track to meet Global Force Management Allocation Plan (GFMAP) andDirected Readiness Table requirements in FY 2024 while emphasizing integrated deterrence,
multi-domain operations, and campaign objectives. The world is changing, and the Army ischanging with it. The Army has refocused on deterring the aggression against the pacing
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challenge in the Pacific and the acute and persistent threats around the globe. To meet theseevolving threats, the Army is undergoing a once in a generation transformation to develop thecapability to converge effects on land, in the air, sea, space, and cyberspace. The Army maintains
readiness for today’s fight as we modernize our training and weapons systems while ensuring the
Army continues along a sustainable strategic path to build the Army of 2030. Together with ourAllies and partners, we continue to strengthen deterrence and confront threats across the globe,
securing America and her interests at home and abroad.
We responded to Russia’s full-scale war against Ukraine by supporting the NATO deterrence
mission in Europe, where we currently have Soldiers forward stationed or deployed to Germany,
Poland, and other NATO member states. This demonstrates Army Readiness is invaluable, andthe 2024 budget enables us to maintain a high level of readiness to meet new and unexpectedmissions now and in the future. The Army’s investments and continued efforts towardmodernization ensure we are postured to meet the 2022 National Defense Strategy requirements
for integrated deterrence, support our active campaigning measures, and help us build andmaintain an enduring advantage over near peers and potential adversaries. The Army iscommitted to staying on a sustainable strategic path that develops and fields cutting-edge
modernization programs for Joint Multi-Domain Operations.
The Army’s collective and individual training readiness programs are comprised of operational
training to provide units with decisive action capability, Training Support Systems (TSS) thatenable training, institutional training for Soldier skills and leader development, and mission andother support to Combatant Commanders (CCDRs). To support collective and individual training,
the Army resourced active Army Brigade Combat Teams (BCTs) and Combat Aviation Brigades(CABs) to meet the Directed Readiness Table Requirements. Army Reserve and Army National
Guard BCTs and CABs are resourced to remain available for operational requirements.
Figure 3.8. FY 2024 Key Army Readiness Investments
Army
FY 2022
1

End Strength

Ground Readiness

FY 2023

FY 2024

971,501

954,000

951,8002$11.2B$12.7B$12.5B

3

$2.9B

$3.6B

$3.3B

4

$1.5B

$1.7B

$1.7B

$8.4B

$9.7B

$8.9B

Aviation Readiness

Depot Maintenance
Infrastructure5
1

Total Active, Reserve, and National Guard end strength; FY 2022 Actual, FY 2023 Projected and FY 2024 Requested end strength
Ground Readiness Sub Activity Groups (SAGs) 111, 112, 113, 114, 115
3
Aviation Readiness SAGs: 116
4
Depot Maintenance SAGs: 123
5
Infrastructure SAGs: 132, Military Construction (MILCON) appropriations
2

The Army is taking active measures to overcome unprecedented recruiting challenges withoutcompromising on our standards for high quality Soldiers. We have implemented aggressive
initiatives to address the issue, focusing on four recruiting areas: the recruiter, the applicant,regional recruiting, and marketing. In addition, the Army remains focused on retaining high quality
Soldiers with additional incentives and bonuses.
Ground and aviation readiness remains stable due to a holistic approach to readiness acrosstraining, Soldier availability, and equipment readiness. The Army’s ground and aviation training
strategies are resourced to meet the requirements outlined in the Directed Readiness Tables.
In addition to core readiness and readiness enabler activities, the Army maintains installation
readiness through investments in base operations services, family programs, installation utilities,
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environmental programs, and facility sustainment, restoration and modernization (FSRM).
Restoration and Modernization resources are prioritized to deploy renewable energy and storage,
restore barracks, and improve quality of life, while the investment in facilities sustainment reflects
the Army’s commitment to sustaining our critical infrastructure to build readiness. The FY 2024
request continues to invest in key initiatives targeted towards reducing harmful behaviors throughrobust funding for Sexual Harassment/Assault Response, Suicide Prevention, and Holistic Healthand Fitness.
In FY 2024, the Army will continue to implement the new unit lifecycle model started in FY 2022
named the Regionally Aligned Readiness and Modernization Model (ReARMM). This model
balances multiple regional requirements on the force with the Army’s necessity to modernize
units. The Army must prioritize unit modernization to ensure the Army remains both competitiveand ready. ReARMM supports the priority of taking care of people by reducing operational tempo
and maximizing predictability and stability to commanders, Soldiers, and Families.
Figure 3.8 shows planned rotations for the critical joint training exercises funded in the FY 2024
budget. The Army resourced 22 decisive action Combat Training Center (CTC) rotations toassess brigade-level tactical readiness, including two exportable rotations. The Army has madesignificant progress recovering core mission readiness and is on a sustainable strategic path toprovide the Joint Force with relevant and modernized forces, capabilities, training and support tomeet future challenges.
Figure 3.9. Required, Planned, and Executed Army (Regular, Reserve, Guard) rotations throughManeuver CTCs
FY 2022
FY 2023
FY 2024
BCT CTC Rotation Type
ActualPlannedPlannedNational Training Center (NTC)

7

8

8

Joint Readiness Training Center (JRTC)

7

8

8

Joint Multinational Readiness Center (JRMC)

1

1

1

Other JRMC Rotation Exercises (EDI)

3

3

3

Exportable Rotation Exercises

2

2

2

Total BCT CTC Rotations

20

22

22

Navy Readiness
The Navy continues to realize readiness gains
after several years of increased funding. In
the FY 2024 budget, core readiness accounts
grow by 7 percent from the FY 2023 enacted
level.
Ship Maintenance increases by $2.0 billion
from the FY 2023 to FY 2024 enacted level, a16.4 percent increase, primarily due to, USS
NIMITZ (CVN 68) service life extension, 10
surface ship buybacks that were scheduled todecommission in FY 2023, 5 additionalsurface ship life extensions, and USS BOISE (SSN 764) Engineered Overhaul. Additionally,significant salary adjustments were funded for highly technical public shipyard workers who havebeen difficult to retain and hire due to higher than expected private industry demand for
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experienced shipyard workers. The program includes an executable maintenance schedule atvalidated shipyard capacity with incremental funding for the USS BOISE. Increased investments
have resulted in improved shipyard performance trends, such as reductions in days ofmaintenance delays and improved on-time deliveries. The Navy continues its pilot program tofund private contracted ship maintenance availabilities for U.S. Pacific Fleet and U.S. Fleet Forces
Command in the Other Procurement, Navy (OPN) appropriation, requesting $2.7 billion in
FY 2024. The OPN request now includes incremental funding for the submarine U.S.S. BOISE
following the congressional add in the FY 2023 enactment of $400 million.
Ship Operations decreases by $0.2 billion, a 3.3 percent decrease from FY 2023 enacted funding.
This decrease is largely due to lower fuel rate in FY 2024 and the provision of funding for Ukraine
operations in FY 2023. This is a program modeled on force structure and GFMAP steaming
requirements. The battle force inventory increases to 294 ships in FY 2023 and to 293 by theend of FY 2024. This also includes the Navy’s Military Sealift Command Support Ships.
Navy Aircraft Operations (does not include Marine
Corps aviation) decreases by $0.3 billion, a
3.1 percent decrease from FY 2023 enacted
levels. This decrease is largely due to the $716
million fuel increase in the enacted FY 2023
budget. The FY 2024 funding level is based on
the Master Air Aviation Plan, current aircraft
availability, manning, and funding priorities. The
Naval Aviation Enterprise (NAE) requires
sustained funding levels in order to continue tobuild upon previous readiness recovery efforts
while propelling efforts to operate and maintainour forces more efficiently. In FY 2024, the NAE will continue cost savings measures to reduce
the overall sustainment costs through numerous initiatives implemented as part of the Navy
Sustainment System - Aviation (NSS-A). The FY 2024 budget reflects a wide-spread andexpanded inventory of operable aircraft to preserve the level of lethality and readiness demanded
by current global conditions.
Aircraft depot maintenance and logistics (does not include Marine Corps aviation) increases by$0.1 billion, a 5 percent increase from FY 2023 enacted level. This funds aircraft depot
maintenance to executable capacity with growth attributed to revised workload standards
incorporating process improvements, the Fleet Readiness Center infrastructure optimization plan,and pricing changes. Increased funding for aviation logistics supports increased inventory of
F 35C, C/MV-22, and KC135J aircraft.
The Navy continues data driven process improvement efforts to ensure the highest return on
investment for readiness resources. Performance to Plan (P2P) senior leader forums focus on
output metrics to drive improved readiness performance. The P2P approach includes clearlyaccountable supported commanders; a leading measures performance framework using data andanalytics to characterize performance gaps/high leverage performance drivers; and a cadence ofaccountability provided by a barrier removal forum co-chaired by the Vice Chief of Naval
Operations and Assistant Secretary of the Navy for Research, Development and Acquisition(RDA). Current P2P efforts include aviation readiness for F/A 18E/F & E-2D, DDG 51
maintenance, SSN availability, logistics, military personnel (MILPERS), cyber, and Naval
Shipyard performance.

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Figure 3.10. FY 2024 Key Navy Readiness InvestmentsNavy
FY 2022
End Strength1

FY 2024

399,665

397,953404,200$18.3B$19.3B$20.9B

$8.4B

$9.7B

$9.4B

$6.3B

$7.7B

$9.2B

Ship Readiness2
Aviation Readiness

FY 2023

3

4

Infrastructure1

Total Active and Reserve end strength; FY 2022 Actual, FY 2023 Projected and FY 2024 Requested end strength2
Ship Readiness SAGs: 1B1B, 1B4B, OPN-1000
3
Aviation Readiness SAGs: 1A1A, 1A2A, 1A5A, 1A9A, excludes funding for Marine Corps
4
Infrastructure SAGs: BSM1, BSMR, Military Construction (MILCON) appropriations (includes disaster relief funding)In the face of a challenging personnel
environment, the Navy requests funding for
347,000 active and 57,200 reserve Sailors.
This incorporates projected recruiting andretention targets to balance personnel withforce structure. Navy is committed to Taking
Care of People, with expanded Sexual
Assault and Prevention programs, education
opportunities at our flagship institutions,improved child care and MWR opportunities,
and improved housing benefits.
As detailed in Figure 3.10, the FY 2024 budget includes 61 integrated training exercises for
Carrier Strike Groups (CSGs), Amphibious Readiness Groups (ARGs) and attack submarines.
These training exercises are critical to address 4th and 5th generation adversary threats andensure the Carrier Strike Groups operate seamlessly in a combat environment.
Figure 3.11. Programmed Navy Training Throughput
FY 2022 Executed
FY 2023 Planned
BASIC

INT*

BASIC

FY 2024 Planned**

INT*

BASIC

INT*

Carriers

3

3

3

4

2

2

Carrier Air Wings

3

3

3

4

2

2

CG/DDG/LCS

15

15

25

20

10

10

LHA/LHD/LPD/LSD

1

1

3

2

2

2

Attack Submarines

3

3

3

4

2

2

* Integrated refers to aggregated training of all units in a CSG /ARG** The figures entered for FY 2024 represent a count of hulls expected to be in the given phase at some point during the year.

Marine Corps Readiness
Aligned with emerging joint and naval operating concepts, such as Littoral Operations in aContested Environment (LOCE), Expeditionary Advanced Base Operations (EABO), Distributed
Maritime Operations (DMO), and a Concept for Stand-in Forces, the Marine Corps is redesigning
the force to deter conflict and actively persist as the Joint Force’s Stand-in Force inside an
adversary’s weapons engagement zone (WEZ). The Fleet Marine Force (FMF) is in the processof transforming into a modernized force that is organized, trained, and equipped to meet thedemands of the rapidly evolving future operating environment, and optimized for the challenges

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Overview – FY 2024 Defense Budgetof naval expeditionary warfare, while maintaining its role as America’s force in readiness,deterring adversaries and responding to crisis globally.
As delineated in the Commandant’s Planning Guidance (CPG) and Force Design 2030, Marine
Corps Force Design initiatives encompass a comprehensive modernization effort to transform theorganization through a threat informed, concept-based approach, supported by a campaign ofanalysis including wargaming, modeling and simulation. The future FMF will enable the Navy andMarine Corps to restore the strategic initiative and to define the future of maritime conflict bycapitalizing on innovative capabilities to operate persistently inside actively contested spaces,
facilitating sea denial and sea control in support of Fleet operations and the Joint Force.
The Marine Corps continues to aggressively adapt, organize, train, and equip to meet thedemands of the increasingly competitive future operating environment, developing new
capabilities and modernizing equipment. Through prioritized investments in long range precision
fires and anti-surface warfare capabilities, networks, sensors, intelligence platforms, air defense,
ground combat lethality and science and technology programs, the Marine Corps will contributeto the Joint Force by providing naval expeditionary forces actively persisting inside contested
spaces, leveraging all-domain tools as the eyes and ears of the Fleet and Joint Force, completing
naval and joint kill webs, competing with peer adversaries in the maritime gray zone, andcomplicating an adversary’s decision calculus
The FY 2024 ground combat readiness budget of $4.2 billion enables the Marine Corps to meetthe readiness requirements for the FMF, Field Logistics, Maritime Prepositioning, Cyberspace
Activities, and Cyber Mission Forces. The Marine Corps uses a Total Force (Active and Reserve
Components) approach for the planning and execution of ground equipment and readiness as it
continues to make strategic choices in the retirement of older and low demand programs that do
not meet future operating requirements and to reallocate these funds in capabilities that enable
the Nation’s naval expeditionary force-in-readiness to operate inside actively contested maritime
spaces and facilitate sea control in support of fleet operations.
For FY 2024 Aviation Readiness, the Marine Corps requests $5.9 billion across active and reserve
aviation readiness accounts. This includes $3.2 billion for Mission and Other Flight Operations
and $0.7 billion 7B for Fleet Air Training, funding the Flying Hour Program (FHP) to the maximum
executable level. Aircraft Depot Maintenance is funded at $0.7 billion and $1.3 billion for Aviation
Logistics, which primarily funds F-35 B/C, KC-130J, and MV-22 maintenance actions.
The Marine Corps continues to lean forward and advance through its ongoing, comprehensive
aviation readiness recovery effort, designed to increase the number and quality of mission
capable aircraft along with highly trained and combat ready aircrew. Initiatives include increasing
supply material readiness, decreasing aircraft downtime awaiting supply, improving training
quality and proficiency, and funding contractor support for aircraft at the Fleet Replacement
Squadrons, further enabling Marines to fulfill duties in deployable units. Additionally, large
investments have been made to the Flying Hour Program to facilitate aircrew training
requirements and projected flight hours required to meet training goals as established by the FMF.
The Marine Corps recognizes the importance of facilities programs to support warfighting
capability. The Infrastructure Reset Strategy maximizes the value of every facilities investment
dollar, ensuring funding is targeted and spent on the highest priorities at the lowest total lifecycle
cost, instituting best practices, optimizing investment over the long-term to support mission
requirements and aligning investment with strategic priorities. Infrastructure investments support
critical projects providing installation resiliency, relocation and consolidation of forces, operational
and training needs, modernizing inadequate and obsolete facilities, and life, health, and safety

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improvements. Importantly, the Marine Corps continues to focus on a robust demolition program
to eliminate no longer required facilities, thereby reducing total cost of ownership.
The Marine Corps proposes $2.6 billion in support of infrastructure funding, which includes$1.3 billion in FY 2024 Military Construction (MILCON) for operational facilities, Guam relocation,
training facilities and design. Additionally, $1.2 billion is requested for Facilities Sustainment,
Restoration, and Modernization (FSRM), which reflects the Marine Corps commitment to theimprovement of critical infrastructure to build readiness through facilities sustainment, therestoration and modernization of existing facilities, and the demolition of facilities no longer
required.
Figure 3.12. FY 2024 Key Marine Corps Readiness Accounts
Marine Corps
FY 2022
1

End Strength

Ground Readiness

FY 2023

FY 2024

207,176

205,217205,900

2

$3.6B

$4.1B

$4.2B

3

$5.1B

$5.3B

$5.9B

$3.6B

$3.3B

$2.6B

Aviation Readiness
Infrastructure4
1

Total Active and Reserve end strength; FY 2022 Actual, FY 2023 Projected, and FY 2024 Requested end strength
Ground Readiness SAGs - 1A1A, 1A2A, 1B1B, 1CCY, 1CCF
3
Aviation Readiness SAGs - 1A1A, 1A2A, 1A5A, 1A9A (Marine Corps portions of O&M, Navy and O&M, Navy Reserve appropriations)
4
Infrastructure SAGs – BSM1, BSMR, Military Construction (MILCON) appropriations (includes disaster relief funding)2

Annual Service Level training exercises provide critical opportunities to conduct missions indifferent environments generating combat readiness for all Fleet Marine Force (FMF) participants.
The Marine Corps invests $0.8 billion in FY 2024 in support of its Service-Level Training
Installations to ensure Marines are properly trained to address all warfighting domains across therange of military operations. The two premier Service-Level Training Exercises within the Marine
Corps are the Integrated Training Exercise (ITX) and Mountain Exercise (MTX). ITX, conductedat the Marine Corps Air Ground Combat Center at Twentynine Palms, California, prepares allelements of the Marine Corps Air Ground Task Force (MAGTF) for combat, with particularemphasis on live fire and maneuver, command and control and competitive Force-on-Force
warfighting actions against a peer adversary in a multi-domain environment. MTX, conducted at
the Marine Corps Mountain Warfare Training Center in Bridgeport, California, prepares units forcombat in high altitude, cold weather, and/or mountainous operations.
Figure 3.13. FY 2024 Marine Corps Planned Large Training Exercises
FY 2022
FY 2023

FY 2024

MAGTF CE

3

0

3

0

3

0

Infantry Bn

8

5

9

5

9

5

Artillery Bn (-)

3

0

3

0

3

0

Logistics Bn

3

1

3

1

3

1

Squadrons/Bn

15

0

15

0

15

0

Air Force Readiness
The Air Force’s overall FY 2024 budget request increases readiness funding by $3.0 billion, or
8.2 percent above FY 2023 enacted level. This budget funds weapon system sustainment, flying
hours, and modernizes network infrastructure to strengthen cybersecurity posture to enable
worldwide training and exercises to field an agile combat force to support the missions describedin the National Defense Strategy (NDS).
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This year, the Air Force transitioned to the Air Force, Force Generation (ARFORGEN) model toenable more stability and predictability for force employment. This will facilitate executing thetraining necessary to compete against the pacing challenge, scheduling down time for fleet
sustainment, and setting the conditions to improve the readiness of the Nation’s first to the fightunits over time. The Air Force is committed to building a more lethal and ready force and prepared
to defeat our adversaries in high-end combat.
Consistent with meeting NDS priorities, the Air Force developed a concerted and focusedinvestment strategy through seven highly-detailed Operational Imperatives and three Crosscutting Operational Enablers. These ten efforts examined and provided methods to ensure the
Air Force is postured to meet and defeat a peer adversary in the future contested high-end
warfighting environment. Space resilience, Advanced Battle Management System (ABMS)/JointAll Domain Command and Control (JADC2), Wide-Area Surveillance and Tracking/Targeting,
Next Generation Air Dominance Family of Systems, Resilient Forward Basing, Long-Range
Strike, Readiness to Transition to a Wartime Posture, Mobility, and Munitions have and arecontinuing to identify gaps/vulnerabilities, as well as investment recommendations in relevant
next-generation capabilities to close those gaps.
Figure 3.14. FY 2024 Key Air Force Readiness Investments
Air Force
FY 2022

FY 2023

End Strength1

497,395

495,875

502,700$15.0B$16.4B$10.3B$10.9B$17.6B$11.3B

$8.6B

$9.1B

$7.7B

Maintenance2

Flying Hours Operations

3

Infrastructure4

FY2024

1

Total Active, Reserve, and National Guard end strength; FY 2022 Actual, FY 2023 Projected and FY 2024 Requested end strength(excludes Space Force)2
Maintenance SAGs: 011M, 011W,
3
Flying Hours & Operations SAGs: 011A (AFR), 011F (ANG), 011Y (AF)4
Infrastructure SAGs: 011R, Military Construction (MILCON) appropriations (includes disaster relief funding)

As shown in Figure 3.13, total Air Force end strength decreases slightly in FY 2024. The Air
Force continues to focus on producing and retaining critical skills in key readiness areas, such as
aircraft maintenance, and rated aviation. In addition, the Air Force continues to pursue force
structure divestiture to repurpose manpower accordingly to mitigate critical shortfalls, manage
experience, and enable readiness as new aircraft and systems come on line. Delays in divestitureof entire platforms/weapon systems and associated support make these necessary modernization
changes.
The FY 2024 budget request increases Weapons System Sustainment (WSS, e.g. Depot
Maintenance, Contract Logistics Support, Sustaining Engineering, Technical Orders and such)and funds the overall portfolio to 87 percent of requirement. The FY 2024 WSS position balances
structural (long-term) and operational readiness (near-term) weapon system readiness withemphasis on capabilities supporting NDS priorities, priority aviation sustainment programs
including F-35, F-16, B-52, C-17, F-35, C-130J, KC-135, Distributed Common Ground Systems,
and Wide Area surveillance.
The Service is addressing operational training infrastructure (OTI) through targeted near-term
investment and a long-term funding strategy to upgrade both its live and synthetic training
infrastructure. In the FY 2024 budget, the Air Force invested in the operational infrastructure in
the INDOPACOM Theater to enhance operational readiness in efforts to counter our pacing
challenge. Development of the synthetic training environment infrastructure, focusing on the Joint
Simulation Environment (JSE), is necessary to train for the challenges of future combat
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operations. This funding will assist in upgrading critical training ability to outpace potential
adversary threat environments and improve training integration of 4th and 5th generation aircraft.
Additionally, the Nevada Test and Training Range (NTTR) and Joint Pacific Alaska Range
Complex (JPARC) are in the continual process of being modernized to emulate a peer adversary
environment. The Air Force hosts the following critical training exercises each year:
RED FLAG – ALASKA is a Pacific Air Forces (PACAF)-sponsored training exercise conducted
three to four times a year and features large force employment exercise scenarios. The focus isat the tactical level and the goal is to give aircrew and pilots the equivalent of their first ten combat
sorties. Units receive equivalent level of training whether they attend RED FLAG Nellis or Alaska.
RED FLAG – NELLIS is an Air Combat Command (ACC)-sponsored exercise and is the Air
Force’s premiere air-to-air combat training exercise, and participants include both United States
and allied nations’ combat air forces. The exercise provides aircrews the experience of multiple,
intensive air combat sorties in the safety of a training environment.
RED FLAG – RESCUE is an ACC-sponsored, 2 week Combat Search and Rescue (CSAR)
exercise. Detachment One, 414th Combat Training Squadron hosts this Personnel Recovery(PR) exercise through the United States Air Force Warfare Center. The missions are conducted
throughout Arizona and western New Mexico. The primary objective is to provide participants theopportunity to plan and employ together, executing multiple PR scenarios at the tactical level, withintegration up to the operational level.
GREEN FLAG (GF) – is a 2 week exercise held in conjunction with all Brigade Combat Team
(BCT) rotations at the Army’s National Training Center and Joint Readiness Training Center totrain aircrews, Battlefield Airmen, and BCTs in the planning, integration and execution of airpower
Close Air Support in support of Decisive Action campaigns. GF exercises are the only tactical
exercises that jointly train Combat Air Force (CAF) units with brigade-sized Army units in a realistic
scenario for the detailed integration required to effectively and safely conduct the joint counterland and counter-sea missions.
Figure 3.15. Historical and Planned Full-Spectrum Air Force Training Exercises
FY 2023 Planned
Exercise
FY 2022 Executed
FY 2024 Planned
RED FLAG ALASKA

3 executed of 3planned3

3

RED FLAG NELLIS

3 executed of 3planned3

3

RED FLAG RESCUE

2 executed of 3planned2

2

GREEN FLAG WEST

4 executed of 9planned8

8

Space Force Readiness
The FY 2024 increased budget enables the Space Force to enhance Guardian Readiness, toaccelerate a pivot to resilient capabilities for today’s contested space domain, and to ensure
critical services for joint and allied warfighters.
The threat environment in space is changing rapidly; anti-satellites weapon capabilities havemade a resurgence in the past decade, with a number of different Russian military “Cosmos”
satellites believed to be designed to kinetically kill satellites in low Earth orbit. China, in themeantime, is exploring technologies like the robotic arm on the Shijian-17, something which could
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be used by a future system for grappling another satellite. These examples, as well as manyothers necessitate advanced training and increased readiness for the Space Force. In support ofthe 2022 NDS, Guardians continue to evolve their training to ensure they can defeat realistic
threats and ensure joint force advantage versus potential adversaries. Equipped with a lean andagile end strength of 9,400, the Space Force is implementing a new Space Force Generation(SPACEFORGEN) model that optimizes our ability to present ready Guardians and spacecapabilities. Investment into Space Training and Readiness Command (STARCOM) enables
modernized operational training infrastructures to include developing live, virtual, and constructedenvironments where Guardians can train against a professional, doctrinally sound, and threatrepresentative aggressor force. The National Space Test and Training Complex (NSTTC), a coreelement of the Space Force’s Operational Test and Training Infrastructure (OTTI), is foundational
to implementing and evaluating space warfighting requirements. The NSTTC and OTTI will aid
in space capability development and testing in an operationally realistic environment, andincrease lethality through development of tactics, techniques, and procedures. Specificinvestments that improve operational readiness include the following: the Space Test and Training
Range (STTR) which provides infrastructure, environment, and range control for weapon systems
training and joint exercises; the Standard Space Trainer (SST) which provides space simulatorsfor 17 space weapon systems; simulators that support multi-domain Flag-exercises/training
events to facilitate space warfighter training; and the stand-up of the STARCOM, which provides
manpower, contract support, equipment, and facilities to conduct advanced training and readinessexercises.
The Space Force provides support to 27 exercises including both Service and joint events andwill add two more service-specific exercises focused on Space Domain warfighting concepts.
Polaris Hammer is a Space C2 exercise to evaluate Space Operations Command (SpOC)
authorities, C2 roles and responsibilities, lines of effort across multiple agencies, and assess gaps
in SpOC personnel preparedness, effectiveness and training. Large scale, joint and coalition
integrated exercises provide an opportunity to assess and determine the Service’s ability togenerate, present, and sustain combat ready space forces to Combatant Commands in acontested, degraded, and operationally limited space environment. Two primary Space Forceexercises include SPACE FLAG and POLARIS HAMMER:SPACE FLAG – Space Force’s sole large-force employment exercise, focused exclusively on
gaining and maintaining space superiority. One out of the three iterations of SPACE FLAG is anannual coalition exercise which includes participants from Australia, Canada, Great Britain, andthe U.S. It provides tactical space forces with realistic, threat-based training to enhance theirability to analyze and respond to current and future threats around the globe within a broader
warfighting context.
POLARIS HAMMER - An exercise that evaluates SpOC authorities, C2 roles and responsibilities,
and lines of effort across multiple agencies, and assessing gaps in SpOC personnel
preparedness, effectiveness and training.
An additional aspect of readiness is the Space Force’s investment into a Force Design approachto delivering new capabilities. Capabilities on-orbit today were not designed for a warfighting
domain; therefore, the Space Force is investing in resilient architectures designed for a contested
space domain. Through the Space Warfighting Analysis Center (SWAC), the Space Force isutilizing a cost-conscious, threat-informed, data-driven force design process to deliver a series ofrobust space architecture designs that advance joint force capabilities. These analytic efforts inconjunction with inputs from stakeholders across the Department of Defense, the Intelligence
Community, and our allies and partners help shape future requirement strategies to ensure theService invests in the right capabilities to effectively and efficiently meet future needs. Based on
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the ever-changing environment of the space domain, force design analysis hinges on detailed
threat information. The Space Force derives this information from the National Space Intelligence
Center (NSIC) which articulates threats and provides updates, assessments of adversarycapabilities and intent in the space domain.
Another area of focus for Space Force readiness is the ability to deliver critical services to Joint
warfighters. Support to warfighters via Satellite Communications (SATCOM) downrange is aparamount responsibility of the Space Force. The Space Force is continuing development efforts
on future disaggregated strategic and tactical SATCOM systems to meet emerging threats in the2030s timeframe. Key aspect of readiness include integration with international partners,
commercial SATCOM, and various acquisition pathways to rapidly deliver capability. Various
investments are being made to the following programs in order to continue to deliver capability inthe event of conflict: Protected Tactical SATCOM (PTS); Protected Tactical Enterprise Service(PTES); Mobile User Objective System (MUOS); Commercial SATCOM (COMSATCOM)
Integration (develop tools to operate SATCOM as a single, hybrid enterprise); Wideband Global
SATCOM (WGS); and Polar SATCOM.
This year’s budget request highlights specific modernization efforts to improve the resiliency of
Global Positioning System (GPS). Commercial, civil, allied, partner, and military users dependon assured positioning, navigation, and timing systems for precise and accurate geolocation,navigation, and time reference services. These capabilities are mission-essential for virtually
every modern weapon system. Specific enhancements include increased anti-jamming
performance, upgrades to the military user equipment, and advanced cyber protection for the
ground operating systems.
Finally, the Enterprise Ground Services (EGS) program, which provides cyber-secure tacticalcommand and control (C2) services, using open standards and a common platform to transition
away from legacy stove-piped ground systems. The EGS continuously delivers enterprise-widetactical C2 services, that when integrated with mission specific capabilities, will fully enablewarfighting effects.
All of these capabilities are supported by an infrastructure that supports over 50 weapon systems
via the Space Force Weapon Systems Sustainment (SWSS) and Facility Sustainment,
Restoration, and Modernization (FSRM). The Space Force is prioritizing these effort to ensure
optimized readiness across all aspects of the Space Force portfolio.
Figure 3.16. FY 2024 Key Space Force Readiness Investments
Space ForceFY 2022
FY 2023

FY 2024

8,061

8,600

9,400

$1.2B

$1.3B

$1.9B

Space System Sustainment

$1.4B

$1.6B

$1.4B

4

$0.2B

$0.3B

$0.7B

End Strength
Space Operations

2
3

Infrastructure1

Total Active end strength; FY 2022 Actual, FY 2023 Projected, and FY 2024 Requested end strength2.
Space Operations SAGs: 012A, 013A, 013C
3
Space System Sustainment SAGs: 013M, 013W
4
Infrastructure SAG: 013R

United States Special Operations Command (USSOCOM) Readiness
The FY 2024 budget request invests in USSOCOM readiness and supports the National Security
priorities by ensuring U.S. Special Operations Forces (SOF) are prepared to execute operations
with the Joint Force, conduct counterterrorism (CT) and Counter Violent Extremist Organization
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Overview – FY 2024 Defense Budget(C-VEO) operations, serve as the Coordinating Authority for Countering Weapons of Mass
Destruction, conduct internet-based Military Information Support Operations (MISO), competewith strategic adversaries below the level of armed conflict, and conduct global crisis response
missions. Further, the FY 2024 budget request supports USSOCOM's ability to meet the
Secretary of Defense's FY 2024 Directed Readiness Tables.
Overall, SOF maintains a relatively stable readiness posture while simultaneously modernizing
the force and maintaining a persistent global presence. In the FY 2024 budget, USSOCOM
continues to focus on three core challenges: 1) balancing demands on SOF readiness for dayto-day operations, major contingency operations, and crisis response missions; 2) closing gaps
and sustaining Service support to SOF; and 3) mitigating risks in near and long-term readiness.
The FY 2024 budget request provides USSOCOM with sufficient funding to address thesechallenges. The USSOCOM continues to rely heavily on the Services for materiel, logistics, andinfrastructure support across the spectrum of operations.
The FY 2024 budget provides USSOCOM with the resources to pursue gains in areas withexisting or emerging readiness concerns. Specific investments include funding that: continues
the accelerated SOF fixed-wing aircraft conversion to an entirely A/MC-130J fleet to improvecapability and availability; modernizes SOF training ranges and simulators; enables full-spectrum
SOF-specific training events and exercises; expands training integration with the conventional
forces; sustains flying-hours for SOF fixed-wing and rotary-wing aircraft; invests in artificial
intelligence to increase the speed of processing, exploitation, and dissemination for ISR; andincreases support for the Preservation of the Force and Family program to maximize personnel
readiness
Figure 3.17. FY 2024 Key USSOCOM Readiness Investments1
USSOCOMFY 2022
FY 2023
2

FY 2024

Personnel

72,36673,92673,855Flying Hours$0.64B$0.62B$0.63B

Formal Training$0.42B$0.041B$0.42B

Exercises$0.08B$0.07B$0.08B

1

Funding reflects only a portion of what the Department considers core readiness spending in USSOCOM’s annual budget2
Total Personnel includes Active, Reserve, and National Guard end strength and authorized Civilian Full-Time Equivalents

The FY 2024 budget provides funding for SOF participation in support of CJCS-directed training
and priority exercises within every Geographic Combatant Commander's Area of Responsibility.
These funds are also provided for the execution of USSOCOM Component exercises to provide
training, validation, and certification of O-6 and above Joint SOF headquarters preparing to deploy
for named operations which are crucial to sustaining SOF readiness. The FY 2024 budget also
continues to sustain the USSOCOM Joint Combined Exchange Training program, which is crucial
to the Mission Essential Task List training and continued readiness of small U.S. SOF units totrain overseas with friendly foreign forces.
The FY 2024 budget request continues to invest in recapitalization efforts critical to rebuilding
SOF platform readiness and enhancing the capacity of certain high-demand, low-density force
elements to improve readiness. The budget request supports SOF transitioning to sustainable
Force Generation Models to meet DoD Deployment-to-Dwell goals while maintaining consistentforce offerings and utilization. These relatively small but crucial capacity enhancements include
expanded capabilities to reduce stress on SOF enablers, initiatives to improve SOF aviation
platform availability, as well as support ISR, force protection, direct action, cyber, and classified
units.
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An example of USSOCOM's approach to balancing modernization and readiness are SOF fixedwing aircraft for precision strike (AC-130 aircraft) and specialized air mobility (MC-130 aircraft).
Current challenges in these platforms are a combination of the relatively small inventory of theseaircraft, high day-to-day demand for current operations, and the ongoing recapitalization effort totransition aircraft to common J-model configurations. In FY 2023, USSOCOM will complete
transition to the AC-130J (30 aircraft) as the primary gunship platform and continues transition to
the MC-130J (59 aircraft) as the primary multi-mission platform; divestment of the AC-130H, AC130U, AC-130W, and MC-130H platforms is complete. The recapitalization effort is vital to
improving aircraft capabilities and availability. The FY 2024 budget request enables USSOCOM
to continue an accelerated pace of model conversions that is critical to improving the readinessof these aircraft and mitigating second order impacts on aircrew readiness.
Joint Training Capabilities
Rapid technological advancement and threat evolution continue to outpace training
modernization, widening the gap between how the Joint Force trains and how it will fight. To
maintain decisive military advantage over peer adversaries in multi-domain operations, the DoD
is changing its approach to developing training capabilities by elevating the priority of training
investment, reforming business practices, and seeking commonality and interoperability. The
framework for this change is the Secretary’s Joint Operational Training Infrastructure (JOTI)
Strategy. Selected training initiatives in the FY 2024 President’s Budget include:

Joint Integrated Training Center (JITC)

The JITC is a government-owned center that fills the air combat training lag and fidelity gaps bycreating a facility that runs on the single Joint Simulation Environment (JSE). The JITC includes
simulator bays of tier one assets (F-35, F-22, Next Generation Air Dominance (NGAD), EA-18G,
B-21, E-7, E-2D, AEGIS, Patriot, THAAD, HIMARS, Space, and Cyber) within its building tominimize lag. Full operational capacity of the JITC will offer a path for tier one operators to train
in an all-domain pacing threat scenario that is not offered by any other technology or facility. Froma workforce management perspective, co-locating joint force trainees in the same facility for aweek or more creates a learning environment that does not exist across a distributed exercise.
Pacific Maritime Training and Experimentation Capability (PMTEC)

The PMTEC will provide the ability to train the Joint Force and allies and partners via linkages
between ranges. PMTEC will form the world’s largest fully instrumented coalition range systemwith the most advanced capabilities for virtualization, simulation, and operational rehearsal overlong distances via integrated Joint Live, Virtual and Constructive (JLVC) training.
Joint Live, Virtual and Constructive (JLVC) Modernization and Integration

JLVC provides the Combatant Commands and the Services a fully integrated environment
enabling the warfighter to plan, train, and fight as a Joint and Coalition force. JLVC modernizationand integration is required to enable the JOTI Strategy’s goals and objectives; to implement the
Joint Warfighting Concept; and to provide the joint enabling architecture that will complement
USINDOPACOM’s PMTEC Live Range integration effort.
Persistent Cyber Training Environment (PCTE)The PCTE will be the Department’s primary source of Cyberspace Operations training andcertification. By the end of Phase II (FY 2024-2028), PCTE will support end-to-end (individual-tocollective) training for the full range of cyberspace forces, both Cyberspace Operations Forces(COF) and non-COF. The PCTE platform provides a competitive edge over our adversaries and
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has the ability to deliver those same advantages to allies and partners. Providing expanded
access to the PCTE gives Combatant Commands a means to meet their Theater Security
Cooperation goals and facilitates National Guard cooperation with State Partnership Program
nations.
Joint Training, Exercise, and Evaluation Program (JTEEP)The JTEEP is an evolution of the earlier Combatant Command Exercise Engagement andTraining Transformation program (CE2T2). The JTEEP is the Department’s primary way toprepare U.S. forces for globally integrated joint and combined operations across the competition
continuum. It provides resources to Combatant Commands (CCMDs) and Military Departments
to enable individual and collective training of U.S. forces to improve joint readiness, prepare forhigh-end joint warfighting, and support day-to-day campaigning activities. The program requests$701.1 million for FY 2024 to support these basic endeavors.
The CCMDs use JTEEP funding for both warfighting preparedness and day-to-day competition.
By paying for the planning and execution of exercises, transportation of personnel and equipment,
and incremental costs incurred by the Services to participate in CCMD exercises, JTEEP enables
over 100 major CCMD exercises annually that prepare U.S. forces to execute operational plans,
train the CCMD staffs in demanding and realistic environments, provide presence and regional
expertise for U.S. allies and partners, and build relationships and trust. JTEEP also includes
Exercise-Related Construction (ERC) funding to build exercise related infrastructure needed by
U.S. forces participating in joint exercises. Selected major exercises for FY 2024 include:

U.S. Africa Command (USAFRICOM): AFRICAN LION is the Combatant Commander’s(CCDR) #1 priority exercise. It is an AFRICOM-led Tier 1 annual exercise building
readiness and driving Joint Force Commander and Component headquarters staff andleader training for regional crises and Global Competition. This exercise culminates in ajoint combined all-domain exercise to counter malign activity in North Africa and Southern
Europe while increasing interoperability



U.S. Central Command (USCENTCOM): INTERNAL LOOK is a HQ and Service
Component Battle Staff exercise with Allies and Interagency partners. It is conducted asa Tier 1 Command Post Exercise (CPX) to rehearse crisis action planning and execution
processes, rehearse, and refine the HQ USCENTCOM Joint Battle Command System toensure maximum readiness to operate against designated operational plans in a transregional, all-domain, multi-functional operating environment.



U.S. Cyber Command (USCYBERCOM): CYBER LIGHTNING (CL) is USCYBERCOM'spremier Tier-1 exercise, which focuses on the strategic to operational threshold andcenters on training the CCMD headquarters and Component Staffs. This exercise focuseson the command's global cyberspace coordination role and mission to combat peer
adversaries to improve cyberspace operations as a key component of our nation’s ability
to sustain Joint Force military advantages, both globally and in key regions.



U.S. European Command (USEUCOM): AUSTERE CHALLENGE is an annual Tier 1
CPX that, in FY24, exercises USEUCOM and adjacent CCMD staffs, along with elementsof Allied Command Operations, to train Global Integration and increase interoperability
with NATO. ASTRAL KNIGHT is an annual capstone exercise incorporating Integrated Air
and Missile Defense (IAMD) sensor, shooter, and Command and Control Architecture
Theater wide from the tactical to operational levels and includes partners and allies.



U.S. Indo-Pacific Command (USINDOPACOM): VALIANT SHIELD is a two-week long,
unilateral, joint field training exercise conducted in Guam and its surrounding seas. It

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features joint operations of large- scale air and naval forces supported by ground forces
against all-domain, near peer adversaries. Its purpose is to ensure joint tactical warfighting
readiness and serve as a venue for joint experimentation and innovation. Total combined
participation is approximately 15,000 personnel and over 30 ships and 120 aircraft.


U.S. Northern Command (USNORTHCOM) and North American Aerospace Defense
Command (NORAD) (N&NC): VIGILANT SHIELD is an annual Tier 1 exercise conducted
as a CPX that includes select integrated FTX venues designed to train NNC HQ, NORAD
Regions, USNORTHCOM components and subordinates in Homeland Defense
processes. It provides the opportunity to exercise wartime operations in support ofhomeland defense joint mission essential tasks; and may be conducted with other
CCMDCCMD and Joint Staff exercises that have similar scenarios to maximize thetraining opportunity.



U.S. Southern Command (USSOUTHCOM): PANAMAX is an operational exercise
focused on security of the Panama Canal that trains U.S. and partner nation (PN)
forces/staffs in countering threats across all domains to include cyberspace, and space in
a complex multinational environment. TRADEWINDS and CENTAM GUARDIAN focus
on Security and Humanitarian Assistance/Disaster response training in the Caribbean andCentral American Regions. These multinational exercises bring together the U.S. military,with interagency and international partners to build readiness, resiliency, andinteroperability UNITAS and RESOLUTE SENTINEL are South American-focused
exercises that allow the U.S. military to train in contested environments.



U.S. Space Command (USSPACECOM): Annual CCMD exercises will validate command
readiness and set a path towards Full Operational Capability. The command will conduct
an annual Tier-1 level exercise (official name forthcoming) alternating linkages annually
between USINDOPACOM's and USEUCOM's Tier 1 exercise.
Concurrently, thecommand continues to build supporting relationships to all the CCMDs, Allies, andpartners through joint space training and space scenario development USSPACECOM isfully nested within the Large-Scale Global Exercise concept.



U.S. Special Operations Command (USSOCOM): USSOCOM has six CCMD exercise
programs consisting of 20 exercise rotations planned in FY 2024, focuses on predeployment joint combined arms warfighting and readiness by synchronizing SOF,
conventional force, Interagency, and other efforts within multi-domain, multi-functional,
SOF-led training environments. USSOCOM’s exercise program also prepares SOF to
respond early and precisely to execute a wide range of global missions and advancestrategic competition by leveraging SOF’s unique capabilities to exploit opportunities,
conduct integrated campaigning, expand the competitive space below armed conflict, andprepare for large scale combat operations should deterrence and competition fail.



U.S. Strategic Command (USSTRATCOM): GLOBAL THUNDER is an annual exercise
providing training opportunities to assess USSTRATCOM mission areas and operational
readiness. This exercise employs global operations in coordination with other CCMDs,
Services, appropriate U.S. government agencies, and allies to deter, and, if necessary,
provide a decisive response to strategic attacks against the United States and its allies.



U.S. Transportation Command (USTRANSCOM): TURBO CHALLENGE (TC), a Tier 1
Command Post Exercise, focuses on senior leader decision-making and battle-staff action
underpinning USTRANSCOM’s capability to conduct Joint Deployment and Distribution
Enterprise (JDDE) operations to meet wartime contingency or natural disasterrequirements.

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Large Scale Global Exercise 24 (LSGE): The LSGE 24 is a Secretary and Chairman of
the Joint Chiefs of Staff priority exercise that will link multiple CCMDs with allies andpartners to exercise warfighting plans on a global scale. LSGE 24 will be led by
USEUCOM as the coordinating authority. The exercise will stress the integration of
joint/combined major force elements to conduct Joint All Domain Operations acrossmultiple echelons of command and control against a peer adversary. Development andintegration of live, virtual, and constructive training capabilities will be required to executethe LSGE and close Department wide joint operational training gaps.

The Secretaries of the Military Departments use JTEEP funding to increase readiness andexpand the joint context of Military Service-specific exercises and training events that
include globally integrated joint and combined operations across the spectrum of conflict
where all domains of warfare are contested. They also leverage the program to develop
innovative ways to increase training effectiveness of Military Service-specific training
events and exercises. The program enables the Services to provide joint capable units to
the CCMDs. The major elements of the Service activities funded by the program include:

The Joint National Training Capability (JNTC) program advances joint capabilities andinteroperability by concentrating on emerging joint training requirements through collective
training experiences using a managed set of globally distributed capabilities and activities.
The program resources Service, USSOCOM and JS J7 joint training and enabling
capabilities to improve interoperability and realism of tactical and operational joint training

The Joint Training Coordination Program (JTCP) enables the Services and U.S. Special
Operations Command to participate in the exercises of the other Services, supporting
development of skills and cross-Service familiarity to operate in a joint environment.

Both the CCMDs and Military Departments benefit from the Joint Training Enablers thatprovide enterprise-level capabilities for modeling and simulation (M&S) support,
networking infrastructure, and individual and collective training, and exercise expertise.
The major enablers the program funds include:Global Joint Training Infrastructure (GJTI) provides modeling and simulation of C4I
systems as well as network, data, and event support.



JLVC Modernization enhances and integrates Joint and Service LVC capabilities into theexisting GJTI to directly address critical operational training gaps and enable the force totrain to and advance future joint warfighting concepts and capabilities.



Operational Support to Joint Training conducts Joint National Training Capability (JNTC)
accreditation for Service and USSOCOM training programs and certifies sites.



Joint Enterprise Enduring Training Enablers provides replication of low-density, highdemand capabilities to Service training events.



USSOCOM's Joint Combined Exchange Training (JCET) program conducts overseas,
combined training events whose primary purpose is to prepare newly trained U.S. SOF tooperate in regionally focused operational environments, thereby developing skillsets toprovide tactical level expertise while supporting strategic level objectives. JCETs
exponentially increase the readiness level of SOF teams to support Large Scale Combat
Operations due to the intense focus on country studies, target analysis, language andculture familiarity, and regional expertise in the physical and human terrain. JCETs also
support integrated deterrence as a tool to engage Allies and partners in key terrain andcountries that may not otherwise allow an enduring U.S. presence.

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Joint Knowledge Online (JKO) develops and delivers content and tools, used by over 2
million personnel, to increase joint context and generate ready forces. JKO is a distributed
learning platform that provides global access to web-based training and education tools,
and content for responsive, just-in-time individual and staff training opportunities.



Joint Functional Schools provide individual joint skill training for key skills necessary for
the U.S. Forces to conduct joint, global, multi-domain, and integrated operations, including
the Joint Deployment Training, Joint Targeting School, and Joint Interoperability and Data
Link Training Center.

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4. BUILDING ENDURING ADVANTAGES
Sections

INTRODUCTION

The 2022 National Defense Strategy calls for  Introductionchanges to how the Department produces and Taking Care of Our People
manages military capability by laying out“Building Enduring Advantages” as a  Transform the Foundation of the Future
Forcecomplementary approach to “Integrated
Deterrence” and “Dynamic Campaigning”. This
 Making the Right Technology
approach calls for investments in theInvestments
Department’s total force—recognizing that the
Department needs to attract and recruit talent to  Adapt and Fortify Our Defense
Ecosystem
enhance the future workforce, as well as todevelop, train, and promote the workforce it has.  Strengthen Resilience and Adaptability
This effort begins by cultivating the workforce
that we need, investing in our most critical asset,
our people. The Budget provides a 5.2 percent pay raise for both our civilian and military
personnel, support recruiting efforts by funding the necessary and critical expansion of the Joint
marketing and advertising capabilities, invest in universal pre-kindergarten, and ensure continued
investment in childcare, spouse employment and other force multipliers.
The Department’s Strategic Management Plan (SMP) articulates the NDS approach for Building
Enduring Advantages around five key strategic priorities:

Taking care of our people and cultivating the workforce we needTransforming the Foundation of the Future Force

Making the right technology investments

Strengthening the resilience and adaptability of our defense ecosystemAddressing institutional management priorities

For each of these priorities, the SMP also articulates specific strategic objectives associated toperformance goals and targets, providing the Department with a strategic framework to informoversight. As the Department resources these priorities in the FY 2024 budget and continues
implementation of the Building Enduring Advantages approach, the Department will closely track
implementation of the SMP strategic framework using “Pulse”, the Department’s authoritative
performance management executive analytics dashboard that leverages big data and analytics
tools in ADVANA.
Transforming the foundation of the future force implies overhauling the Department's force
development, design, and business management practices, investing in cutting-edge
technologies, interoperability, and cost-effectiveness over the longer term, and strengthening
efforts to withstand, recover, and reconstitute the force in a conflict or other contingency, as well
as rewarding rapid experimentation, acquisition, and fielding. It also requires divestment fromsystems that are less relevant to advancing the current force planning guidance, and to support
more relevant modernization efforts in the force and the Defense Industrial Base that supportsthat force. By strategically divesting vulnerable platforms and systems that can no longer beaffordably modernized or maintained, investing in and enhancing the workforce, workforce
management, and business management processes, and by prioritizing investments thatmodernize or grow flexibility for the future, the Department gains advantages that, over time, will
make the Department more flexible, more responsive, and ultimately more capable.
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Building enduring advantages means that the Department must also continue to innovate andmodernize, enabling technical breakthroughs and integrating emerging technologies tostrengthen national security and enhance defense capabilities. Of the $145.0 billion that we areinvesting in Research, Development, Test and Evaluation (RDT&E), our largest request ever,$17.8 billion is dedicated to science and technology. Within these categories, we will makesignificant investments in maturing artificial intelligence and FutureG/5G programs.
Achieving an enduring advantage also requires investments in the Nation's defense industrialbase. In line with our strategy, the Department will focus on key industrial base sectors such as
microelectronics; casting and forging; batteries and energy storage; kinetic capabilities; andstrategic and critical minerals and materials. The budget request makes significant investments
in all these areas to create more resilient and secure supply chains.
Climate change is transforming the context in which we operate. Our climate-related investments
will improve readiness and decrease demands on the Joint Force – vital to maintaining an
enduring advantage. We invest more than $5 billion to enhance combat capability and resilience,
mitigate risk, and deploy new technologies that keep the force on the cutting edge.

TAKING CARE OF OUR PEOPLE
The Department of Defense (DoD) Workforce: (Military — Active, Reserve, and National Guard— and Civilian personnel) is the foundation of the Department and constitutes its most valued
asset. As such, DoD personnel must have the full support of the Nation to ensure the DoD
successfully accomplishes the foundational mission of defending the United States. That means
the DoD must have the right manpower and human capital resources in the right places, at theright time, at the right levels, and with the right skills to provide for the Nation’s defense, while
simultaneously being good stewards of taxpayers’ dollars. Recruiting, developing, and retaininga highly skilled military and civilian workforce of diverse talent is essential for warfighting success.
The budget submission is designed to strengthen the ability to achieve a Total Force reflective of
the vast diversity and talents of our Nation, and ensure the Department is prepared to provide theforces needed to deter war and keep the Nation secure. We must invest in human capital
initiatives to compete for, hire, develop, and retain highly skilled experts in the ever-changing
talent acquisition landscape.
The FY 2024 budget request will diversify and dynamically shape the mix of skills and expertisein the workforce to meet mission needs in a cost-effective manner now and in the future.
The Secretary of Defense has identified Taking
Care of People as one of his top priorities. Only
with the right people and constructive, inclusive
workplace practices will we be able to cultivate
the workforce we need. The FY 2024 budget
request and investments we are making will help
us recruit, train, develop, and retain a skilled
defense workforce capable to addressing a
myriad of national security challenges in a highly
complicated and technologically evolving global
environment. To do this, the Department iscommitted to providing a competitive compensation package for those individuals willing to serve
their country. Recognizing the importance of the Total Force, the FY 2024 budget includes a
5.2 percent pay raise for both military and civilian personnel. This commitment is built into the
FY 2024 budget request and is demonstrated by the number of initiatives and programs to support
Service members’ professional development and take care of them and their families. This
includes the significant efforts the Department undertakes to professionally educate its personnel
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to make them more effective at performing their duties while in uniform and improve their ability
to thrive after they re-enter civilian life. The Department is equally committed to strengthening its
career skills programs to support mission readiness and the successful transition of Service
members to civilian life through opportunities such as off-duty voluntary education, credentialing
programs, registered apprenticeships, and SkillBridge. These programs ensure Service
members can better plan their career development, build upon their skills, and receive credit thattranslates into their military and post-military careers. DoD is committed to validating these skills
and abilities against external standards.
5.2 percent military and civilian pay raise - the largest increase in decades
The Department also remains dedicated to ensuring the health and safety of its personnel, which
requires an enduring culture of safety with overarching safety governance supported by regularand consistent reporting. The FY 2024 budget includes resourcing of requirements based on the2020 National Commission on Military Aviation Safety to establish and implement uniform safety
data collection standards and processes for improved reporting and analysis in support of mishap
prevention activities.
Ensuring participation of a diverse workforce also demands investments in attracting diverse
talents to meet our critical operational mission needs for the 21st Century to fill our mostdemanding science, technology, engineering, and mathematics (STEM) priorities. Emphasis on
expanding partnerships with Historically Black Colleges and Universities and Minority Servicing
Institutions is focused on leveraging directing hiring authorities and internship opportunities withstudents and graduates who come from these institutions.
Additionally, the Department is providing support to recruiting by expanding marketing andadvertising capabilities by funding youth-focused joint marketing efforts to grow consideration for
military service among those who likely have never considered service. The Department is also
initiating targeted campaigns towards influencers of underrepresented youth designed to garnersupport from key influencers to remove potential barriers for proposed youth and to foster
consideration for serving among the broader youth market.
Expanding capacity and access to childcare also remains a top priority. The FY 2024 budget
request supports care for children at either on-base child development centers or through offbase childcare fee assistance programs, and further extends income-based fee assistanceprograms to DoD civilian families. A substantial investment in child development center facilities
is included in this request. The FY 2024 budget request includes additional support for publicprivate partnerships to increase childcare capacity in high demand, low-capacity areas. The
budget also includes funding to expand access to pre-kindergarten programs at all DoDEA
domestic and overseas locations.

The most important investments are those made in the extraordinary AllVolunteer Force of the Army, Marine Corps, Navy, Air Force, Space Force,
Coast Guard—together with our Department of Defense civilian workforce.
- National Security Strategy

Military Compensation
Comprising roughly one-third of the DoD budget, military pay and benefits, to include healthcare,housing allowances, DoD schools, commissaries, child-care, and a myriad of military family
support programs are, and will likely continue to be, the single largest expense category for the
Department. People are the Department’s most valuable asset, and these investments are
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Overview – FY 2024 Defense Budget
necessary if we are to maintain our competitive advantage. Providing a robust pay and benefits
package is essential and must be sustained to ensure the best warfighters are available to defend
the Nation.
Military pay and benefits funding grows by morethan $6.4 billion over the FY 2023 enacted level.
This increase includes funding for a 5.2 percent
military pay raise, which builds on last year’s
4.6 percent increase and is key to retaining thebest of today’s force as we create newopportunities for advancement that drive
promotion and retention for tomorrow’s total
force. The FY 2024 Total Force end strength will
increase by 12,400 from the currently projected
FY 2023 levels. This slight increase accounts forthe recruiting challenges the Department is currently experiencing. The Department is prioritizing
various initiatives to address recruiting challenges; such as the annual basic pay raise proposal.
The FY 2024 budget requests funding for a full range of compensation programs, including
monthly special and incentive pays. Not only will the Department be utilizing monetary benefits
for Service members but will take on initiatives to expand the applicant pool for recruits andimprove marketing efforts incentivizing individuals to join the military.
Strengthening Economic Security in the Force
Economic security of Service members and military families is critical to mission readiness and apriority for the Secretary of Defense. Military compensation must remain competitive with theprivate sector, and the FY 2024 budget request addresses the high stress and demands on theforce, the current tight labor market, and the historic inflation affecting our Service members.
Actions taken across the Department include increased basic allowance for subsistence;increased access to healthy food; improved financial resources; reduced stigma and increased
awareness of resources; and expanded data.
The Department is implementing solutions to aid those in need. The budget includes funding for
the Secretary’s Taking Care of People Initiatives, specifically enhancing allowances that will makemoves easier. These enhancements will help to address the costs that can strain budgets andcause financial uncertainly during frequent moves. Specifically, in the permanent change ofstation (PCS) program, the Department has increased Dislocation Allowances for our most juniorenlisted members (E-1s through E-6s) and shifted the payment forward, ensuring Service
members have access to funds one month prior to their move. In addition, the standard time
limitation for Temporary Lodging Expenses has been increased by 40 percent allowing Service
members additional time to transition between locations when moving.
The Department is also reviewing overseas tour lengths and extending prescribed tour lengths,
where feasible. The Department prioritized the development of the policy and implemented the
Basic Needs Allowance, enacted in the FY 2022 NDAA, in January 2023 and is fully funding theenhanced benefit enacted in the FY 2023 NDAA. Furthermore, to help secure affordable basic
needs, Secretary Austin directed temporary increases in Basic Allowance for Housing (BAH) rates
for 28 Military Housing Areas that experienced an average of more than 20 percent spike in rental
housing costs above 2022 BAH rates. The temporary BAH rate increases automatically went into
effect in October 2022 and were effective until the updated 2023 BAH rates were put into effect.
With the understanding that a military family's economic security is important not only to a Service
member’s well-being, but to command climate and mission readiness, the Military Departments
and Service leadership are taking action to educate leaders at all levels of command on how to
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identify Service members experiencing economic insecurity, and direct them, and their spouses,
to military and community resources. Department support in this area includes, among otherthings: financial assessments and counseling; improved access to and increased assistance withchildcare; education subsidies and employment support for spouses; and increased access tonutritious and affordable food options. All these efforts are designed to reduce stigma andincrease financial help seeking behaviors, and increase stability for Service members andfamilies. The Department created a web-based Economic Security toolkit for commanders andservice providers on Military OneSource to provide military leaders with existing resources andflexibilities to address housing availability, financial well-being and food security.
The Department is also working across the Federal government to build collaborations to identify
underlying issues. The Department is participating in a Federal interagency policy sub-committeesponsored by the White House Joining Forces’ initiative to review and promote resources that
address food insecurity in the military. Further analysis and data collection is ongoing to informthe Department’s efforts in this area, including a partnership with USDA. The actions taken todate are not intended to be all-inclusive. As the Department increases our knowledge of theunderlying issues that undermine economic security of the force, we will modify our response
accordingly.
Community Outreach and Engagement
The Junior Reserve Officers' Training Corps (JROTC) is a valuable youth development programemphasizing self-esteem, teamwork, and self-discipline in our secondary schools andcommunities nationwide. Students collaborate, reflect, and develop critical thinking skills whilelearning and applying competencies in real life. JROTC bridges civil-military relations, improves
perceptions of the Department of Defense, the values of public service and increases thepropensity to serve. The FY 2024 President’s Budget requests an additional $13 million to support
increased oversight and evaluation of the operation, administration, and effectiveness of theoverall JROTC program. These resources will allow the Department to achieve a 1:30 Service
oversight to school ratio directly supporting annual, in-person program evaluations and expand
the capacity for processing of Tier 1 with Child Care Investigation for Non-Sensitive Positions
which would contribute to the safety of all program participants.
DoD Civilians
The FY 2024 budget request supports a properly sized and highly capable civilian workforce thatis aligned to mission and, workload, and is shaped to reflect changes commensurate with the
Department’s military force structure. As critical enablers of our warfighters, DoD civilians servein a wide variety of roles and at various locations around the country and the globe. Civilians
perform functions in intelligence, equipment maintenance, medical care, family support, base
operating services, and other activities that directly support the military forces and theDepartment’s readiness. The DoD civilian workforce possesses capabilities, expertise, and skills
that directly impact DoD’s operational warfighting capabilities. The DoD continuously strives toimprove its ability to recruit, retain, develop and reward the civilian workforce in order to support
the warfighter and encourage innovative best practices throughout the armed forces.
The FY 2024 direct civilian pay and benefits budget increases by approximately $5.5 billion overthe FY 2023 enacted level. The budget supports a 5.2 percent pay raise, which will further DoD’s
efforts to meet talent challenges and remain competitive. Continued use of authorities forincentives, special pay rates, and workforce development programs remains crucial to growing
and ensuring the readiness of the workforce.
Our investments in the civilian workforce focus on the importance of federal employees as anelement of the Department’s Total Force, and the FY 2024 budget supports numerous efforts to
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Overview – FY 2024 Defense Budget
advance and strengthen this critical talent.


The Department continues to support strengthening national security workforce,
consistent with President’s National Security Memorandum (NSM-3), “Revitalizing
America’s Foreign Policy and National Security Workforce, Institutions, and Partnerships.”
The Department developed an agency action plan with specific actions to achieve NSM-3
goals, including to strengthen civilian recruitment and retention, and close critical skill
gaps.



The Department continues to prioritize efforts to strengthen talent management by
elevating governance and oversight to the Deputy Secretary of Defense level, developing
a broader program framework to incorporate all aspects of talent management, andappointing a DoD Chief Talent Management Officer. This position will lead development
and execution of talent acquisition and management strategies and work across the
Department to identify transformational changes across the entirety of talent management.



The Department continues efforts to build talent teams at the Enterprise- and Componentlevel as well as to strengthen assessment tools to better evaluate the proficiency of talentqualifications for competitive service positions.



In order to attract and retain employees with particular or superior qualifications or abilities,
the Department has identified resources to establish the DoD Workforce Incentive Fund($125 million, FY24-FY28), with a portion of these resources allocated for student loan
repayment incentives.



The Department will continue investments to promote and expand internship opportunities
to further support the use of entry and early career level recruitment programs. These
programs not only provide an avenue to bring in different perspectives, but also provide acontinuous pipeline of diverse talent.



To address timeliness in recruitment, the Department is collecting and analyzing bysegment hiring data to identify and improve process bottlenecks. The results will be used
to develop a capability that will capture enterprise level hiring by-segment insights andbehavior and allow opportunity to refine processes and gain efficiencies in the hiring
process.



The Department will continue the establishment and expansion of work role coding todefine needed critical talent beyond occupational series coding. DoD will continue to focus
on areas of priority to include digital and cyber and will transition to include engineeringand technological sciences.



The Department has increased funding to support childcare fee assistance for civilian
employees in the FY24 budget.

Every element of the Total Force brings unique strengths to the Department as a whole. Amongother things, civilian personnel provide organic skills and expertise, as well as institutional
continuity. Effective and appropriate use of civilians allows the Department to focus its Soldiers,
Sailors, Airmen, Marines, and Guardians on the tasks and functions that are truly military
essential—thereby enhancing the readiness and lethality of our warfighters. There is no “onesize-fits-all” aspect to the Total Force. Right-sizing the Department’s Total Force—including its
civilian workforce—can mean targeted growth in critical areas alongside reductions andefficiencies in others. Successfully executing the Department’s mission means having the righttalent and decisions regarding where reductions and growth need to occur; these decisions may
be different for each Defense Component.

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Overview – FY 2024 Defense Budget
The FY 2024 budget takes prudent, well-reasoned actions to shape the civilian workforce,
including targeted growth to support Administration and Department priorities. This includes
expanding and resourcing the cyber, digital, and innovation workforce by recruiting, upskilling,
reskilling, and retaining tech savvy civilian talent, training and fully funding an optimally sized
professional sexual harassment and assault prevention workforce, and expanding diversity,
equity, inclusion and accessibility initiatives. The Department estimates the number of civilian
Full-Time Equivalents (FTEs) (excluding Cemeteries and Foreign National Indirect Hires) will
increase by 0.4 percent, from approximately 791,505 in FY 2023 to 795,027 in FY 2024.
The Department’s talent management efforts continue to pursue options to narrow the talent gap
between defense strategy and emerging technologies. The FY 2024 budget supports these
efforts and ensures that strategic workforce planning and human capital management activities
support the Department’s need to shape a professional, agile, and ready civilian workforce that isready to meet mission-critical needs now, as well as emerging mission requirements of the future.
Figure 4.1 Civilian FTEs1/
FY 2023
Enacted

Program

FY 2024
RequestPercent
ChangeArmy

185,631

184,566

-0.6%

Navy

214,337

215,019+0.3%

Air Force

178,536

177,997-0.3%

Defense-Wide213,001

217,445+2.1%

Total DoD

791,505

795,027+0.4%

U.S. Direct Hires

773,793

777,785+0.5%Foreign Direct Hires

17,712

17,242-2.7%

Numbers may not add due to rounding
1/
Excludes Cemetery Expense and Foreign National Indirect Hire (FNIH) FTEs and includes FMS FTE allocation.

Building Resilience and Force Readiness“Our national security demands that the department be an institution thatreflects a culture of inclusion – where individuals are drawn to serve, arevalued, and can actively contribute to overall mission success.” “We will focus
our efforts on…removing barriers that limit our people from realizing their fullpotential as partners in the work of the DoD. We will never spare support forour people… ”- Deputy Secretary of Defense Kathleen H. Hicks, Remarks at DoD LGBTQ+ Pride Month Event, June 7, 2022

We enhance force readiness and develop the capabilities we need to protect America when we
fully embrace diversity of backgrounds, experiences, and thought. The Department will lead with
our values—building diversity, equity, and inclusion into everything we do.
Managing the Military Health System
The Military Health System (MHS) is one of America’s largest and most complex health careinstitutions. At the same time, it is the world’s preeminent military health care delivery operation.
The MHS saves lives on the battlefield, combats infectious disease globally, and provides healthservices to approximately 9.5 million beneficiaries composed of uniformed service members,
military retirees, and family members. To accomplish this multifaceted mission, the MHS
leverages its own facilities and relies on the private sector for additional capability and capacity.
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The MHS enables the National Defense Strategy by providing a Medically Ready Force, a Ready
Medical Force, and improving the health of all those entrusted to its care. Performing much morethan combat medicine, the MHS is a complex system that weaves together health care delivery,
medical education, public health, private sector partnerships, and cutting-edge medical researchand development.
Figure 4.2 Military Health Care Funding ($ in billions)
FY 2023
Enacted

ProgramDefense Health (DHP)
Military Personnel

1

FY 2024
Request
39.2

38.4

8.9

9.2

Military Construction

1

0.6

0.5

Health Care Accrual

2

9.7

10.6

Unified Medical Budget

58.4

58.7

Treasury Receipts for Current Medicare-Eligible
Retirees 3

11.9

12.1

Numbers may not add due to rounding
Funded in Military Personnel & Construction accounts.
Includes health care accrual contributions into the Medicare-Eligible Retiree Health Care Fund to provide for the future health carecosts of personnel currently serving on active duty – and their family members – when they retire.
3
Transfer receipts in the year of execution to support 2.5 million Medicare-eligible retirees and family members.
1
2

The MHS readiness mission spans a broad portfolio of operational requirements including combat
casualty care, disaster relief, global health engagement, and humanitarian assistance. Key
enablers of the system include the DoD medical school, the Uniformed Services University of the
Health Sciences (USUHS), plus a full spectrum of graduate medical education programs, robust
research capabilities and training platforms customized for all members of the diverse health careteam. The MHS ensures America’s active duty and reserve-component personnel are healthy sothey can complete their national security missions. Additionally, the MHS provides a platform forArmy, Navy, and Air Force medical professionals to ensure that all active and reserve medical
personnel in uniform are trained and ready to provide medical care in support of operational forces
around the world.

The MHS is one of America’s largest and most complex health careinstitutions, and the world’s preeminent military health care delivery operation.
With a $58.7 billion unified medical budget, the MHS saves lives on thebattlefield, combats infectious disease around the world, and cares for
9.5 million beneficiaries in one of the nation’s largest health benefit plans.
The Military Health Care Budget
The MHS delivers a comprehensive health care entitlement to 9.5 million beneficiaries comprisedof active military members and their families, military retirees and their families, dependent
survivors, and certain eligible Reserve Component members and their families. The funding andpersonnel to support the MHS’s mission is referred to as the Unified Medical Budget (UMB). The
Department’s investment to the UMB reflects its commitment to ensure the delivery of timely,
safe, and effective medical care to our beneficiaries.
The FY 2024 UMB request is $58.7 billion, up 0.5 percent from the FY 2023 enacted budget. The
difference between FY 2023 and FY 2024 within the DHP is driven predominantly by the removalof one-time congressional directed budget increases in the Defense Health Program’s Medical
Research, Development, Test and Evaluation portfolio. Within the Defense Health Program,
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Overview – FY 2024 Defense Budget$19.9 billion or 51 percent of the total request is for Private Sector Care supporting the provisionof the TRICARE benefit to the DoD beneficiary population. Finally, health care accruals increase
due to actuarial updates for actual claims experience and updates to other actuarial assumptions
as approved by the DoD Board of Actuaries.
The Department continues to pursue efforts focused on internal business process improvements
and structural changes at the Military Treatment Facilities to find greater efficiencies. We continue
the modernization of clinical and business processes, and streamlining internal operations to
support healthcare delivery in the direct care system.
COVID-19 Response
The Department acted boldly and quickly to support the Federal Government’s fight against the
COVID-19 pandemic and will continue to work with domestic and international partners to protect
the Nation from potential novel and deadly viruses of the future. In FY 2024, we anticipate COVID
costs to continue to come down, driving a reduction in the DHP budget in Direct Care and Private
Sector Care. The Department continues to invest in testing, genomic sequencing, and integrating
health information technology system to protect against and treat COVID-19 and prepare for new
variants, while applying lessons learned to prepare for future biological threats and other major
public health emergencies.
Continued Transformation of the MHS
The National Defense Authorization Acts (NDAAs) for FY 2017, FY 2019, and FY 2020 contained
language to drive a wide range of structural and management reforms within the MHS. These
adjustments have been catalysts for the transformation of the MHS into a more integrated systemof readiness and health. As we develop new ways of doing business, our commitment is to build
an improved system of military health. This system will continuously improve, ensuring successin supporting Service members that are fit to fight; medical professionals are ready to support
them in training and on the battlefield; and our great outcomes for all those who serve.
The MHS is laser-focused on three key areas of organizational reform:
1. integrated management of care provided in direct care and purchased care systems;
2. a reinvigorated approach to readiness within the direct care system; and3. optimizing the recruitment, education, training, and sustainment of talented and committed
service members with size, quality and composition to deliver care, anywhere, anytime insupport of our service members
The FY 2024 budget continues the MHS reform efforts underway by focusing on improving accessto services for our patients by better integrating the direct and purchased care systems.
Standardization will lead to improved safety and the availability of options for patients to moreeasily manage their health care. To date, we have built a system that has achieved the highest
battlefield survival rates in history, provided world-class health care for millions of beneficiaries,
remained at the global forefront of cutting-edge research and development, and built the strongest
and most extensive arsenal of military medical combat support capabilities on the planet. As of
October 1, 2022, all DoD Military Treatment Facilities (MTFs) fall under DHA authority, direction,and control under 20 Direct Reporting Markets, one Small Market and Stand-Alone MTF
Organization, and two OCONUS regions (Indo-Pacific and Europe).
In response to Section 741 of the NDAA for FY 2023, the FY 2024 President’s Budget suspends
planned clinical medical military end strength divestitures. The Department will use this directedpause to conduct an assessment of current military medical end strength to match operational
requirements and enable the MHS to increase the medical readiness of the force, as well as the
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readiness of our medical force. Following this assessment, the Department will submit a reportto the House and Senate Armed Services Committees that certifies the completion of acomprehensive review of the military medical manning and justification for any proposed changes
to the composition of the military medical end strength and the plan to address civilian backfill andpersistent civilian vacancies or risks associated with the planned reductions.
T-5 Managed Care Support Contracts
The T-5 managed care contracts are designed to improve military readiness, improve access tocare and provider network adequacy, and to better manage quality of health care. In addition,
new requirements improve patient referrals, create new clinical quality measures, and add newcustomer service requirements that enhance the delivery of care to beneficiaries.
On December 22, 2022, the Defense Health Agency (DHA) awarded two contracts to Humana
Government Business of Louisville, KY and TriWest Healthcare Alliance Corporation of Phoenix,
AZ to serve as the Managed Care Support Contractors for the fifth generation of TRICAREManaged Care Support (MCS) contracts, also known as “T-5.” T-5 seeks to improve health caredelivery, clinical quality, patient safety, and beneficiary health and experience while containing
costs for more than 9.6 million TRICARE beneficiaries. The West Region contract was protested
January 17, 2023. The start of healthcare delivery under the new contracts is expected mid-2024
following protest resolution.
Continued Deployment of the Electronic Health Record
DoD is deploying a new Electronic Health Record (EHR) system, along with the VA, U.S. Coast
Guard, and National Oceanic and Atmospheric Administration (NOAA), bolstering cybersecurity,and streamlining system capabilities from multiple legacy systems that are approaching end-oflife. The new EHR, which DoD refers to as MHS GENESIS, is being rolled out by the Program
Executive Office, Defense Healthcare Management Systems (PEO DHMS) to all MTFs inside andoutside the Continental United States, with functional support being provided by the MHS
Functional Champion and DHA Health Informatics (DHA-HI). When fully deployed, MHS
GENESIS will provide a single health record for service members, veterans, and their families.
As of February 2023, MHS GENESIS is approximately 75% deployed, with approximately
140,000 active users and reaches 6.1 million of 9.5 million beneficiaries. Deployment is on track
to conclude by the end of calendar year 2023. The U.S. Coast Guard has completed MHS
GENESIS deployment to all its ashore locations.
Strengthening Military Families
The Department, in alignment with major Administration and Secretary of Defense priorities suchas “Taking Care of our People” and “Joining Forces – Strengthening America’s Military Families”
will keep faith with military members and their families by continuing to provide military family
assistance through programs that include childcare, youth development and school liaisons,support for family members with special
needs, relocation assistance, non-medical
counseling, Morale, Welfare, and Recreation(MWR), spouse employment, and militaryfamily support programs.
The major initiatives to improve the quality-oflife of military members and their families aredesigned to mitigate the demands of military
life — especially the challenges of
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Overview – FY 2024 Defense Budget
deployments and frequent relocations. The Department continues to promote and support
spouse employment initiatives to include the noncompetitive military spouse employment
program and military spouse preference for relocating spouses of active-duty members.
Moreover, DoD is currently conducting an Army and Air Force military spouse overseas
employment pilot to improve military spouse hiring in the overseas environment. Additionally,
section 625 of NDAA FY 2022 allows DoD to implement a Direct Hire Authority for military
spouses at locations outside of the United States. The Spouse Education and Career
Opportunities program supports spouse educational and career development, recognizing thatspouses’ lives are disrupted when they relocate every few years with their service member. The
Department also established the Military Spouse Career Accelerator Pilot (MSCAP) to support
spouse employment. MSCAP will place military spouses into 12-week, paid fellowships acrossthe corporate landscape with a goal of transitioning from fellows to full-time employment. Military
OneSource, a 24/7 information and assistance service, links military members and their families
to resources and support, and provides nonmedical counseling to preemptively address stressful
situations. The MWR program provides much needed recreational and fitness resources for all
members of the family to promote overall wellbeing. These are just a few examples of the networkof support designed to ensure that military members can confidently attend to the larger Defense
mission, as the Department recognizes that family readiness is a key enabler to mission
readiness.
The FY 2024 budget request includes $10.2 billion for military family support programs. The$0.4 billion net increase from the FY 2023 enacted level for military family support programs isprimarily driven by increased funding for childcare either at installation-based Child Development
Programs or through community-based childcare fee assistance programs, access to universal
pre-kindergarten programs at DoDEA locations, and to continue support of the expanded Family
Advocacy Program intimate partner mission.
Figure 4.3 displays a summary of the Department’s FY 2024 budget request for these programs.
Key programs are:








Child Care and Youth Programs: Includes funding for child development programs, which
serve over 160,000 children, and youth and teen programs, which serve over 853,000
military-affiliated youth between the ages of 6 and 18.
Morale, Welfare, and Recreation programs: Includes funding for mission sustaining
programs such as fitness centers, libraries, and single service member programs;
voluntary education; and recreation programs such as outdoor recreation and auto skills
centers.
Warfighter and Family Services: Includes funding for family support centers, andnonmedical counseling support services for Active Duty, National Guard, and Reserve
members and their families.
Commissary: Includes funding for the Defense Commissary Agency to operate 236
commissary stores on military installations worldwide, employing a workforce of over
12,000 civilian employees and offering at least 25 percent savings to authorized patrons
compared to the local marketplace.
Department of Defense Education Activity (DoDEA) Schools: Includes funding to support
the education of students and expansion of universal pre-kindergarten.

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Figure 4.3 Military Family Support Programs ($ in billions)
ProgramChild Care and Youth Programs

FY 2022 Actual
1.7

FY 2023 Enacted
2.0

FY 2024 Request
2.1

Morale, Welfare and Recreation

1.8

1.9

2.1

Warfighter and Family Services

1.7

1.9

2.0

Commissary
DoDEA Schools (including Universal
Pre-K)
Total

1.2

1.4

1.4

2.5

2.5

2.6

9.0

9.8

10.2

Numbers may not add due to rounding

As the Department continues to reshape its forces for current and future missions, it is committed
to sustaining a balanced portfolio of family assistance programs that are fiscally sustainable andcontinue to promote service member and family readiness. The overall funding for family
assistance programs was determined strategically, based on the number of military members andfamilies served, but without degradation in the quality of the programs provided.
Military Housing Privatization

We remain profoundly committed to doing right by our military families, justas our military families remain profoundly committed to their loved ones andto the Nation that they all do so much to defend
Taking Care of our Service Members and their Families

Under the Military Housing Privatization Initiative (MHPI) legislation enacted in 1996, theDepartment has dramatically improved the quality of on-base housing in the U.S., addressing a$20 billion family housing maintenance backlog and achieving more than $32 billion in private
development by leveraging about $4 billion in DoD contributions. The Military Departments haveprivatized 99 percent (more than 200,000 units) of their U.S. family housing inventory, with
78 MHPI family housing projects currently in place across nearly 200 installations.1
Under the MHPI, the Military Departments conveyed their existing government family housing
units to competitively selected privatization entities (i.e., the MHPI housing projects). The MHPI
housing projects operate under long-term (typically 50-year) ground leases and associated legal
agreements with a Military Department, with most having one 25 -year option period. In return,the MHPI housing projects assumed responsibility for operation, maintenance, renovation,
construction, and replacement of the housing during the lease term, in accordance with the projectground lease. At present, MHPI housing projects constructed more than 80,000 new family
housing units and conducted major renovations of more than 50,000 units.
Despite these improvements, the Department has recognized that a lapse in oversight gave rise
to concerns in early FY 2019 about conditions in some privatized housing units. In response, theDepartment’s focus has been, and continues to be, on implementing actions to enhance the MHPI
program, consistent with our commitment to ensure MHPI housing projects provide safe, quality,
1

The Military Departments also have used the MHPI authorities for eight unaccompanied housing projects in the
U.S., to include seven projects that privatized about 4,700 apartment units (8.500 bed spaces) of unaccompanied
housing on seven installations, and one lodging project with more than 14,000 guest rooms across 40 Army
installations.
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well-maintained housing where our military members and their families will want and choose to
live. This includes implementing MHPI reforms enacted as part of the FY 2020 through FY 2023
National Defense Authorization Acts (NDAA), FY 2021, FY 2022, and FY 2023, including
requirements for a MHPI Tenant Bill of Rights, a universal lease, a uniform housing standard andinspections, and other elements - all impacting DoD’s oversight of the MHPI program and projects.
The Department was already working on several actions to address MHPI housing concerns andhas made significant progress implementing MHPI reforms set out in the FY 2020 - FY 2023
NDAAs. We have developed Department-wide privatized housing policies to reinforce andexpand our programmatic oversight over MHPI housing projects, with a focus on five key aspects
that include: 1) senior leader engagement to collaborate internally and with MHPI companies on
housing issues and necessary corrective actions; 2) rebuilding trust with military members andtheir families; 3) accountability at all levels within DoD and by MHPI companies to perform ouroversight as originally intended at the outset of housing privatization; 4) transparency and more
frequent communication with MHPI Tenants (i.e., military members and their families who residein MHPI housing); and 5) ensuring the long-term financial viability of the MHPI projects and MHPI
program.
Senior leaders are actively engaged to address MHPI
housing challenges, led by the Assistant Secretary of
Defense for Energy, Installations, and Environment,
who the Secretary of Defense designated as the
Department’s Chief Housing Officer (CHO) to oversee
all aspects of DoD housing, including privatized
housing, consistent with Section 2851a of Title 10,
United States Code (USC), as authorized by the
FY 2023 NDAA. The Department established a Deputy
Assistant Secretary of Defense for Housing in October
2020 to support execution of the CHO’s responsibilities.
Under the overall direction of the CHO, the Department has made significant progress
implementing actions to enhance the MHPI program, prioritizing our MHPI reform efforts onactions that will improve the tenant experience, rebuild tenant trust, and maintain MHPI housing
project financial viability. Our initial phase focused on implementing the MHPI Tenant Bill of
Rights, and the NDAA requirements imbedded in those rights, as a visible commitment to military
members and their families. On August 1, 2021, the DoD issued a revised Tenant Bill of Rightsthat includes all 18 Tenant Rights set out in section 2890 of title 10, USC (as authorized by the
FY 2020 NDAA as amended), expanding the version submitted to Congress in February 2020.
As Congress has recognized, applying many of the Tenant Rights at existing MHPI housing
projects requires voluntary agreement by the MHPI companies; the Department cannot
unilaterally change the terms of the complex, public-private partnerships that established the
MHPI housing projects. Nevertheless, as a result of our collaboration with the private-sector MHPI
companies that own and operate the MHPI housing projects, all 18 Tenant Rights are fully
available at all but three of the nearly 200 installations with privatized housing.
The remaining three installations provide 15 of the 18 Tenant Rights. While these three
installations do not yet provide the Tenant Rights for seven-year maintenance histories, dispute
resolution, or rent segregation, the MHPI projects on these installations remain fully compliant
with their MHPI project legal agreements with the Military Departments and associated state andlocal landlord requirements. The Department continues to seek voluntary agreement of theremaining three MHPI companies by working to resolve their remaining concerns and achieve full
implementation of all 18 Tenant Rights at their projects.

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The Tenant Bill of Rights is one of DoD’s most visible improvements to enhance the MHPI
program, rebuild trust, and reinvigorate DoD oversight, but the Department has implemented anumber of policies, guidance, and procedures to enhance the Department’s oversight of the MHPI
program, to include establishing quarterly programmatic reviews with each of the Military
Departments, uniform housing standards and inspection requirements, and improved metrics togauge performance by the MHPI companies.
Further, the Military Departments have implemented measures to strengthen their oversight andhold MHPI companies accountable, to include: reinforcing installation commander responsibility
for day-to-day oversiight of housing quality and service provided by MHPI projects; improving
training at all levels of the organization; hiring more than 600 additional government housingrelated staff and establishing housing councils and resident advocates; reviewing project businesspractices to identify and pursue needed corrective actions; working with MHPI companies torevise project performance incentive fee metrics; establishing housing standards and inspection
requirements, to include installation inspection and approve of all MHPI housing units before eachchange of occupancy; improving communication with residents and the annual tenant satisfaction
survey; ensuring increased transparency and reporting of maintenance and repair work orders;revising project performance incentive fee metrics; establishing policies and procedures for healthhazard assessments and mitigation; and expanding MHPI project and program oversight at alllevels, under the leadership of the CHO.
Going forward, we will continue to prioritize implementation of key MHPI reforms that improve thesafety, quality, and maintenance of privatized housing. We also will continue to ensureaccountability at all levels within DoD and the MHPI companies as necessary to enforce
performance standards, deliver a positive living experience for Service members and theirfamilies, and ensure the long-term success of the MHPI projects and program. This includes
taking appropriate action to hold MHPI companies accountable for project performance, problems
with property management, or inappropriate business practices.
The FY 2024 budget request of $190.6 million supports a funding increase of $8 million fromFY 2023 enacted amount established for Military Housing Privatization Support. This funding
level will enable the Department’s continued enhanced oversight of MHPI housing consistent with
the FY 2020 through FY 2023 NDAA requirements, to include staff augmentation, improved
quality control measures, complaints database development and management, housing
inspections, and additional training and contract costs.
The DoD understands that family is important and honors the sacrifice that military members andtheir families make to serve our Nation. We recognize the environment where Service members
and their families live impacts their quality of life, their ability to do their jobs, and the Department's
ability to recruit and retain the force. We remain committed to the long-term success of the MHPI
program, and will continue to remain diligent in our oversight to ensure delivery of quality housing
and a positive living experience for military members and their families over the life of the projects.

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Ensure Accountable Leadership“I have been clear since my first full day as Secretary of Defense that we must
do more to eliminate sexual assault and sexual harassment from the ranks. I
stated from the outset that this is a leadership issue, and we will lead.” "At the
Department of Defense, combating sexual assault and sexual harassment in
the military is a high priority for [Secretary of Defense Lloyd J. Austin III] andme. Doing so not only ensures that our service members serve in a healthyorganizational climate -- which bolsters our readiness — but it is also the rightthing to do,"- Deputy Secretary of Defense Kathleen H. Hicks – Prerecorded remarks at the national Discussion on Sexual
Assault and Harassment at America’s Colleges, Universities and Service Commencing Academies – April 6,
2022 DoD Actions and Implementation to Address Sexual Assault and Sexual Harassment in the Military

The Department is committed to building a safe environment to serve. This includes fully
embracing a diversity of backgrounds, experience, and thought to build unity within the DoD. The
Department continues its efforts to eliminate sexual assault/harassment, extremism, anddiscrimination.
Sexual Assault/Harassment
The DoD aspires to be an employer of choice where all can contribute their individual capacities
and capability to the collective defense of our Nation. To realize that ideal, we remain committed
to eliminating sexual misconduct and other behaviors that have persisted for too long. Sexualassault and harassment are not only damaging to individual Service members, these behaviorsalso harm our military readiness and must be eradicated. The Total Force – active and reserve
Service members, and the civilian employees and contractors that support them – deserve towork in an inclusive culture built on dignity and respect. Ridding the Department of sexual assault
and harassment requires courage and commitment from leaders at all organizational levels.
Significant work is already in motion to staff, resource, and professionalize the response
workforce to advance victim care and access to resources. In addition, hiring is underway to build
a full-time workforce of over 2,500 dedicated prevention personnel. The FY 2024 President’s
Budget continues to fund implementation of the recommendations of the IRC. Examples of these
efforts include seminal changes to the military justice paradigm, establishment of an integrated
primary prevention workforce and enabling service members who experience sexual harassment
to access services from a sexual assault victim advocate. The Department has developed aPrevention Workforce Model, prevention workforce policy, and has provided training necessary
for credentialing the initial cohort of specialized prevention personnel, the centerpiece toestablishing a robust, integrated prevention system that defeats multiple harmful, readinessdetracting behaviors to include sexual assault and harassment, but also suicide, domestic andchild abuse, and other problematic behaviors.
Suicide Prevention and Response
Every death by suicide is a tragedy and weighs heavily on the military community. The
Department is steadfast in its commitment to suicide prevention and the overall well-being of ourService members and their families. While there has been meaningful progress in some areas,
the rate of suicides in the military is still far too high. Our evolving approach addresses suicide
within the broader context of integrated prevention, which targets factors that contribute to multiple
readiness-detracting behaviors. Current high-priority efforts include reducing stigma and barriers
to seeking help (e.g., career and confidentiality concerns), increasing protective supports (such
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as lethal means safety), and ensuring program evaluation of suicide prevention programs is
implemented across the Department as well as advancing data surveillance and analysis. The
FY 2024 budget request includes $209 million for suicide prevention efforts across the
Department, which includes enhanced lethal means safety, installation safety, prevention support,
and resource education and outreach campaigns.
Consistent with the NDAA, and to further complement the Department’s ongoing efforts andinvestments, Secretary Austin established the Suicide Prevention and Response Independent
Review Committee (SPRIRC) on March 22, 2022. The Secretary has directed the working groupto give full consideration to all other SPRIRC recommendations and will provide him withrecommendations on the feasibility and impact of each one. DoD’s commitment to continue
efforts to improve Service member wellness and delivery of prevention and response efforts. The
full implementation of SPRIRC recommendations will occur across these four lines of efforts:
1. Restructure suicide prevention training and standardize content to better resonate with
Service members, in line with principles of Integrated Primary Prevention.
2. Provide additional resources to help Service Members navigate and effectively accessexisting mental health and other support services.
3. Promote lethal means safety, especially the safe storage of personally owned firearms.
4. Emphasize leader stewardship through taking care of people and addressing Service
Member needs before problems become crises.
Diversity, Equity, Inclusion and Accessibility
In policy and in practice, the Department does
not tolerate or condone unlawful discrimination,harassment, retaliation, or reprisal of any kind.
These problematic behaviors jeopardize combat
readiness and mission accomplishment, weaken
trust among personnel, and erode cohesion.
Leaders at all levels are responsible for fosteringa climate of inclusion that supports diversity, isfree from problematic behaviors, and does nottolerate retaliation or reprisal against those filingcomplaints. Ultimately, recruiting and retaining aforce with diverse backgrounds, thought,
experience, expertise, and education enhances
DoD’s global joint warfighter capabilities
fundamental to all DoD activities. The DoD has
taken a number of actions to strengthen its antidiscrimination posture and advance diversity andinclusion throughout the Department. Notably, DoD expanded endeavors historically known as
diversity, equity, and inclusion to include a distinct focus on accessibility to highlight theimportance of an accessible workplace and further ensure equal opportunity for all. Diversity,
equity, inclusion, and accessibility (DEIA).
The FY 2024 President’s Budget request demonstrates the DoD’s commitment to DEIA andincludes $114.7 million for dedicated diversity and inclusion activities. This funding across theMilitary Departments, OSD Office of Diversity, Equity, and Inclusion, and the Defense Equal
Opportunity Management Institute is investing in programs and initiatives aimed at furthering
DEIA, and incorporating DEIA values, objectives, and considerations in how we do business andexecute our missions. With the publication of the DEIA 2023-2027 Strategic Plan along with the
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DEIA Risk Report later this year, the Department will provide actions and priorities to advance
DEIA – ensuring our entire workforce lives by fundamental values that bolster unit cohesion, fortify
individual and collective strengths, promote innovative solutions to complex challenges, andculminate in efficient mission execution. These are principles that are critical to all four NDS
priorities. They are not simply about building a workforce; they are the cornerstone of the humanelement of warfighting and national security. Ensuring diversity of backgrounds, thoughts
experience, expertise, and education is critical to enhanced global joint warfighter capabilities
fundamental to all DoD activities.
Insider Threat Program (InTP)
The vast majority of those who serve and support the Departments’ missions do so with honor,
dignity, and respect. However, the continued presence of insider threat events requires that wemust remain ever vigilant in our efforts to identify and mitigate concerning behaviors within the
Department and its workforce. With highest priority and commitment, the Department continues
to hold leaders accountable in providing all active duty and reserve military, civilian and contractor
personnel a safe, inclusive workplace environment free from impermissible discrimination,harassment, and maltreatment.
The FY 2024 budget request includes $120 million to strengthen the Department’s Insider Threat
Program oversight, capabilities, and resource commitments. These resources will continue toimprove the Department’s capabilities to deter, detect, and address insider threat behavior areasof espionage, terrorism, workplace violence, suicides, and domestic violence before they manifest
into harmful impacts to the Department’s workforce and missions. These resources will continue
to field and modernize a centralized Prevention, Assistance, and Response (PAR) capability,
Behavioral Threat Analysis Center, and the Department of Defense (DoD) Workforce Insider
Threat Hotline. The virtual hotline is a valuable reporting capability to receive Department-widereports and promulgate them to appropriate insider threat hubs and PAR coordinators.
Additionally, the DoD Insider Threat Management and Analysis Center Threat Assessment
Program and case management system that supports it will enable the Department to effectively
and efficiently evaluate all DoD insider threat programs and resources based on appropriate riskmanagement criteria to identify trends and improve information sharing across the Enterprise.
SafetyTo build enduring advantage, we must protect and preserve our resources and capabilities, andensure the safety and health of our greatest asset, the Department’s military and civilian
personnel. The FY 2024 budget includes resourcing of requirements based on the 2020 National
Commission on Military Aviation Safety recommendations to elevate safety Department-wide andestablish, implement, validate, and analyze consistent safety data collection standards andprocesses. The Department’s senior safety governance forum, the Defense Safety OversightCouncil (DSOC) guides DoD-wide efforts to achieve and promote a safety culture, reducemishaps, manage safety hazards, and ensure actionable, enterprise safety data is accessible tosupport DoD’s business processes for managing safety and minimizing risk. Standardized
historical and future safety data will be integrated and analyzed with readiness, training,
maintenance, medical, and other information to identify risk mitigations and support resource
decisions.

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TRANSFORM THE FOUNDATION OF THE FUTURE FORCE“Beyond the Department of Defense, science and technology research andinnovation is good for the United States, good for the American people, andgood for the entire world. It’s an engine of growth that turns small steps into
giant leaps – driving economies, improving lives, and helping us tackle someof the biggest collective challenges that we face today.”- Deputy Secretary of Defense Kathleen H. Hicks – Remarks on American Innovation at Purdue University,
August 18, 2022

Enduring advantage is found at the intersection of technological innovation and battlefieldrequirements. Built on America’s immense well of private-sector, academic, and defense
innovation, and informed by constant feedback in interactions with the Joint Staff, military
services, combatant commands and forces down to the small-unit level, the Department’s scienceand technology enterprise researches, develops, and demonstrates solutions to the militarychallenges we face in this era of strategic competition. The FY 2024 budget request addresses
those challenges both in the immediate term, by investing in programs that rapidly adopt
commercial solutions to provide rapid solutions to fighting forces, and for the long term, byinvesting in basic research and “leap-ahead” technologies that will underpin enduring advantage
in the decades ahead.
The Department’s efforts to discover, develop, and field technological solutions to military
problems must accelerate. The FY 2024 budget continues longstanding initiatives such as the
Defense Advanced Research Projects Agency (DARPA) while investing in new efforts toleverage America’s strong private capital markets, innovative small businesses, and thriving
commercial tech sector to put advanced tools in the hands of today’s battlefield forces andinvest in technologies that will matter for decades to come.
Incentivizing U.S Private Capital - Office of Strategic Capital (OSC)“We are in a global competition for leadership in critical technologies, and the
Office of Strategic Capital will help us win that competition and build enduring
national security advantages.”- Secretary of Defense Lloyd J. Austin III, December 2022

Our Nation’s technological edge has long been a foundation for our military advantage, and theUnited States is now in a global competition to be the world’s leader in critical and emerging
technologies. These technologies are vital to creating long-term national security advantages
and economic prosperity. As our National Defense Strategy makes clear, the Department must
develop and rapidly scale technologies critical to our defense and support the innovation
ecosystem. Today, the private sector provides most capital for U.S. technology R&D andproduction, and private capital providers are a powerful force in shaping the agenda for America’s
technology advancement.
In response, the Secretary of Defense established the Office of Strategic Capital (OSC) within the
Office of the Under Secretary of Defense for Research and Engineering with the mission todevelop, integrate, and implement proven partnered capital strategies to shape and scale
investment in critical and emerging technologies. As the OSC begins its work with newpartnership models, OSC will draw on the experience and capabilities of partner federal agencies
that have long operated federal credit programs, such as the Small Business Administration’s
Small Business Investment Company (SBIC) program all with objective to help companies accessthe capital they need to grow from prototypes to scaled production.
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This initiative aligns with the requirement to establish a pilot program to strengthen the industrial
and innovation base pursuant to Section 1711 of the National Defense Authorization Act (NDAA)
for FY 2018, as amended by Section 213 of the NDAA for FY2021, and the requirement toestablish National Security innovation activities pursuant to Section 230 of the John S. McCain
NDAA for FY 2019.
Experimentation - Rapid Defense Experimentation Reserve (RDER)
The Rapid Defense Experimentation Reserve (RDER) initiative within the Office of the Under
Secretary of Defense for Research and Engineering expands multi-DoD component
experimentation through a structured, multi-year campaign of learning to accelerate newcapabilities to fill critical joint warfighting capability gaps. RDER accelerates joint innovation,
expands international partnerships and multi-lateral engagement, focuses on service joint
experimentation, quickly demonstrates innovative ideas, and provides feedback to future
warfighting concept development. RDER is a unique and focused initiative and is an integral
piece of the broader defense and innovation ecosystem that will ensure our future militaryadvantage and resilient Joint Force. The FY 2024 budget request supports the continuation ofexperimentation and evaluation of advanced technologies to deliver ready capabilities in the nearterm that can close critical gaps in the Joint Warfighting Concept. During the summer of 2023,
RDER is executing the first of recurring annual experiments in conjunction withINDOPACOM. Several more multi-component experiments with dozens of new technologies areplanned in FY24. These experiments will produce a body of evidence to evaluate successful
technologies for accelerated transition to warfighting capability.

MAKING THE RIGHT TECHNOLOGY INVESTMENTS
In the technology ecosystem, the Department’s role is unique. Innovation is not enough; tosucceed, defense innovation must generate solutions to actual operational problems, at the scaleand speed needed and at an affordable cost. This requires collaboration among the Office of theSecretary of Defense, the Military Services, the Combatant Commands, industry, academia, andinternational allies and partners to ensure our science and technology efforts address key national
security challenges that we face today and will face in the future.
Informed by the strengths and needs of these stakeholders, the Department is focused on 14
technology areas that will be critical to our enduring advantage. These 14 critical technology
areas do not represent all the technology fields that may be relevant to defense, but they enablea focus of effort and investment on the most pressing needs today and into the future. This focus
will allow the Department to accelerate key capabilities to the Military Services and CombatantCommands. They include defense-specific areas in which the Department fields state-of-the-art
technologies today and must continue to do so in the future; effective adoption areas in which
there is existing and vibrant commercial-center activity; and seed areas of emerging opportunity
where leap-ahead ideas and capabilities may be found.

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Figure 4.4 Critical Technology Areas
Seed Areas of Emerging
Effective Adoption Areas
Opportunity Biotechnology
 Trusted Al and Autonomy
 Quantum Science Microelectronics
 Future Generation Wireless Integrated Network
Technology
Systems-of-Systems
 Advanced Materials
 Space Technology
 Renewable Energy
Generation and Storage
 Advanced Computing and
Software Human-Machine Interfaces

Defense-Specific Areas Directed Energy Hypersonics
 Integrated Sensing andCyber

The FY 2024 budget request advances this focused science and technology effort by making
investments in each of these critical technology areas aimed at strengthening technologicaladvantage today and maintaining that advantage in the decades ahead.

“The Department must harness the incredible innovation ecosystem both
domestically and globally in order to stay ahead of our competitors”- Ms. Heidi Shyu, Under Secretary of Defense for Research and Engineering /Chief Technology
Officer (CTO), February 1, 2022 Memo USD(R&E) Vision for an Era of Competition

Science and Technology
The FY 2024 budget request for science and technology, including Basic Research (Budget
Activity BA-01), Applied Research (Budget Activity BA-02) and Advanced Technology
Development (BA-03), is $17.8 billion. This constitutes 12.3 percent of the overall RDT&E funding
request, demonstrating the Department’s commitment to providing the science and technology
foundation for enduring advantage.
The Department’s science and technology investments are underpinned by early-stage basic
research. Payoff for this research may not be evident for years, but it is critical to ensuring our
enduring technological advantage in the decades ahead. Time and again, the Department has
demonstrated the connection between basic research investments and transformational militarycapabilities, developing advanced technologies that not only ensure our national security, buthave important commercial applications that provide enduring economic advantage to Americanindustry and workers, from the internet to GPS to lithium-ion batteries. The FY 2024 budget
request would invest $2.5 billion in Basic Research, continuing the Department’s commitment to
one of America’s strategic advantages.
Figure 4.5 Science & Technology Funding Levels 6.1 – 6.3 ($ in billions)
Program

FY 2022
Actuals

FY 2023
EnactedFY 2024
Request

FY23-FY24
ChangeBasic Research (BA01 or 6.1)

2.7

2.9

2.5

-0.4

Applied Research (BA02 or 6.2)

6.8

7.8

6.0

-1.8

Adv Tech Dev (BA03 or 6.3)

8.9

11.7

9.3

-2.4

Total S&T

18.4

22.4

17.8

-4.6

Laboratory Funding
The Department’s science and technology reinvention laboratories engage in activities ranging
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from basic research to defense system acquisition support to direct operational support of
deployed forces. These laboratories include dozens of facilities across 22 states and employ tensof thousands of uniformed, civilian and contractor scientists, engineers, and support personnel.
These laboratories execute a substantial portion of the Department’s science and technology
accounts, particularly in Budget Activities 02 and 03 (also known as 6.2 and 6.3). They also do
substantial amounts of reimbursable research for the Department and Intelligence Community.
Basic Research programs that support lab funding are also important for maintaining anddeveloping a workforce with knowledge in fields critical to the Department, and by fostering acommunity of experts with the deep knowledge and expertise to protect against strategic surprise.
The Department’s science and technology efforts are further supported by a network of Federally
Funded Research and Development Centers (FFRDCs) and University-Affiliated ResearchCenters (UARCs). FFRDCs are independent, nonprofit organizations established to meet special
long-term engineering, research, development, and analytic requirements. These institutions
provide critical independent science and technology capabilities to the Department, the MilitaryServices, the Combatant Commands, and other Department components.
Testing Funding
The Department’s Major Range and Test Facility Base is comprised of 23 major sites across thecontinental United States, Alaska, Hawaii, and Kwajalein Atoll in the Pacific. The Major Range
and Test Facility Base employs about 30,000 people, covers about 18,000 square miles of land
– more than half the Department’s land – and 180,000 square miles of airspace. It is critical totesting and demonstration of near-term capabilities we need to rapidly provide to our forces, andto the exploration of new technologies that will be essential to national security in future decades.
The Department will continue to invest in new test technologies and capabilities to acceleratemodernization efforts and develop, test, and demonstrate new capabilities to provide to fielded
forces. The FY 2024 budget supports testing of hypersonic weapons, electronic warfare, nuclear
modernization, trusted AI, and multi-domain operations, reflecting the addition of $2.1 billion
across the Future Years Defense Plan to support testing in these areas.
Innovation Training Programs
Workforce development is critical to maintaining enduring advantage over potential adversaries
because the United States needs a deep and talented pool of people to continue exploring highly
complex technical challenges in the decades ahead. The FY 2024 budget continues the
Department’s investments in developing the future science and technology workforce as well as
supporting valuable and important youth development and citizenship programs that cement the
Department’s connection to the communities we serve.
National Defense Education Program (NDEP): NDEP provides funding for programs providing
Science, Technology, Engineering and Mathematics (STEM) outreach beginning at preKindergarten to address critical STEM and other technology-related education and talentdevelopment challenges. NDEP is the largest STEM program across the Department that aims
to inspire, develop, and attract a diverse and agile technical workforce, now and into the future.
The FY 2024 President’s Budget requests $159.5 million to support NDEP efforts. NDEP
programs include:

The Science, Mathematics, and Research for Transformation (SMART) Scholarship-forService Program: SMART offers scholarships for undergraduate, masters, and doctoral
students currently pursuing a degree in one of 21 STEM disciplines. SMART scholars
receive full tuition, annual stipends, and guaranteed employment with the Department
after graduation.

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The Defense STEM Education Consortium (DSEC): Launched in 2019, DSEC is a 5-year
collaborative partnership, scoped for approximately $19 million per year among 28
academic, industry, and not-for-profit organizations that aims to broaden STEM literacy
and develop a diverse and agile workforce with the technical excellence to defend our
Nation.

The Department’s Research and Education Program for
Historically Black Colleges & Universities (HBCUs) and
Minority Institutions (MIs) is funded in the FY 2024 budget at$100.5 million. In FY 2022, the Department continued its
commitment to invest in the talent and research capabilities
at these institutions by establishing at Howard University the
Department’s first University Affiliated Research Center at an
HBCU. The HBCU/MI program aims to improve:

Research and education programs and capabilities inscientific and engineering disciplines critical to the national security functions of the
Department.



The capacity of HBCU/MIs to participate in Department research programs and activities.



The number of graduates, including underrepresented minorities, in science, technology,
engineering, and mathematics (STEM) fields.

The Department’s Basic Research Initiatives, including funding for the Vannevar Bush Faculty
Fellowship and the Minerva Research Initiative, are funded in the FY 2024 budget at $64.3 million:

The Vannevar Bush Faculty Fellowship (VBFF) is the Department’s most prestigious
single-investigator award, supporting basic research with the potential for transformative
impact. As a 5-year fellowship with up to $3 million in funding, the VBFF supports new,out-of-the box ideas where researcher creativity intersects with the unknown. Vannevar
Bush Fellows represent a cadre of experts that provide invaluable direction to the
Department in its scientific efforts and also train the next generation of scientists andengineers.

The Minerva Research Initiative supports social science research aimed at improving ourbasic understanding of security, broadly defined. From political instability caused byclimate migration to nation state cyber hacking, the Minerva program’s goal is to improve
the Department’s basic understanding of the social, cultural, behavioral, and politicalforces that shape regions of the world of strategic importance to the United States.

Components fund Basic Research Initiatives in multiple different ways. The University Research
Initiative (URI) Program Elements in all three Military Departments fund the Joint Basic Research
Program focused on university research. Most of the funding supports the highly competitive andtransformative Multi University Research Initiatives (MURI) program that gathers teams ofresearchers across disciplines and across geographic boundaries to focus on DoD-specific hardscience problems. The URI PEs also fund other aspects of the Joint Basic Research program
such as the Defense University Research Instrumentation Program (DURIP) to support scientificequipment needs, and the National Defense Science and Engineering Graduate (NDSEG)
Fellowship Program for outstanding US STEM PhD students. The FY 2024 budget funds URI
lines at a total of $347.3 million.
Service core basic research programs fund single investigator awards as well as a plethora ofother service basic research initiatives, to include centers of excellence, and deeper connections
with regional scientific hubs. Finally, intramural basic research funding allows for DoD laboratory
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scientists to develop and transition research concepts from the scientific community quickly andefficiently into the laboratories.
Advanced Component Development and Prototypes
The Department is committed to supporting transition of science and technology over the valleyof death and into acquisition programs, rapid fielding, and the hands of warfighters. This year’s
budget emphasizes the importance of prototyping, demonstrating, and experimenting with
innovative technologies, allowing us to rapidly close capability gaps in the Joint Warfighting
Concepts, to test commercial technologies in military applications, and to demonstrate newscientific and technological capabilities that have yet to be proven.
Advance Capability Enablers
Among the technologies critical to maintaining enduring advantage are a handful of areas thatenable military operations and enhance existing capabilities. Microelectronics are foundational
to nearly all military systems; development of new hypersonic systems and defenses against
potential adversary systems strengthen existing strike and missile defense capabilities. The
FY 2024 Budget Request makes critical investments in these technologies.
Microelectronics: Microelectronics are fundamental to the operation of virtually every militarysystem, including communications and navigations systems and complex weapons systems. The
decline in domestic microelectronics manufacturing and supply chain concerns have highlighted
the national economic and security risks of not having onshore microelectronics production andaccess to state-of-the-art technology. The Department has made significant investments in
microelectronics research and development and sustainment, which continue in FY 2024. The
Trusted and Assured Microelectronics Program and the Microelectronics Commons initiative aredeveloping a complete microelectronics solution for the warfighter by addressing DoD’stechnology, assurance, policy, and workforce microelectronics needs. The Department
established the Microelectronics Commons in FY 2023 to transition DoD microelectronics
research innovations from universities, start-ups, and other sources to manufacturing through anational network focused on maturing emerging microelectronics technologies.
The
Microelectronics Commons and the Trusted & Assured Microelectronics Program projects
complement each other to enable asymmetric capability and operational resilience for the
warfighter.

“…President Biden signed the CHIPS and Science Act, a new bipartisan law
that will supercharge America’s semiconductor research, development; andmost importantly, production – creating jobs and driving innovation across thecountry, so that America can win the competition for the 21st century.”- Deputy Secretary of Defense Kathleen H. Hicks – Remarks on American Innovation at Purdue University,
August 18, 2022

The FY 2024 President’s Budget requests $2.6 billion to fund microelectronics initiatives such as
RAMP-C, SHIP 2.0, DARPA's ERI 2.0 effort, the tech transition of prototypes, and radiation
hardening, and legacy system sustainment, which are all microelectronics efforts crucial to our
long-term national security. This does not include the $400 million from appropriations throughthe Creating Helpful Incentives to Produce Semiconductors and Science Act of 2022 (CHIPS Act),
which funds the Microelectronics Commons. The Department is aligning investments to promotesynergies between the Commons and other FY 2024 microelectronics investments. Major efforts
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Investing in domestic design, fabrication, and packaging capabilities; the capacity to
improve access to trusted, state of the art microelectronics; and creating more options foraccess to radiation hardened parts;

Procuring enough legacy microchips and retaining capacity to sustain weapons systems
in the near-term; andExpanding coordination across the Department and with the whole-of-government toensure effective transition of advanced capability microchips into existing and next
generation weapons systems.

Hypersonics: Hypersonic systems are capable of maneuvering within the atmosphere forsignificant portions of their flight at or above 5 times the speed of sound, or approximately
3,700 miles per hour. Hypersonic systems expand our ability to hold distant targets at risk,
dramatically shorten the timeline to strike a target, and their maneuverability increases
survivability and unpredictability. Our strategic competitors are pursuing and rapidly fielding
advanced hypersonic missiles and other high-end systems creating highly contested AntiAccess/Area Denial environments. The Department will accelerate fielding of transformational
capability enabled by air, land, and sea-based hypersonic strike weapon systems to overcome
the challenges to our future battlefield domain dominance.
The FY 2024 President’s Budget supports hypersonic system development and fielding efforts.
Notable investments include continued development of the Army/Navy common all up round forintermediate range hypersonic strike and fielding of Army Long Range Hypersonic Weapon(LRHW) batteries, the integration of the Navy’s Conventional Prompt Strike (CPS) system onto
DDG 1000 class destroyers by FY 2025 and on submarines by FY 2029. There is also Research,
Development, Test, and Evaluation (RDT&E) funding to complete development of the Air Force
Air-launched Rapid Response Weapon (ARRW) after the Department’s first successful end-toend flight test last year. There is funding to prototype the Air Force's Hypersonic Attack Cruise
Missile (HACM) and mature the Navy's High Altitude Low Opening (HALO) program for airlaunched hypersonic cruise missile capability. Additionally, there is significant funding to improve
the ground and flight test capabilities for hypersonic system development, enhance the industrial
base capability to build affordable capacity, and for the University Consortium in Applied
Hypersonics. On the defensive side, there is funding for development of terminal and glide phasedefense against adversary hypersonic capability, as well as funding for other elements of acomprehensive layered defense strategy.
Cyber: In order to provide advantage for the joint force in highly contested environments the
Department must operate at the intersection of cyberspace, electronic warfare, spectrum
operations, sensing, and communications. Integrated Sensing and Cyber explores innovative
non-kinetic options by developing technologies to sense, understand, react, and shape operations
encountered by the joint force in highly contested environments. The Department must
modernize non-kinetic options across cyberspace, electromagnetic warfare, and communications
by leveraging opportunities across programs of records, industry, and advancements in thetechnology space for use both left of launch and in kinetic options. Mission success in the modern
battlespace demands integration of platforms, sensors, and effects at the speed and scale of
relevance.
Key to readiness is the ongoing upgrade of the National Cyber Range Complex for rigorous testingof Department weapons systems, as well as mission rehearsal and training for cyber mission
forces in realistic environments. The Department is accelerating efforts to test and field advanced
multi-function digital sensors at lower cost and faster timescales to enable expeditionary andtactical cyber operations from multiple platforms and multiple Services. The Department is
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Overview – FY 2024 Defense Budget
developing technologies necessary for ensuring the resilience of the Department’s systems andnetworks in a contested cyber environment.

ADAPT AND FORTIFY OUR DEFENSE ECOSYSTEM
To defend the Nation and deter America's adversaries, the Department works to ensure that ourarmed forces have reliable access to every advantage, to include the manufacture and deliveryof defense platforms and weapons systems. Meeting that mission requires a healthy defense
ecosystem built on resilient, diverse, and secure supply chains. This includes making use of the
Defense Production Act Title III and the Industrial Base Analysis and Sustainment programs andmaximizing made in America manufacturing and procurement, where appropriate. The
Department also prioritizes on shoring of key chemicals and key starting materials critical toproduce DoD-unique enhanced biodefense medical countermeasure needs, with partnerships
across Industrial Base Policy, Chemical and Biological Defense Program, and Defense Health
Program. Investments in crucial sectors of the defense industrial base are necessary to innovateand modernize the ecosystem that is vital to providing needed capabilities to the Warfighter andto mitigate the risks of economic competition.
Defense Industrial BaseThe Defense Industrial Base (DIB) is the total industrial
capability and capacity to provide goods and services tomeet current and future Defense requirements, supporting
research and development, design, production, deployment,
and sustainment of Defense platforms and weaponssystems, and their enabling technology areas.
Russia’s invasion of Ukraine emphasizes the importance ofa healthy DIB to meet operational needs. Ensuring aresilient, diverse, and secure industrial base requires
sustained and committed effort. In February 2022, DoD
published a report in response to President Biden’s
Executive Order (E.O.) 14017, America’s Supply Chains, prioritizing key sectors for operational
readiness—kinetic capabilities, batteries, castings and forgings, microelectronics, and criticalminerals and materials. The FY 2024 President’s Budget request continues to align resources tothese sectors and continues to fund activities implementing the recommendations outlined in the
E.O. 14017 report.
The Department continues to leverage the Defense Production Act (DPA) Title III and theIndustrial Base Analysis and Sustainment (IBAS) programs to address industrial base challenges.
During FY 2024, funding is increased to $1,986 million. Of this, $1,690 million is planned to beallocated to these critical lines of effort across the DIB:

$423.9 million to secure DoD equities in microelectronics by ensuring State of the Practice(SOTP) components and establish a robust domestic microelectronics ecosystem forsecure packaging and printed circuit boards,

$177.0 million to sustain and expand the aging domestic industrial base that provides
castings and forgings required by nearly all major defense platforms,

$275.6 million to establish and expand domestic industrial mine and process criticalcapabilities required to field weapon systems, including upstream battery materials formunitions and aircraft,$441 million to expand existing production and onshore capabilities for critical chemicals
required for DoD missiles and munitions, as well as expanding the hypersonic industrial

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Overview – FY 2024 Defense Budget
base and supporting the sub-tier industrial base that supports gas turbine engines, solid
rocket-motors, precision ball bearings, and guidance and control capabilities,$200 million to scale emerging biotechnology for critical materials and precursors,$125 million to invest in domestic battery cell manufacturing capabilities to enable theDepartment to have a stable, qualified, and secure supply,$31.5 million in investments to mitigate risks impacting the National Security Space
industrial base and continue expansion of the domestic sUAS domestic industrial base,$16.0 million to expand sub-tier suppliers for radio frequency (RF) microelectronics.

In addition, to the sectors above that are prioritized in the E.O. 14017 one-year report, in FY 2024
the IBAS program will provide $264 million to address shortages of skilled industrial workers in
the New England, Mid-Atlantic, and Great Lakes regions supporting submarine production andinvest in expanding outreach to underserved communities. Finally, $32 million of the budget will
be used to cover execution and administration support costs.
To improve efficiency through modernization and expand capacity, the FY 2024 budget includes
over $1 billion for the munitions industrial base (e.g., AARGM-ER, JASSM-ER, AMRAAM, SDB,
SM-6, LRASM, TRIDENT II, and Tomahawk). In the area of kinetic capabilities, $681 million willfund modernization, procurement to maximize production capacity, and security partnershipefforts. Investments of $334 million will fund the additive manufacturing efforts to support supply
chain resiliency for the Department of the Army, the Department of the Navy, the Department of
the Air Force, the Marine Corps, the Defense Logistics Agency, and the Office of the Secretary of
Defense. Investments also include industrial base sub-tier facilitization supporting multiple
programs, including Tomahawk, SM-6, SM-3, Patriot, GMLRS, Trident II D5, Sentinel, LRASM,
and Joint Air-to-Surface Standoff Missile.
Workforce and manufacturing are two strategic enablers that are required for mission success.
For the submarine industrial base (SIB) in particular, the DoD will invest $647 million. These
investments in workforce development will fund the expansion and establishment of regional
training systems to provide “ready to work” high skill technical tradespeople. The $647 million in
Submarine Industrial Base investments includes $400 million in the shipbuilding account directlytied to building new submarines and an additional $247 million for additional workforce
development initiatives and government oversight funded by the Department.
Modernizing manufacturing requires exploring emerging capabilities, DoD is investing an
additional $57 million in additive manufacturing to explore its application within the industrial baseand to support organic depot and logistics activities.
In the bio-manufacturing industry, the DoD plans to invest $200 million to expand the bio-industrial
manufacturing base for critical materials. The investment will construct facilities to acceleratecommercialization of DoD biotechnology, mitigate logistics bottlenecks, and integrate biomanufactured products into DoD acquisition pathways.
As these planned investments demonstrate, the DoD is committed to partnering with theinteragency and industry for a whole-of-nation approach to strengthening the DIB and building
resilience in key supply chains. These efforts support U.S. national and economic security,contributing to a strategy of integrated deterrence that supports overall National Defense Strategy
initiatives by ensuring Warfighters have reliable access to the decisive advantages they need ina dynamic threat landscape.

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Overview – FY 2024 Defense Budget“We will need to use all the tools at our disposal to support a scale up of new,advanced manufacturing technologies across a range of critical sectors in the
defense industrial base – including bio-manufacturing, renewable energy,
batteries and microelectronics.”- Dr. William A. LaPlante U.S. Manufacturing Ecosystem Key to Economic Growth, Innovation, Competitiveness
October 14, 2022

Defense Production Act
The Defense Production Act (DPA) Title III program is dedicated to ensuring the timely availabilityof essential domestic industrial resources to support national defense and homeland security
requirements. The program works in partnership with the uniformed services, other government
agencies, and industry to identify areas where critical industrial capacity is lagging or non-existent.
Once an area is identified, the program engages with domestic companies to mitigate these risks
using grants, purchase commitments, loans, or loan guarantees. By executing its mission, the
DPA Title III program reduces the nation’s reliance on foreign supply chains and ensures theintegrity of materials supplied to the American warfighter.
The DPA Title III program, governed by title 50 United States Code sections 4531-4534, is one of
the key investment tools of the Industrial Base Policy office. Authorities under Title III of the DPA
provide a means to partner with industry to strengthen domestic industrial base capabilities
essential to national defense. The Department recognizes the need to invest in the industrial
base to ensure it can meet current and upcoming warfighter needs and has resourced theprogram accordingly in FY 2024 with $969 million in investments.
Critical Supply Chains
The size and scale of defense supply chains is immense; therefore, the Department's review effort
for E.O. 14017 prioritized five focus areas with sufficient scope and national security implications,in which critical vulnerabilities pose the most pressing threat to national security. These focus
areas are:

Kinetic capabilities: current missiles systems and advanced and developing missile
capabilities, including hypersonic weapons technology, as well as directed energy
weapons.

Energy storage and batteries: high-capacity batteries, with a particular focus on lithium
batteries, and an inventory of batteries across the Department to identify areas where
opportunities exist to standardize and reduce the number of unique batteries.

Castings and forgings: metals or composites developed into key parts and manufacturing
tools through high-intensity processes, including facilities, labor, and the availabilities ofcritical materials for the expansion of casting and forging capabilities domestically.

Critical and strategic minerals and materials: foundational for value-added manufacturing
throughout the global economy. These enable the unique combat capabilities of U.S.
weapon systems, while providing the essential inputs to expand the industrial base andmaintain technical overmatch against our adversaries.



Microelectronics: State-of-the-Practice (SOTP) and legacy microelectronics, as well asState-of the-Art (SOTA) microelectronics to support investments in new microelectronics
capabilities as well as maintain existing a stockpile of microelectronics for existing systems
to maintain those systems capabilities.

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Overview – FY 2024 Defense Budget
The FY 2024 Budget request focuses on mitigating supply chain threats and vulnerabilities, as
noted in E.O. 14017 report. The Department is focused on manufacturing and production
challenges, with continued investment in capabilities that will support a modern, technologyenabled DIB and improve supply chain resilience.
Performance Improvement (PI) Framework (Formerly Reforms)
For FY 2024, the Department is updating the Figure 4.6. FY 2024 PI Initiatives
process for submitting, reviewing, and reporting Performance Improvement
FY 2024
reformanddivestment
initiatives.
The Category($ millions)
Performance Improvement (PI) framework(described below) provides a consistent Continuous Process-829.0
Improvement (CPI)
methodology across the Department to define,
identify, track, and report on existing and planned Enabling Future Capabilities-3,783.0
opportunities for performance improvement Transition (EFCT)
initiatives, with particular attention to those that
9.0
directly or indirectly contribute to implementation Reformof the National Defense Strategy (NDS) andTransformation
36.8
Strategic Management Plan (SMP).
The
Department will submit a report to the
TOTAL -4,566.2
congressional committees on the PI initiatives on
Numbers may not add due to roundingan annual basis.
FY 2024 Performance Improvement (PI) Initiatives
In October 2022, the Deputy Secretary of Defense approved a new Defense Performance
Improvement Framework, pursuant to Section 125a, Title 10, U.S.C, to establish guidance formeasuring improvements to processes, systems, policies, and procurement that increases
effectiveness, efficiency, or reliability to best align the Department’s resources to strategic efforts
such as the SMP and NDS. As part of the FY 2024 President’s Budget, the Department proposes$4.6 billion in PI initiatives that reduce the operating costs of the DOD’s institutional activities andallow those resources to be reallocated to other strategic priorities. The Department is relentlessly
pursuing opportunities to reduce cost and time across programs and contracts, leveraging the
Department’s PI initiatives to achieve greater savings in both.
The previous six reform types, Better Alignment of Resources, Business Process
Improvements, Business Systems Improvements, Divestments, Policy Reforms, and Weapons
System Acquisition reforms, have been redefined and incorporated into the following new PI
initiatives.
PI initiatives are categorized as follows:Continuous Process Improvement initiatives – improvements initiatives that aim toenhance everyday management practices, streamline processes and adjust systems
within the localized authority, direction, and control of the organization’s leadership;Enabling Future Capabilities Transition (EFCT) - initiatives that the organization’s
leadership undertakes in order to strategically divest of equipment, partial or entire
weapon systems or discontinuing legacy acquisition programs and systems, in order tomodernize and/or to fund purchases in support of the Department’s higher priorities(formerly Optimization);

Reform initiatives - larger-scale and time-bounded efforts, often involving more than one
DoD Component, designed to remediate structural and/or process gaps within the DoD'sexisting business model;

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Overview – FY 2024 Defense BudgetTransformation initiatives – initiatives that fundamentally alter the DoD's business model
often through reorganization, the creation of new entities, capabilities, enterprise systems,
portfolios, the incorporation of innovative management practices and other endeavors
aimed to fundamentally change the way the mission or enterprise functions and services
are delivered.

The Military Departments and Defense Agencies and Field Activities (DAFA) initiatives will falllargely into the first two PI categories, Continuous Process Improvement and EFCT initiatives.
The Principal Staff Assistants (PSAs) and Department-wide initiatives will fall primarily into
Reform and Transformation initiatives.
Continuous Process Improvement Initiatives


The Army is planning 4 CPI PIs in the FY 2024 PB. In support of “Taking care of ourPeople”, the Army is executing soldier and family quality of life improvements throughimprovements to unaccompanied personnel housing, replacement of barracks (Fort Irwin),
Kwajalein housing, and maintenance facilities. The second initiative increases Armyreadiness through the implementation of U.S. Army Arctic Strategy, improving how it
generates, trains, organizes, and equips the force to partner with Arctic allies and secure
the national interests. The remaining initiatives improve training, one through initiation of
a 90-day, Future Soldier Preparatory Course, a pre-basic training course for applicants
who don’t initially meet Service fitness or academic standards. The Army is also
increasing its investment in marketing and retention. This includes additional marketing
campaigns in key priority population centers, more recruiting events to engage with youth,and establishing six Regional Marketing Offices. The Army will improve retention throughthe increased funding for targeted enlistment bonuses in critical Military Occupational Skill(MOS) career fields.



The Navy implements 4 CPI PI initiatives which increase recruiting efficiencies throughthe reduction of active duty and reserve recruiters and initiatives that result in betteralignment of resources through the review and analysis of execution rates in key
appropriations for the Navy and the Marine Corps. Two of the initiatives include reductions
to the active duty enlisted and Selected Reserve (SELRES) recruiters end strength.
These reductions would increase support administrative efficiencies with Navy Personnel
and Pay (NP2) and Enterprise Customer Relationship Management (eCRM)
transformation, which reduces administrative workload and increases recruiting contact
time with applicants.



The Air Force is planning 9 CPI PI emphasizing IT related initiatives including Artificial
Intelligence (AI)/Machine Learning (ML); Cyber security improvements, investigation
database establishment, and several IT Business Mission Area (BMA) initiatives. The Air
Force initiatives include:
Scaling essential DAF data and Artificial Intelligence(AI)/Machine Learning (ML) in support of increased readiness; Improvements tocybersecurity component id and vulnerabilities and automation of internal control
monitoring and testing, both in support of Audit recommendations; and the implementationof the Operational Response & Investigative Online Network (ORION). The Air Force also
undertakes several BMA initiatives in response to Audit recommendations. These include
Application Development Configuration Management (CM), Cybersecurity Financial
Improvement Audit Remediation (FIAR) compliance measures, Identity, Credentialing andAccess Management (ICAM) migration measures, Security Information and EventManagement (SIEM) for BMA applications, and the establishment of an Enterprise
Software Asset Management (SAM) system to provide visibility into all software on the
DAF network.

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Overview – FY 2024 Defense Budget

The USD (Acquisition & Sustainment) is planning 2 PI initiatives. The Rapid
Sustainment Improvement Process (RSIP) incentivizes Military Services to scale crosscutting sustainment technologies to improve materiel readiness DoD-wide. RSIP
identifies systemic materiel readiness issues and fields proven technical sustainment
solutions across the Services. The rapid fielding of the right technologies and productsupport creates a competitive advantage for our fighting forces, allies, and partners. The
second PI initiative increases the Defense Acquisition University (DAU) workforce
credentialing success rates through empowering senior leaders, program managers,
supervisors, and individuals to select training that meets specific job and development
requirements.

EFCT Initiatives


The Army plans one EFCT initiative to divest of its Airborne Reconnaissance Low
Enhanced (ARL-E) and Enhanced Medium Altitude Reconnaissance and Surveillance
System (EMARSS) Intelligence, Surveillance and Reconnaissance (ISR) missile detection
systems. These are primarily procurement and Research, Development, Test and
Evaluation (RDT&E) legacy acquisition programs. This is in support of the follow-on
system, the High-Accuracy Detection and Exploitation System (HADES) platform effort.



The Navy has several non-ship EFCT initiatives. These includes the divestment of the
support for the legacy Airborne Mine Countermeasures (AMCM) minesweeping, hunting,and neutralization capabilities employed by the MH-53E Sea Stallion helicopter. This
divestment is tied to scheduled sun downing of MH-53E platform, fully in FY 2027. Related
to this initiative is the deactivation of the MH-53E squadrons, consisting of two squadrons(HM-15, HM-12). Another initiative is the divestment of the Coastal Battlefield
Reconnaissance and Analysis (COBRA), Block-II system development program, which
was a modernization effort for the existing Fleet capability (COBRA Block-I), designed for
integration on the MQ-8C. COBRA Block-1 capability ceased in FY22, eliminating theneed for this program. The last Navy Initiative disestablishes the Amphibious Construction
Battalion Two (ACB2), resulting in end strength savings. ACB2 divestment Re-allocatesmilitary and civilian personnel to Navy Expeditionary Logistics Support Group (NAVELSG)
Vertical Launch System (VLS) reload teams in support of strategic competition priorities.
The Navy also has several ships for divestment in the FY 2024 President’s budget
submission including:‒ 2 Littoral Combat Ships (LCS) 6 (USS Jackson), and 8 (USS Montgomery)‒ 3 Dock Landing Ships (LSD) 42 (USS Germantown), 44 (USS Gunston Hall) and 46(USS Tortuga)‒ 3 Guided Missile Cruisers 63 (USS Cowpens), 67 (USS Shiloh), 69 (USS Vicksburg)

The Air Force has several aircraft for divestment in the FY 2024 President’s budget
submission including:‒ 42 A-10s‒ 3 A-29s‒ 1 B-1B‒ 2 C-130Hs‒ 2 E-3 AWACS‒ 3 E-8 JSTARS‒ 2 C-130Hs‒ 4 EC-130Js‒ 57 F-15C/Ds‒ 32 F-22s

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Overview – FY 2024 Defense Budget
‒
‒
‒
‒
‒

37 HH-60Gs
24 KC-10s
48 MQ-9s
1 RQ-4s
52 T-1As

Reform Initiatives
The USD (A&S) is planning one reform initiative to improve warehouse utilization. Thisinitiative is a solution that enables DoD to measure, report, and improve warehouseutilization across the department, increasing visibility and enabling future savings. It
requires project management, execution planning and management, distribution networkmodeling, advanced analytics, and knowledge transfer and training support as part of acomprehensive standardized solution that enables DoD to measure, report and improve
warehouse utilization and distribution footprint, reduce costs, sustain savings fromconsolidation, increase visibility of inventory, and demonstrate warehousing as a strategic
supply chain enabler for the Department.

Transformation Initiatives


The Air Force plans 3 Transformation PI initiatives in FY 2024. First, the Contracting
Information Technology (CON-IT) initiative replaces 4 legacy contract writing systems andvarious contract management systems with a single, integrated, and interoperable system,in support of all Air Force contracting efforts and enabling compliance with financial
auditability goals. The second initiative establishes Information Technology (IT) Category
Management services, including an IT Asset Management office to implement category
and software management for all DAF IT assets. This also includes the establishment ofSoftware Asset Management (SAM) capabilities to identify, normalize, and track software
assets, which will provide greater visibility and accountability of all software on networks.
The last initiative scales the existing enterprise Identity, Credential Access Management(ICAM) solution for Air Force IT enterprise, improving efficiency, security, and compliance.
This initiative was identified under Air Force Financial Management Operational
Imperatives (OIs) goals.

STRENGTHEN RESILIENCE AND ADAPTABILITY“Climate change will continue to shape the context for military operations…
We must ensure that our combat forces are ready to respond to future risks
and equipped to operate superbly no matter the changing conditions.”- Secretary of Defense Lloyd J. Austin – DoD Climate Adaptation Plan Progress Report, October 2022

Mitigating Climate Risk
Increasing temperatures, changing precipitation patterns, and more frequent, intense, andunpredictable weather conditions are impacting military readiness and imposing significant costson the Department while exacerbating risk and creating new challenges to U.S. interests aroundthe world. To train, fight, and win in this increasingly complex environment, the Department must
consider the effects of climate change across the enterprise and invest accordingly. In responding
to this challenge, the Department is prioritizing investments that enhance operational capability,
mission resilience, and readiness.
Through increasing platform efficiencies to mitigate logistics risk in contested environments,
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Overview – FY 2024 Defense Budget
Department is committed to solutions that are mission essential. The budget request reflects thatcommitment and includes $5.1 billion of investments that will bolster U.S. security in the near term
and lay the groundwork for a more capable future force.


Installation Resilience and Adaptation ($3.7 billion) investments are focused on (1)adapting military facilities to withstand increasingly challenging conditions and deploying
advanced technologies to strengthen the ability to rapidly recover from disruptions topublic infrastructure; (2) improving installation energy, mission resilience, and water
resilience; and (3) modernizing Department operations to keep pace with industry.



Operational Energy ($0.1 billion) includes investments to improve the energy efficiencyof existing operational platforms and propulsion systems. Investments are aimed at
gaining capability and reducing logistics supply requirements for deployed forces andinclude digital flight planning tools, programs to optimize turbine engine compressor
performance, and aircraft drag reduction technologies.



Research, Development, Test, and Evaluation ($1.3 billion) includes investments inbasic and applied research and technology prototyping to keep the U.S. military at the
cutting edge. This includes investments to accelerate development of hybrid tactical
vehicles to strengthen capability through extended range and persistence, silent watch,and the ability to support advanced weapons. Investments also support the prototypingof new platforms like blended wing body aircraft that have the potential to increase range
and payload. RDT&E also includes investments in technologies like advanced energy
storage and energy management systems.

Contingency Preparedness ($0.1 billion) includes investments to incorporate climate
risks into wargames, exercises, and other planning tools to ensure the Department
understands climate impacts on missions and is prepared to respond. This includes blackstart exercises to identify vulnerabilities and remediate risks to installation power systems.
As climate-induced extreme weather is increasing demand for DoD support, Contingency
Preparedness investments also include our work with allies and partners, support for
Humanitarian Assistance and Disaster Relief (HADR), and Defense Support to Civil
Authorities (DSCA) activities.

Pandemic Preparedness
This budget supports Secretary of Defense
guidance to prepare the Department to operate in abiological threat environment and support the
National Biodefense Enterprise, both at home andabroad. To support that vision, the Department
prioritizes biodefense across the full spectrum of
biological threats, from naturally occurring,
accidental, or deliberate biological incidents. Thisrole is consistent with responsibilities outlined in the2022 National Biodefense Strategy (NBS) andsupports the priorities of the NDS. The Biodefense
Posture Review (BPR) assessed DoD’s capabilities
relative to the threat, as well as preparedness for a
bio-incident to include pandemic response.
The BPR proposed a prioritized approach balancing detection, protection, and mitigation for an
integrated, layered defense to proactively and preemptively address bio-incidents that threaten
execution of national defense required capabilities. To posture the Department for biodefense
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Overview – FY 2024 Defense Budget
and pandemic preparedness, this budget adds $812.5 million over the FYDP and 115 civilian fulltime equivalents (FTEs) to Department-wide efforts to enhance the Total Force’s capabilities,
capacity, and preparedness to rapidly detect, characterize, and mitigate the effects of biologicalthreats, whether naturally occurring by accident, or manmade. These mission-sweeping reforms
deliver the early biothreat warning required in the National Defense Strategy and posture the force
to decisively respond to biological threats to rapidly mitigate impact on the Total Force.
This budget delivers improved early warning through expanded bio-surveillance and analytic
capabilities, aligned with advancements made in the COVID-19 response and through NBS
implementation efforts. This includes funding to build and operationalize the bio-surveillance hub
and portal, capabilities to support big data transfer, and expanded surveillance, wearable
detection, and sequencing capabilities for rapid, accurate decision making. This also bolsters the
Department’s intelligence collection and analytic capabilities to better detect emerging threats ofpotential operational significance or pandemic potential, including advancements in adversary
biotechnology capabilities that may impact our National Defense Strategy missions.
This budget funds improved preparedness to rapidly respond to biological threats and mitigate
their effects, including a common operating picture to improve biodefense materiel readiness andmaterial management, expanded stocks of non-medical Personal Protective Equipment, andincreased training and exercises for biodefense preparedness and response. The DoD invests
to enhance our industrial base and optimize manufacturing of key countermeasures.
This budget builds on the research, development, and acquisition advancements enabled by
FY 2023 Enhanced Biodefense and Pandemic Preparedness investments to posture theDepartment to support timely bio-incident prevention, detection, assessment, response, andrecovery in accordance with the National Defense Strategy and the National Biodefense Strategy.

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The audit looks at every aspect of the department — an organization of about
2.9 million people with one of the federal government's largest portfolios of real
property. There are more than 643,900 assets — buildings, structures, utilities,
roads and fences and more — located on over 4,860 sites worldwide as of the
beginning of fiscal year 2022.
- DOD Makes Audit Progress, But Much More Needs to Happen, Official Says – DOD News November 16, 2022

5. THE DEPARTMENT OF DEFENSE AUDITThe annual financial statement audit is afoundational element of defense reform. Data
from the audits drives the Department’s
strategy, goals, and priorities; and enables
leaders to focus on areas that yield the mostvalue to the warfighter. The audits are a catalyst
for long-term, sustainable reform leading to
improved efficiency, better buying power, andincreased public confidence in Department of
Defense’s (DoD) stewardship of funds.

Sections

The DoD Consolidated Audit Strategy

Audit Remediation

Budget

Data Analytics

During the annual financial statement audits, an independent public accounting (IPA) firm or the
DoD Office of Inspector General (DoD OIG) examines the Department’s balances, processes,
and internal controls. Audit results provide DoD management benchmarks regarding eachreporting entity’s ability to accurately present their financial position, display sound and repeatablebusiness practices, and reduce the risk of fraud and abuse. The Department’s leaders use resultsfrom audits to help identify root causes of issues and hold DoD Components accountable for
improvement efforts.

The audit remediation effort and our goal of achieving an unmodified audit
opinion are key parts of ensuring the Department responsibly manages ourresources. We remain committed to modernizing and reforming our businesspractices to better fulfill our mission to keep our country safe.
-Secretary of Defense Lloyd J. Austin - Message from the Secretary of Defense – November 15, 2022
U.S. House Committee on Armed Services

The Department received a disclaimer of opinion for its FY 2022 consolidated audit. Nine DoD
reporting entities sustained unmodified opinions for their standalone audits. The combined total
assets of entities with an unmodified opinion amounts to $1.4 trillion or more than 39 percent of
DoD FY 2022 total assets. The DoD consolidated financial audit continues to provide
independent, actionable feedback. The DoD owes accountability and transparency to theAmerican people, as the taxpayers deserve a level of confidence that DoD’s financial statements
present a true and accurate picture of its financial condition and operations. Transparency,
accountability, and insights that inform business process reform are some of the benefits the
Department will receive from its financial statement audits even before the Department achieves
a positive opinion on its consolidated financial statements.

CHAPTER 5

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5-1

Overview – FY 2024 Defense Budget

THE DEPARTMENT OF DEFENSE CONSOLIDATED AUDIT STRATEGYThe DoD completed its fifth annual consolidated financial statement audit in FY 2022. The
FY 2022 audit covered the Department’s total assets of more than $3.5 trillion and involved morethan 1,600 auditors, who conducted over 970 site visits, both virtual and in-person. Figure 5.1
shows the DoD-wide consolidated audit structure and the Components pursuing or sustaining
standalone audit opinions. The financial statement audit and remediation effort is allencompassing. It acts as a catalyst to drive reform and innovation to best support the
Department’s mission readiness and lethality, reinforces accountability to taxpayers, andgenerated detailed findings and recommendations to further guide corrective actions. This
continuing effort will result in greater transparency, enabling timely insights that support focusedand sustainable solutions for the Department’s complex environment.
IPAs conducted 27 standalone audits of DoD reporting entities. The DoD OIG oversaw the workof the IPAs and issued the overarching consolidated audit opinion. In FY 2022, nine reporting
entities received unmodified (clean) opinions and one received a qualified (modified) opinion.
Please note that seven of these reporting entities had received unmodified opinions as ofNovember 15, 2022, as reported in the FY 2022 Agency Financial Report. The total increased tonine as two outstanding audits resulted in unmodified opinions.
All other DoD reporting entities and the DoD consolidated audit received a disclaimer of opinion.
A disclaimer of opinion means the auditor was unable to obtain sufficient appropriate audit
evidence on which to base an opinion on the financial statements; and the auditor concludes thatthe possible effects on the financial statements of undetected misstatements, if any, could be bothmaterial and pervasive. Despite the disclaimer of opinion, DoD continues to make progress
towards a favorable audit opinion. Figure 5.1 shows the resulting opinion or disclaimer of opinion
for each reporting entity.
Figure 5.1 FY 2022 Audit Results

AUDIT REMEDIATIONThe Department continues to address long-standing areas of material weaknesses including;
Property in the Possession of Contractors, Real Property, and Inventory, Operating Materials andSupplies, and the Joint Strike Fighter Program. However, the Secretary of Defense recommitted
efforts by refining the Department’s audit priorities to better align remediation resources to areasof expected audit results in FY 2022. As such, the Department focused on the following audit
priorities:
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1. Fund Balance with Treasury (FBwT)
2. Access Controls
3. Universe of Transactions (UoT)
To help guide the process of addressing these priority areas, senior leaders across the
Department will continue to leverage audit roadmaps, the governance process, and working
groups to foster accountability toward finding solutions to common barriers for each component
under standalone audit receiving a disclaimer of opinion. The Department uses these audit
roadmaps to align material weakness remediation strategies across the Department, identify
timelines, prioritize focus areas, and ensure progress and resources are monitored. The audit
roadmaps detail the completion date, by fiscal year, of corrective actions necessary for the
remediation of material weaknesses and the targeted validation dates. The components’ audit
roadmaps were aggregated, analyzed, and used to develop a Department-wide audit roadmap
that documents the Department’s planned date for the projected downgrade of Department-widematerial weaknesses.
The Department continues to monitor the number of NFRs closed and material weaknesses
downgraded to a significant deficiency or resolved, to measure progress toward achieving a
Department-wide unmodified opinion. A significant deficiency is a deficiency, or a combination of
deficiencies, in internal control that is less severe than a material weakness yet important enoughto merit attention by those charged with governance. The Department closed 483 (14.5 percent)and 646 (19.3 percent) NFRs issued during FY 2021 audits as of November 15, 2022 and as ofJanuary 13, 2023, respectively. The Department will continue to use audit findings to drive andsustain remediation efforts, focusing on findings that are integral to resolving material
weaknesses.
Additional methods the Department uses to measure financial statement audit progress include:
1. Tracking the achievement of major milestones toward the remediation of NFRs that
contribute to material weaknesses; especially progress towards reconciling FBwT using
the UoT on the ADVANA platform;
2. Assessing the effectiveness of CAPs in successfully remediating associated NFRs;
3. Evaluating progress in the results of Statement on Standards for Attestation
Engagements (SSAE) No. 18 examination of System and Organization Controls (SOC)
reports over service providers;
4. Evaluating and monitoring system consolidation efforts to simplify our IT systems
environment to improve security, compliance, standardization, and overall auditability;
and5. Monitoring the completion of remediation activities and using Advana to distill data andsupport analytical insights for decision-making.
The audit has been a catalyst for business process and business systems reform across the
Department resulting in greater financial integrity, increased transparency, and ultimately, a bettersupported warfighter. Achieving and sustaining an unmodified audit opinion will require thecontinued investment of resources and focus of senior leaders. However, the trustworthiness andtransparency the audit delivers will promote a lasting, leaner, and more accountable DoD in theareas below:•

A modernized workforce: The scale of the Department’s business processes and volume ofits transactions are becoming less burdensome as the annual audits progress. Our workforce

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is building, deploying, and managing Robotic Process Automation or “bots” to automate
functions that would be cost-prohibitive when performed manually. The audits are driving an
increase in bot adoption, allowing personnel to execute basic functions in a fraction of thetime it would take a person to complete, making time for other more complex tasks. Armysuccessfully deployed a robotic process automation solution to retrieve supporting
documents directly from the source system, minimizing manual effort and reducing the
average response time. On its first day, the “bot” successfully retrieved supporting
documents for 96 percent of the sample items, a process that typically takes 5 to 10 days
when performed manually.
•

Improved business operations: The audits are providing a positive return on investment fromvalue gained through independent auditor insight into the Department’s business processes
and systems; to assess what is performing well and what areas still need improvement. In
FY 2022, Air Force transitioned from their legacy system into a modern enterprise
Governance, Risk, and Compliance (eGRC) platform which reduced the number of reportingorganizations from in-excess-of 6,500 to 57 individual organizations. Consolidating reportingorganizations benefited the Risk Management Internal Control (RMIC) Program’s internal
controls reporting process and removed redundant reporting requirements for the Statementof Assurance (SoA) by alleviating a substantial administrative burden and allowing for thereallocation of over 142,000 labor hours that were redistributed into other mission criticalactivities.

•

Quality decision-making: One of the best cases for value being derived from the audits
comes from the extensive improvements in the timeliness, accuracy, and availability offinancial and operational data. By reviewing this available data, the National GeospatialIntelligence Agency (NGA) was able to process over $43 million in contract de-obligations
which were identified through their continuing effort to review dormant accounts. The deobligation of these dormant accounts, or accounts with no financial activity for a long time,allowed NGA to reprogram those funds to more immediate mission-support and missioncritical needs.

•

Reliable networks: The audits are highlighting derived value gained from turning
management’s attention toward cyberspace by focusing on strengthening the Department’s
IT controls. Auditors test the Department’s processes and procedures for controlling systemaccess and the levels of access given to users (e.g., access to the core coding andconfiguration functions of a system). The audits test physical and logical controls and provide
specific feedback on the areas to improve security and controls to prevent foreign anddomestic hacks and cyberattacks. During the year, the Department of Navy - Chief
Information Officer (DoN-CIO) deployed the Naval Identity Services Identity, Credential, andAccess Management solution and integrated it with Navy Enterprise Resource Planning(ERP) to automate account provisioning, account removal, and access reviews for over
83,000 users.

•

Enhanced public confidence: The audits deliver value to the Department by enabling thecapability to accurately and timely account for defense resources. The systems used toprocess Military Pay and Civilian Pay continued to receive unmodified opinions regarding
SSAE No. 18 for the sixth and tenth consecutive years, respectively.

BUDGETThe Department expects to spend $1.5 billion during FY 2024 in support of the DoD Audit; withapproximately 16 percent of these resources required to pay the independent auditors; 14 percent
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70 percent of total costs directed at remediating audit findings. The Department also prioritized
reducing undistributed Fund Balance with Treasury disbursement and collection balances.
The FY 2024 budget request includes an additional $17.7 million for audits and audit support for
two additional DoD agencies undergoing standalone audit; the Defense Advanced Research
Projects Agency (DARPA), and the Defense Threat Reduction Agency (DTRA). Funds pay for
IPAs to perform standalone audits and for the support and mitigation actions. The addition ofthese two activities to the standalone audit process demonstrates the Department’s commitment
to achieving additional unmodified opinions.

DATA ANALYTICS
Defense reform is really important to us, because it has a clear impact on ourability to realize the Secretary’s top three priorities: Defend the Nation, Take
Care of Our People, and Succeed Through Teamwork.”-Deputy Secretary of Defense Kathleen Hicks November 1, 2022 Remarks at the DoD-GAO High-Risk Summit

A valuable by-product of the audit is the ability to generate a consistent view of our enterprisefinancial transaction data. The increasing reliance upon Advana, the DoD’s advanced data
analytics platform, for audit sampling, supporting transaction details in response to auditor
requests, monitoring remediation activities, and inspiring data-driven conversation with
Components and other stakeholders allows for improved decision-making and better-informed
budget execution.
With the UoT, which is used to provide auditors with sample data as its foundation, Advana’s
capability has grown considerably in just a few short years. With over 22 billion uniquetransactions from General Ledger Accounting Systems, Advana is standardizing the definition
and framework of the UoT to enable enterprise insights and analytics, facilitate root cause
analysis, and to overall improve the Department’s financial agility. Advana has also furthered
FBwT efforts through consolidation and centralization of disparate legacy FBwT tools, which
provides improved data standardization and analytics, workflow capabilities, and reporting. It is
now the go-to analytic platform for a range of enterprise-level use cases, from executive analytics
to business health metrics to logistics and readiness needed for day-to-day force management.

CONCLUSION
The financial statement audits support the Department’s business transformation strategy. The
tone-at-the-top is being echoed throughout the organization’s chain-of-command.
The
workforce’s understanding of audit requirements continues to grow, and, as efficiencies are
gained, value is being realized. Systems are being made more reliable, and audits are providing
the tools needed to effect sustainable improvements. The audit is helping galvanize change that
advances cybersecurity, property management, inventory management, and readiness—for the
benefit of the warfighter and the American people.

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6. MILITARY DEPARTMENTS
The Military Departments generally use several means to report their activities to Congress.
Consistent with Title 10, Section 113 (c)(1)(A), each of the Military Departments is providing asummary of their Fiscal Year (FY) 2024 budget submissions for inclusion in the DoD Budget
Overview. Additional data are contained in Appendix A, Resource Exhibits.

DEPARTMENT OF THE ARMY OVERVIEW
Discretionary Budget Authority in Thousands

FY 2023
Enacted2

Department of the ArmyΔ

FY 2024
RequestFY23 – FY24

Military Personnel

68,013,294

69,835,854

1,822,560

Operation and Maintenance

70,644,867

72,067,365

1,422,498

Procurement

23,548,654

23,380,535-168,119

RDT&E

17,115,421

15,775,381-1,340,040

Military Construction

3,017,760

2,068,457-949,303

937,472

690,380-247,092

144,937

29,213-115,724

1,469,818

1,489,794

19,976

184,892,223

185,336,979

444,756

155,900

188,480

32,580185,048,123

185,525,459

477,336

Family Housing
Revolving and Management Funds
1

Pass Thru (CTEF, & CHEM-DEMIL )Subtotal Department of the Army
Arlington National CemeteryTotal Department of the Army
1

Counter-Islamic State of Iraq & Syria Train and Equip Fund (CTEF); Chemical Agents & Munitions Destruction (CHEM DEMIL)2
FY 2023 enacted amounts include prior year rescissions but exclude supplemental funding for Ukraine and Disaster Relief.

“Our purpose remains constant – To deploy, fight, and win our Nation’s wars byproviding ready, prompt, and sustained land dominance by Army forces acrossthe full spectrum of conflict as part of the Joint Force.”- The Army Mission

Introduction
The world is changing, and the Army is changing with it. The Department has refocused ondeterring aggression against the pacing challenge in the Pacific and acute and persistent threatsaround the globe. The Army’s FY 2024 President’s Budget is a strategy-informed budget as we
continue to transition from 20 years of counter terrorism toward meeting the pacing challenge ofChina. The Army places a further emphasis in countering this challenge by:Ensuring a persistent presence in the Indo-Pacific region—through rotational
deployments, exercises, and the posture of combat-credible forces.
Fostering interoperability with the Joint Force and our Allies/partners—throughintegrated deterrence.
Developing and fielding advanced capabilities—from long-range fires to artificial
intelligence.

But we cannot achieve this without taking care of our Soldiers and Families, who serve as thecornerstone of our Army. This budget makes continued investments in housing improvements
and CDCs, while also reducing harmful behaviors and building positive command climates withfocused investments in strengthening sexual assault prevention and response efforts, suicide
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prevention measures, and developing strong leaders through the Battalion and Colonel Command
Assessment programs. We also seek to maintain the All-Volunteer Force for the next generation
by reforming how we recruit and retain our Soldiers.
We continue momentum with our modernization efforts as we transform to the Army of 2030. Thisbudget emphasizes our six modernization priorities, with 82 percent of the Science andTechnology funding (RDT&E) in support of these top six modernization priorities. The budget
also makes significant investments to modernize the industrial base makes with investments in
the Industrial Base, Production Base Support, and ammunition facilities. And finally, this budget
maintains the high readiness of our Forces to respond to any contingency—from disasters athome or crises abroad.
The Army of 2030
As the Army moves into the Army of 2030, and comes out of 20 years of counter terrorism andcounter insurgency, it is transforming to fight large-scale combat operations in a multi-domain
operational environment. To achieve the Army of 2030 we will continue to invest in people,
reorganize forces, procure new equipment, and adopt new concepts. To succeed on the future
battlefield and continue to dominate the land domain, the Army of 2030 must:








Acquire the sensors to see more, farther, and more persistently at every echelon.
Deliver precise, longer-range fires as part of the Joint Force to strike deep targets andmassing enemy forces.
Concentrate highly lethal, low signature combat
forces rapidly from dispersed locations to
overwhelm adversaries at a place and time of ourchoosing.
Protect our forces from air, missile, and drone
attacks.
Ensure we can sustain the fight across contested
terrain for both short, sharp operations as well as
protracted conflict.
Secure from enemy cyber and electronic attack to
The Army and Navy are working together torapidly and reliably communicate and share data
develop and field a hypersonic missile –with ourselves, sister services, and coalition
Common Hypersonic Glide Body (C-HGB)
partners.

As we maintain our modernization initiatives, the Army has been investing in missile capabilities,
counter-small unmanned aerial systems, Soldier weapon systems, and sustainability inmodernizing logistics in a contested environment and our industrial base. We are conducting
Pacific Pathways Exercises to build on the established relationships with our allies and partners.
In Europe, we are maintaining the same partnership through the Army’s Defender Series
exercises. Multi-domain operations are maturing and we are standing up the third Multi-Domain
Task Force.
Fiscal Environment
The Army remains committed to financial stewardship through focused and deliberateprioritization. The Army prides itself on requesting the right resources to meet the demands ofthe requirements assigned to the Army in the President’s National Security Strategy (NSS) andNational Defense Strategy (NDS). Timely receipt and adequate levels of requested funding arenecessary to maintain a sustainable strategic modernization path for the Army. Even though theArmy is practiced in operating under Continuing Resolutions these delays can stall the Army’s
path to transform in support of the Army of 2030. Timely enactment provides resource
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predictability and enables commanders and leaders to execute their annual training andoperational plans effectively and efficiently for the entire fiscal year, and to build Army Readinessat all three echelons – tactical, operational, and strategic. Timeliness also ensures the Army
doesn’t lose its modernization stride for its acquisition, research, and fielding process. Consistent,
adequate, and strategy informed resourcing is invaluable to the Army’s ability to achieve the Armyof 2030.
Today, the Army faces a multi-dimensional environment that includes fiscal pressure andincreasing demands, including achieving and sustaining a favorable financial statement audit. To
advance audit the Army will execute internal reforms to streamline and shed inefficient processes.
As we seek to improve financial operations, we will also improve our audit program. By
maintaining excellence in operational and resource execution and adherence to agreed-upon
remediation schedules, we will retire material weaknesses and obtain favorable audit opinions
while sustaining improvements to our data, processes, and controls. The Army seeks to achieve
success in audit to demonstrate accountability to the taxpayer, Congress, and Army Senior
Leaders.
People: The U.S. Army’s Advantage
Soldiers, Families, and Civilians are America’s Army anda critical part of realizing our vision for the Army of 2030
is ensuring they are well taken care of. Taking care of
our people means creating a positive command climate,building cohesive teams that are highly trained, andreducing harmful behaviors in the workplace. The Army
will build upon its initiatives by investing in Soldierbarracks and Army family housing, supporting spouse
employment through professional licensure andcertification, and ensuring the affordability of childcare.
In the FY 2024 Request, the Army has funded
New Army Recruits take part in a swearing in$287.5 million for five new barracks projects, at Forts
ceremony before a professional baseball gamein San Diego., CA
Wainwright, Bragg (x2), Lewis-McChord, and the Soldier
Systems Center at Natick, and is investing $177.3 million
for family housing projects at Kwajalein Atoll and Baumholder, Germany. To expand access tochild care, we are increasing the Fee Assistance provider rate cap to $1,700, increasing childcare
entry level staff pay to $17.34 per hour, implemented an annual retention bonus for Child
Development Center (CDC) personnel, and provided a 50% discount for CDC staff parent fees.
The Army must transform the way we recruit, train, educate, and prepare America’s sons anddaughters for an increasingly complex battlefield. The Army is building a twenty-first century,
data-driven personnel management system to transform how we identify, develop, and manage
the talent that is the bedrock of our military advantage. Rather than the industrial age system ofassigning people to jobs based on a few factors, the Army of 2030 will use an individual’s skills,
education, experiences, and personal attributes to match them with positions where they can best
contribute. The Army is also investing in education and programs such as the Commander
Assessment Program to improve how leaders identify their own strengths and weaknesses.
Leaders use the information they gained from their assessment to apply the knowledge and skills
to their organizations enabling both their teams and people to thrive.
With the investments we are making, the Army will train Soldiers in simulated environments,
where they can interact with and prevail against limitless threats and scenarios, enhancing
preparedness from the smallest unit to the largest formation. The Army of 2030 will harness
advances in virtual reality and simulation technology to train in more realistic environments atlower cost and with reduced risk to our forces. The Army of 2030 will improve upon our
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longstanding commitment to the Soldiers with investments in advanced education,
comprehensive health and fitness, and development of skills that will benefit them for life.
The Army remains focused on recruiting through new initiatives and funding to address therecruiting challenges. The FY 2024 budget request increases enlistment bonuses to $715 million,a 51 percent increase over FY 2023 enacted levels. Initiatives include overhauling how we recruitby selecting recruiters differently, improving recruiter training, increasing recruiter resources andcreating new incentives for high performing recruiters such as the Recruiter Production IncentiveAssignment Incentive Pay Pilot program (RPI-AIP). The Army is also surging presence in 16 key
cities where we have lost ground or may have been underinvested. Additionally, our “High School
Blitz” initiative focuses our recruiting stations across the nation on more events in high schools,
greater presence at high school sporting events, and more engagement with school officials. The
Army also launched its rebranding with bringing back “Be All You Can Be,” and will invest $389
million in FY 2024 in marketing and advertising. Lastly, the Army is investing $12.8 million in the
Future Soldier Prep Course which takes young Americans who do not score quite high enoughacademically or do not quite meet Army physical fitness standards, and invests in them to raisethem up to our standards so they can go to basic training. We will expand this program from Fort
Jackson to Fort Benning. All our efforts are toward the goal of recruiting and maintaining highquality talented Soldiers to not only meet Army’s end strength but also for our cutting-edge
formations and new capabilities. The Army’s message is clear: If you are someone who seeksa challenge and wants to push yourself to achieve something you did not think was possible, theArmy has a place for you.
Quality of life for our Soldiers, Families, and Civilians is important. The FY 2024 budget sustains
quality of life improvements for Soldiers, families, and Army civilians through the continued
improvements in barracks and housing, the Exceptional Family Member Program, and Child
Development Centers. We are committed, for those living on Army installations in the U.S. andoverseas, to provide safe, clean, and healthy homes. We enforce the health and safety of homes
through thorough inspections of Army housing, which includes Army-owned, privatized, andunaccompanied housing units. The budget provides a 5.2 percent increase in Soldiers basic pay,a 3.9 percent increase in the Basic Housing Allowance, and a 3.4 percent increase in the Basic
Allowance for Subsistence.
To support quality of life, the FY 2024 budget provides for civilian pay raises and invests in civilian
talent management. As part of transforming the Army, there is a need for highly skilled andtalented civilians to carry out the Army’s future. We are ensuring the civilian work force is trained
and ready. The Civilian Implementation Plan continues to transform the Army’s civilian
management approach. It places the right civilian in the right job to support the Army. We will
maintain the best talent and provide the civilians with access to the knowledge, skills, and training
needed to support the ever-increasing demands of the Army. Civilians provide mission essential
support, and they are a key role in transforming and defending the nation in the future.
The Army is committed to reducing harmful behaviors. This is key to sustaining a positivecommand climate through the force. We are shifting from responding to harmful events after they
happen to finding ways to prevent them. The Army continues to invest in Suicide Prevention,
Sexual Assault Prevention and Response, and Diversity/Equity/Inclusion programs. In addition,
the 2024 budget provides for the implementation of recommendations by the DoD Independent
Review Committee/Fort Hood Independent Review Committee, as well as funds the continued
Criminal Investigation Division transformation. The Army is transforming the way we protect
Soldiers, civilians, and families from harmful behaviors. The Army is leading the charge todevelop prevention efforts for suicide, sexual crimes, and extremism while strengthening our
support systems to care for those affected.

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Transforming How We Organize“Transforming into the Army of 2030 means adopting new operational
concepts, reorganizing our forces, and developing new capabilities so that we
maintain superiority over any future adversary.”- Honorable Christine E. Wormuth, Secretary of the Army

The Army is changing the way it organizes, equips, and fights to remain the dominant land force
on battlefields of 2030. After two decades of focusing on brigades rotating in and out of Iraq and
Afghanistan, the Army is shifting its organizational focus to larger division-centric formations morecapable of force projection on a short notice and short response times, in order to support oursister services, Allies, and Partners around the globe. Theater Armies, Corps, and Divisions will
modify the personnel, organizations, and equipment they need to conduct operations andmissions to disrupt and defeat an adversary’s ability to achieve their objectives.
The effects of these organizational changes are multiplied by leveraging advances in dataanalytics to improve the speed and accuracy of leader decision-making. Our study and analysisof recent conflicts, exercises, simulations, and training, indicates brigade commanders must fully
focus on winning the close fight. This means front-line leaders will concentrate on the close fight,
while Division and Corps Commanders have the responsibility and capability to visualize the deepand larger fight on an operational and strategic level. Divisions and Corps must be able to employ
and allocate the growing array of lethal and non-lethal weapons to attack an enemy across all
domains.
Evolving How We FightAs the Army refocuses from conflict in the Middle East to
focus on near-peer challenges and acute threats, we must
adapt to changes in technology and enemy capability andrethink how we deter our adversaries from using force toachieve their objectives. Through continued funding of our
Regionally Aligned Readiness and Modernization Model(ReARMM), we are aligning forces against regional
priorities, optimizing time to plan, train, and modernize,
while enabling the Army to transform into a multi-domain
force. We know that forward positioned ground forces—
The Army is analyzing cyberspaceable to converge effects from land, air, sea, space, andrequirements and outlining potential technicalcyberspace—complicate our adversaries’ decision-making
investments based on its Cyber Materielprocess, disrupt their actions, and help provide assurances
Development Strategy
to our Allies and Partners. Whether in the Pacific or
Europe, control of key nodes in the land domain is required to win in large scale combat.
The Army funds, in support of readiness, the Directed Readiness Tables and the Global ForceManagement Allocation requirements. We will again conduct 22 Combat Training Centerrotations at the three major training sites (National Training Center, Joint Readiness Training
Center, and Joint Multinational Readiness Center). Two of the 22 are exportable training eventsin Alaska and Hawaii. In addition, funding allows the Army to conduct Operation Pathways
exercises in the Indo-Pacific region to expand component, Joint, and combined interoperability.

“We are at an inflection point in the United States, we need to be ready to fighttomorrow, and we need to fight every single day after that.”- General James McConville, 40th Chief of Staff, Army
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The Army also executes the Mission Partner Environment to build and maintain information
advantage and increases operations for rotational units in the European Theater. The Armycontinues to innovate into the modern Army of 2030.


We will develop a network of connected unmanned and manned sensors that will enable
us to close blue kill chains while disrupting red kill chains. The Army is investing insystems like Future Tactical Unmanned Aircraft System (FTUAS), Future Unmanned
Aircraft System (FUAS)-Air Launched Effects (ALE), and High Accuracy Detection and
Exploitation System (HADES) to improve our sensor-shooter response times.



We will deliver faster, more lethal and survivable fighting vehicles, including unmanned
robotic systems able to deliver more firepower. The Army started fielding the ArmoredMulti-Purpose Vehicles (AMPV) in early 2023 and will procure 91 vehicles for $555 million
in FY 2024. Additionally, we are experimenting with Robotic Combat Vehicle technology
with the goal of delivering initial capability by 2030.



We will deploy new missiles, able to travel at hypersonic speeds, increasing the range
and ability to avoid traditional air defense systems. The Army is increasing procurementof the Precision Strike Missile (PrSM) to 110 missiles for $384 million in FY 2024. The
Army is working collaboratively with the Navy in development of the Long Range
Hypersonic Weapon (LRHW) system to provide the Army a strategic attack weapon
system to defeat Anti Access/Area Denial (A2/AD) capabilities and suppress adversaryLong Range Fires, and will invest $944 million in the program in FY 2024. We will harness
the potential of high-energy lasers and microwaves for mobile short range air defense
systems. The Army is developing a 50kw High Energy Lasers for Maneuver-Short Range
Air Defense (M-SHORAD DE) and Indirect Fire Protection Capability (IFPC-DE). The
Army Rapid Capabilities and Critical Technologies Office is experimenting with a 300 kw
High Energy Laser.



We are innovating, through experiments like Project Convergence, to transform the Army
into a data-centric force where commanders at all levels have the information they needto make decisions. Project Convergence, funded at $90 million ($66 million in RDT&E
and $24 million in O&M), will continue to experiment with emerging technologies and joint
concepts that will result in the Combined Joint Force’s ability to conduct offensive anddefensive capabilities to deter peer adversaries and, if necessary, defeat them in large
scale combat operations.



Finally, we are transforming how we sustain the fight, rethinking how the Army provides
logistics and sustainment support with lighter and more climate resilient vehicles andfacilities. The Army is modernizing our watercraft fleet to provide heavy and light versions
to enable the execution of contested sustainment in the Pacific and experimenting withhybrid combat vehicles and alternative power for deployed forces to reduce the demand
for fuel.

Modernizing for an Uncertain Future
The Nation depends on the U.S. Army to respond to a broad range of missions at home andabroad. We must modernize responsibly, maintaining readiness now, while transforming at apace informed by available resources. This will require hard choices about the pace ofmodernization and the risk we assume, to chart a long-term course to integrate new capabilities
while maintaining our ability to respond to crisis. Therefore, as we transform for the future fight,
we are setting the Army on a sustainable strategic path—one that balances the generational
investments we are making to prepare for the future fight with the realities of our fiscal
environment.
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To support the future fight and the future Joint
Force the Army must provide relevant andmodernized forces, capabilities, training, andsupport to meet evolving challenges. We
continue to empathize the six modernization
priority efforts of Long-Range Precision Fires,
Next Generation Combat Vehicles, Future
Vertical Lift, the Network, Air and Missile
Defense, and Soldier Lethality all to emphasize
and improve shooter to sensor response times.
The Army is also transforming and modernizing
Small Unmanned Ariel System, Short Range Recon
digitally.
The Army’s Crypto modernization
efforts accelerate the Army’s Cryptographic modernization by procuring tactical radios with priority
units that are aligned to USINDOPACOM and the Global Response Force. We are also
accelerating the Zero Trust cyber security implementation ($439 million) consistent with the DoD
strategy and industry trends. We are transforming and modernizing Army lethality through theoperationalization of the Cloud ($469 million). The Army is building a hybrid cloud environment
to optimize system and data availability; performing application migration to reduce technical debt
while improving system management; and introducing new technologies and business practices
to optimize hybrid cloud operations. These investment in these efforts helps us transform andmodernize digitally for the future fight.
To support Army modernization priorities, the Army must simultaneously invest in our sustainment
facilities, equipment, and people. A primary means for ensuring sustainment of our combat
systems is the Army's Organic Industrial Base. The Army continues to invest in upgradingindustrial base facilities to meet the requirements of upcoming next-generation ammunition andground-based vehicles, environmental standards, and workplace safety. Investment in themodernization of the organic industrial base will enable the Army to successfully meet current
Combatant Commanders demands, provide the capabilities to surge and sustain a multi-domain
operations force for large scale combat operations, reduce single points of failures in the supply
system and decrease reliance on foreign resources. We are investing $1.5 billion in FY 2024 to
upgrade and sustain our industrial base to ensure our ability to sustain production of missiles,
ammunition, and other critical warfighting components into the future.
Conclusion
The Army’s FY 2024 budget request prioritizes resources to take care of our people, builds
readiness, wins the current and future fight, and deploys a more lethal and ready Total Army of2030 focused on Joint All-Domain Operations. None of this is possible without timely, adequate,
predictable, and sustained funding which enables the Army to counter the challenges and threats
we face today and into the future, while taking care of our people. When the Army receives its
funding, we are accountable for the execution according to the audit standards and are held
accountable to achieving and maintaining a favorable audit opinion.
While the Army meets the Nation’s demands it must continue to stay ready and modernize tomaintain overmatch against the Nation’s near peers. All these efforts are critical and need to bebalanced and synchronized to provide the Nation a professional, lethal and decisive force that will
win against any of our adversaries.
Rarely in the Army’s history have we seen changes this significant. As we transform to meet an
uncertain future, we must adapt how we recruit and retain talent, how we organize, and how wefight to ensure that the Army of 2030 is ready to win when the Nation calls. This budget allows
the Army to meet the demands asked of it.
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BE ALL YOU CAN BE.

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DEPARTMENT OF THE NAVY
Discretionary Budget Authority in Thousands
Department of the Navy
Military Personnel
Operation and Maintenance
Procurement
RDT&E
Military Construction
Family Housing
Total Department of the Navy1

FY 2023
Enacted1

FY 2024
Request58,075,480
80,068,816
72,341,993
26,003,697
5,778,085
715,521242,983,592

60,565,269
84,571,891
76,869,837
26,922,225
6,182,296
640,996
255,752,514

Δ
FY23 – FY24
2,489,789
4,503,075
4,527,844
918,528404,211-74,525
12,768,922

FY 2023 enacted amounts include prior year rescissions, but exclude supplemental funding for Ukraine and Disaster Relief.

Introduction
America is a maritime nation. American naval
primacy is essential to meeting the challenges weface today. The seas are the lifeblood of oureconomy, our national security, and our way of life.
With 90 percent of global commerce traveling bysea, the Department of the Navy safeguards theworld’s economy from hostile nations andorganizations that threaten international waters.
Our everyday lives also depend on access to theinternet, which rides upon the security of undersea fiber optic cables. Our prosperity as a nationand our security are dependent upon unfettered access to the seas. The Department of the Navyharnesses our ships, submarines, aircraft, unmanned platforms, and highly trained Sailors andMarines, to protect and support the American way of life. In both times of peace and war, theDepartment can be found in and on the sea, the air, space, ground, and in the cyber realm so that
our citizens can remain prosperous and secure. The Department’s track record of keeping
America safe is so sound that most Americans cannot recall a time in their lives when they feared
attack from another nation’s naval force. We keep threats away from our shores by operating
abroad. Today and every day you can find nearly 100 ships and submarines underway aroundthe globe. There is no substitute for presence. If fact, section 8062(a) of title 10, United States
Code, was amended for the Navy to prepare for “peacetime promotion of the national security
interests and prosperity of the United States.” When we consistently deploy our combat readyforces alongside our allies and partners in faraway waters, our adversaries are forced to face apersistent reality – a fight with American naval forces would be unwinnable and costly. Our mere
presence and routine operations bolster our leverage, giving us diplomatic options that will always
be more favorable than war.
In times of international crises, we can quickly maneuver thousands of miles with the world’s morecapable warships and dwell in areas of interest without relying on land bases in foreign countries.
When called upon, the U.S. Navy ships are ready to deploy the world’s most sophisticatedweapons systems operated by highly skilled personnel to fight and win our nation’s wars. The
threat from the People’s Republic of China continues to grow while Russia expands its aggressionin Europe. America’s naval forces are unique as America’s most timely, flexible, and forwarddeployed force across the full spectrum of challenges -- from naval diplomacy to strategic
deterrence, to resource competition, to crisis, and conflict.

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Maintaining a world-class and worldwide
deployable Navy and Marine Corps as a first lineof defense for the United States is not somethingthat can be created overnight when conflict arises.
Investing in the Navy and Marine Corps today is adown payment on America’s security tomorrow.
Our Navy and Marine Corps integrate resources
across disparate domains and elements ofnational power to deter adversaries and campaign
forward. The Department’s budget request supports the nation’s priorities, driven by a hierarchyof strategic doctrines: National Security Strategy, National Military Strategy, National Defense
Strategy (NDS), Secretary of the Navy’s Strategic Priorities, Chief of Naval Operations’ Navigation
Plan, and Commandant of the Marine Corps’ Force Design 2030. The FY 2024 President’s
Budget (PB24) prioritizes readiness, capability, and capacity, especially investment andreadiness efforts, to make sure our ships and aircraft are always prepared to deploy. Thisapproach will deliver the integrated deterrence at sea required by the NDS. The budget reflectsconsistent priorities of: strategic deterrence through development and production of the Columbia
ballistic missile nuclear submarine, readiness, modernization/capabilities, capable capacity inorder to implement the NDS, and builds on force design initiatives. PB24 supports sustainablereadiness, sustains lethality and capability elements, invests in quality of life initiatives for Sailors,
Marines, and civilians, and upgrades facilities for new capabilities. The budget continues thecommitment to revitalizing the aging public shipyard infrastructure through the Shipyard
Infrastructure Optimization Program
Strategic Guidance and Themes
President’s National Security Strategic Guidance
The FY 2024 President’s Budget is aligned to the President’s National
Security Strategy (NSS) Guidance.
The NSS outlines a vision of a world that is “free, open, secure, andprosperous,” and calls for the protection of foundational principles of “selfdetermination, territorial integrity, and political independence.” To modernize
and strengthen our military, the NSS states: “Maintain and gain warfighting advantages while limiting those of ourcompetitors.
 Act urgently to sustain and strengthen deterrence, with the PRC as its pacing challenge.
 Combine our strengths to achieve maximum effect in deterring acts of aggression.
 Use a campaigning mindset – sequencing logically linked military activities to advancestrategy-aligned priorities.
 Build a resilient force and defense ecosystem to ensure we can perform these functions for
decades to come.
 A combat-credible military is the foundation of deterrence and America’s ability to prevail in
conflict.
 Modernize the joint force to be lethal, resilient, sustainable, survivable, agile, and responsive,prioritizing operational concepts and updated warfighting capabilities.

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 Seek to remove barriers to deeper collaboration with allies and partners, to include issues
related to joint capability development and production to safeguard our shared militarytechnological edge.
 Nuclear deterrence remains a top priority for the Nation and foundational to integrated
deterrence.
Our service members are the backbone of America’s national defense and we are committed totheir well being and their families while in service and beyond.”
National Defense Strategy
The 2022 National Defense Strategy (NDS) sets forth how the U.S.
military will meet growing threats to vital U.S. national security
interests and to a stable and open international system. It directs
the Department to act urgently to sustain and strengthen U.S.
deterrence, with the People’s Republic of China as the
Department’s pacing challenge. The NDS lays out four top-level
defense priorities for the entire Joint Force: Defend the homeland Deter strategic attacks
 Deter aggression and be prepared to prevail in conflict, when necessary Build a resilient defense ecosystem
The Department will advance its goals through integrated deterrence, campaigning, and actions
that build enduring advantages. The Secretary of Defense recently reaffirmed his three priorities:
Defend the Nation, Taking Care of Our People, and Succeed Through Teamwork. This reinforces
the guiding principles and critical priorities in accordance with the NDS, while recognizing thecommitment and hard work of the Department.
“First, we are strengthening our maritime dominance so that we can deter adversaries
and if called upon, fight and win our Nation’s wars. Second, we are building a cultureof warfighting excellence, founded on strong leadership, rooted in treating each otherwith dignity and respect. And third, we are enhancing our strategic partnerships,
across the Joint Force, with industry, with our international partners around theglobe.”- Secretary of Navy, Carlos Del Toro, December 6, 2022

Secretary of the Navy Strategic Guidance
The Navy and Marine Corps team integrate resources acrossdisparate domains and elements of national power to deter
adversaries and campaign forward. They do so through a clear
strategic vision centered on three enduring priorities.
Strengthening Maritime Dominance requires us to rapidly field
the concepts and capabilities that create advantage relative to
our pacing threat, and the pacing scenario, with the sustainment
necessary to generate integrated, all-domain naval power. That
is why we are making the investments now, guided by the Navy
Navigation Plan and the Marine Corps Force Design 2030, to
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ensure we remain the most lethal, capable, and globally postured force on this planet for decades
to come.
Building a Culture of Warfighting Excellence
focuses on warfighting and leadership at every level.
We have expanded community- and school basedoutreach while simultaneously increasing media
campaigns in underserved and minority markets. We
must attract the broadest possible talent pool fromthroughout our nation. Recognizing that quality of life
for our service members and families is inseparablefrom warfighting excellence, we have directed transformational investments in quality-of-life
initiatives, infrastructure improvement, and support for families facing particularly difficult
circumstances due to inflation. All of these efforts are centered on one goal: combat readiness.
Taking care of our people, is what we do since our Sailors and Marines are better prepared andmore focused when they know their families are doing well.
Enhancing our Strategic Partnerships, sustains andexpands our advantage by seeking to achieve seamlessintegration, communication, and collaboration with eachof our partners. Among our Government partners, wehave strived together toward greater agility, adaptability,
trust, and transparency in support of ourwarfighters. Globally, we have strengthened ourrelationships with like-minded maritime nations,deepening interoperability in order to enable mutual
action to address shared challenges. Our actions in the face of adversity will also be longremembered by our Allies and Partners.
Chief of Naval Operations (CNO) Strategic Guidance
The U.S. Navy is uniquely positioned to strengthen
integrated deterrence, campaign forward, and build
enduring warfighting advantages.
We will build,
maintain, train, and equip a combat credible, dominant
naval force to strengthen our strategic partnerships,
deter conflict, and, if called upon, win our Nation’s wars.
This combat credible force — forward-deployed andintegrated with all elements of national power—remains
our Nation’s most potent, flexible, and versatile
instrument of military influence. Together with the U.S.
Marine Corps and U.S. Coast Guard, our Navy must
deploy forward and campaign with a ready, capable, combat-credible fleet. Decisive naval power
is a critical component within the Joint Force.
Navigation Plan 2022 plots a sustainable course for the U.S. Navy’s operations and investments
as we continue implementing the Tri-Service Maritime Strategy to accelerate America’s
advantage at sea. The updated Navigation Plan, aligns our priorities of Readiness, Capabilities,
and Capacity to the National Defense Strategy (NDS). The U.S. Navy remains committed to (1)strengthening our nation’s integrated defense, (2) campaigning forward, and (3) building enduring
warfighting advantages. In this rapidly changing world, a formidable naval force is crucial toeffectively implementing the NDS and the National Security Strategy (NSS). The FY 2024 budget

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request will deliver on our commitments to the Joint Force by aligning our planning, resources,
and investments with the following national policy objectives:
Strengthening Integrated Deterrence. The ultimate backstop of integrated deterrence is asecure and reliable strategic nuclear deterrent. Navy operates the most survivable leg of the
Nation’s nuclear triad. Forward-deployed, combat-credible conventional forces further strengthen
integrated deterrence, deploying globally to deter aggression, support diplomacy, and protect
American interests across the spectrum of conflict. Naval forces prevent adversaries from using
the oceans to threaten the U.S. homeland. No other element of national power can fulfill this role.
Naval service’s ability to control the seas and project power - from both land and sea - hasunderpinned America’s national defense and economic vitality for generations.
Campaigning forward. Naval forces provide the U.S. strategic advantages in position, influence,and flexibility, independent of access to overseas land bases. Alliances and partnerships remain
our key strategic advantage. Every day, the Navy operates forward alongside allies and partners,
strengthening our ability to prevail in conflict and demonstrating a united front. Navy is uniquelyequipped to contest gray zone incrementalism, much of which occurs in the global commons—particularly in the maritime domain and cyberspace. Gray zone aggression thrives on nonattribution. Navy denies our adversaries anonymity with persistent domain awareness, theeffective leveraging of intelligence, and the agile application of sea power.
Building enduring warfighting advantages. To maintain our advantage at sea, America needsa larger and more capable Navy.
Faced with peer competitors and emerging disruptive technologies, the Navy needs to become
more agile in developing and delivering our future force. Navigation Plan 2022 focuses Navy’s
effort to deliver warfighting advantage: Establishing Force Design Imperatives and an iterative
Force Design process and Driving an Implementation Framework for CNO’s priorities acrossReadiness, Capabilities, Capacity, and Sailors. We will deliver combat credibility in contested
seas through our force design imperatives:







Expand Distance,
Leverage Deception,
Harden Defense,
Increase Distribution,
Ensure Delivery,
Generate Decision Advantage

Trained, educated, and resilient sailors remain our asymmetric advantage. We will empower
our people by building a warfighting culture based on self-assessment, self-correction, andcontinuous learning.

“As good as we are today, we will need to be even better tomorrow to maintainour warfighting overmatch. We will achieve this through the strength of ourinnovation, ingenuity, and willingness to continually adapt to and initiatechanges in the operating environment to affect the behavior of real-world
pacing threats.”- General David H. Berger

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Commandant of the Marine Corps (CMC) Strategic Guidance
Force Design began in response to known andanticipated changes in the operating environment.
There was a need to change how the Marine Corps isorganized, trained, equipped, and employed in light ofthe evolving security environment. The 2022 NDS
establishes the importance of the coming “decisive
decade,” and the need for new approaches to thestrategic challenges in our future. The tenets of thestrategy—integrated deterrence, campaigning, andbuilding enduring advantages—call for fresh thinking
with respect to military capabilities. Force Design is a modernization effort that, in many ways,
anticipated the demands of the strategy. It has been, and will continue to be, characterized bythoughtful balance in addressing the need for rapid change, while understanding and managing
the associated risks. The Marine Corps remains the Nation’s expeditionary crisis response force.
The Marine Corps’ congressionally mandated role as a balanced combined arms team that is“most ready when the Nation is least ready,” our ethos, our discipline, and our maneuver warfare
approach is not changing. We also remain committed to our time-tested ability to task organize
for a given mission, forming into Marine Air-Ground Task Forces (MAGTFs) that draw on thereservoir of capabilities found in our Marine Expeditionary Forces. Force Design moved forwardwith the publication of several new concepts, refinement of our organizations, force-on-force
experimentation, and the testing and fielding of new systems. All three Marine Expeditionary
Forces (MEF) conduct exercises purposefully designed to refine force employment using
emerging concepts like Stand-in Forces (SIF) and Expeditionary Advanced Base Operations(EABO) along with newly fielded capabilities.
The three key priorities in Force Design are Equipment Modernization, Talent Management, andTraining and Education.
Equipment Modernization: At its fundamental core,
the Marine Corps will always be ready to locate anddestroy our Nation’s enemies. The Stand-in Force
concept continues this long tradition using more
modern capabilities and warfighting concepts neededagainst pacing threats. Our SIF will enable joint force
access and targeting; make sense of the battlefield;
and close kill chains, applying lethal fires, whenrequired, to deter or defeat our adversaries.
Modernization to produce these capabilities also modernizes the MAGTF, which enhances ourability to perform the full range of crisis response missions that Marines have always been called
upon to perform. Our partners in the Navy and joint force are increasingly interested in our efforts,
as are our allies and partners as they learn more about what our modernization efforts can offer.
Talent Management: The Marine Corps is directing the redesign of our seven-decade old
personnel management system to meet the needs of a modern Marine Corps based on our Force
Design 2030 vision. A Talent Management Strategy Group was established to further refine
and00 implement the ideas contained in Talent Management 2030. Input from, and outreach to,
the fleet will be vital to modernizing our systems, as will synchronizing the efforts of our recruiting,training and education, and manpower enterprises. Measures are being implemented toprofessionalize our career retention force and further incentivize retaining our most talented
Marines. This will allow us to “retain and invest” in our most valued asset—Marines. We must
modernize the systems that we employ to manage human resources activities.
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Training and Education: Realistic training is driving
change across the Fleet Marine Force (FMF) and
improving Navy-Marine integration.
Marines areattending Navy training schools to be certified toperform naval tasks such as fire support at sea. Navyunits are experimenting with Marine methods, such as
the use of low bandwidth/low signature command andcontrol. Fleet units are participating in naval exercisesthat train Marine Corps units to contribute to sea denial
during pre-deployment rehearsals focused on multiple
theaters. Navy units are integrating Marine aviation and ground units into undersea warfare
exercises. We are also learning how Stand-in Forces’ support essential naval maneuver withabilities to counter high value aviation threats through sensor cueing which can employ a mix of
integrated air and missile defense. Numbered fleets recognize, value, and are engaged in
exercises and activities tied to Marine Corps modernization.
Security and Operational Environment
American economic and national security floats on
seawater. We rely upon the free and open rulesbased order. We are facing competitors who seek tounravel this order. The United States faces many
strategic challenges.
The balance of militarycapabilities among nations is rapidly changing.
Competitor doctrines which create new threats to thehomeland and global stability and escalation ofcompetitors’ coercive and malign activities in the grayzone pose challenges. A wide range of new technologies and applications are complicating
escalation dynamics, and transboundary issues impose new demands on our forces. America’s
maritime competition will be increasingly global. We are at an inflection point, with critical choices
to make to meet the challenges posed by China and Russia, as well as Iran, North Korea, andothers. The DoD’s recently released 2022 China Military Power Report calls China “the mostconsequential and systematic challenge to our national security and to a free and open
international system.” China’s active, aggressive maritime activities in the South China Sea havethe potential to undermine our system of international law, including freedom of the seas, afoundational interest of the U.S. The People’s Republic of China (PRC) seeks to refashion the
Indo-Pacific region and the international system to suit its interests and authoritarian preferences.
The PRC seeks to undermine U.S. alliances and security partnerships and leverage its growing
capabilities to coerce its neighbors and threaten their interests. The PRC’s increasingly boldrhetoric and coercive actions toward Taiwan are destabilizing, risk miscalculation, and threaten
the peace and stability of the Taiwan Strait. The PRC has expanded and modernized much of
the People’s Liberation Army (PLA). Over one hundred combatants have been added to thePeople’s Liberation Army Navy (PLAN) fleet, which currently has approximately 340 ships, and ismoving toward a fleet of 440 by 2030. Our Navy and Marine Corps team meet this challenge
daily on the sea, under the sea, and in the air. Our maritime challenges are not confined to the
Indo-Pacific. Russia’s army has stumbled in the face of resistance by the brave Ukrainian people.
Yet Moscow is steadfast in its efforts to control large swaths of the Black, Baltic, and Arctic Seas,trying to intimidate and deny others freedom of navigation. Given this environment, NATO is
moving to adopt its first maritime strategy, and six of seven of NATO’s priority operating regions
are maritime-focused. Russia also presents varying risks including nuclear threats to thehomeland and our allies and partners, long-range cruise missile threats, cyber and information
operations, counter space threats, chemical and biological weapons, undersea warfare, and
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extensive gray zone campaigns. The relationship between Russia and the PRC continues toincrease in breadth despite their differences. Either could seek to create problems for the U.S. inthe event of a conflct with the other. Figure 6.1 demonstrates the security threat.
Figure 6.1. Security and Operational Environment

North Korea continues expanding its nuclear and missile capabilities to threaten the U.S. andothers while seeking to drive wedges between the U.S. and its allies in the region. Iran is working
toward improving its ability to produce a nuclear weapon, and builds and exports missile forces,
uncrewed aircraft systems, and advanced maritime capabilities that threaten chokepoints forinternational trade. In addition to China and Russia, North Korea, Iran, and others engage in grayzone methods, coercive approaches that may fall below thresholds for U.S. military involvement
and spanning the U.S. Government, to seek adverse changes. The abundance of advanced
missiles, uncrewed aircraft systems, and cyber tools to military proxies allows competitors tothreaten U.S forces, Allies, and partners. New and emerging weapons systems are creating
different challenges for strategic stability. Other evolving technological applications have thepotential to change the way we fight, yet also disrupt supply chain and logistics operations. In the
cyber and space domains, the risk of inadvertent escalation is high due to unclear norms andescalation thresholds, complex domain interactions, and new capabilities. Transboundary threats
alter the environment in which the DON operates. The impacts of climate change affect basing
and access while degrading readiness, installations, and capabilities. New areas of strategicinteraction are being created, particularly in the Arctic, and demands for disaster response are
increasing. Insecurity and instability related to climate change may strain government capacity insome countries while raising tensions among others, risking new conflicts and increasing thedemand for stabilization forces. Additionally, the COVID-19 pandemic continues to impact
societies and industry, and exposes the challenges of potential future threats.

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FY 2024 President’s Budget Overview
The FY 2024 President’s Budget delivers the resources necessary to operate, build, train, andequip a combat-credible, dominant naval force to keep the sea lanes open and free, deter conflict,
and when called upon, decisively win our Nation’s wars. Figure 6.2 breaks out the $255.8 billion
budget by major appropriation group. This budget represents a $12.8 billion increase over our
FY 2023 enacted budget (excluding supplementals) with all appropriation groups experiencing
growth. Our procurement accounts increase by 6.3 percent, operation & maintenance increases
5.6 percent, military personnel increases 4.3 percent, research and development increases
3.5 percent, and military construction accounts increase 5.1 percent. Increased funding includes
revised economic assumption adjustments.
Strengthening Maritime Dominance
The FY 2024 President’s Budget
Figure 6.2. FY 2024 Total Budget Request by Appropriation
Group ($ in Million)
provides the funding needed tosupport
the
Joint
Force
Commander by developing andmaintaining warfighting capabilities,
readiness, and the sustainment
necessary to generate integrated,
all-domain naval power against an
evolving threat environment tosecure and protect our economic
interests. The FY 2024 request
expands our forward presence,enhances warfighter readiness,innovates and modernizes ourcapabilities, and combats climatechange.
Procurement
To establish and maintain maritime dominance, the United States needs a balanced naval force,
employing increased lethality across all domains. The DON’s FY 2024 shipbuilding budget of$32.8 billion procures nine battle force ships. The request includes funds for the second Columbia
class submarine, which will provide continuous sea-based strategic deterrence into the 2080s.
The request includes funds for two Block V Virginia classfast attack submarines and advance procurement funds
for four future SSNs and economic order quantity funding
for a future multiyear procurement planned to start in
FY 2025. The budget funds two Arleigh Burke classdestroyers and economic order quantity funds for aplanned FY 2023 through FY 2027 multiyear procurement.
The request also contains funds to procure two
Constellation class guided missile frigates, a more lethaland survivable multi-mission small surface combatant to address increasingly complex threats in
the global maritime environment. The request also includes logistics platforms with one John
Lewis class oiler to supply fuel for ships and their embarked aircraft at sea. The budget funds
procurement of one submarine tender to conduct an intermediate level repair, resupply, rearm,and other support to submarines while anchored in a Mediterranean mooring, or pier side. Lastly,
the FY 2024 budget requests funds for two Landing Craft Utility (LCU) 1700s and two additional
used sealift vessels.
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The aircraft procurement request is $17.3 billion in
FY 2024 and includes 88 fixed-wing, rotary-wing,
and unmanned aircraft to modernize our capabilities
that can achieve lethal and persistent effects insideadversary weapon engagement zones. This budget
funds 63 fixed-wing aircraft to include 16 F-35B and
19 F-35C Lightning IIs as multirole stealthy strikefighters; 26 Multi-Engine Advanced Training
Systems to modernize multiengine aircraft training;
and two KC-130J Super Tankers for cargo, tanker, and troop carrier operations. The request also
funds 15 rotary-wing CH-53K King Stallions to conduct expeditionary heavy-lift assault transport
for the Marine Corps unmanned aircraft system (UAS) investments include two MQ-4C Tritons toprovide persistent maritime ISR of high density sea-lanes, littorals, and areas of national interest;
three MQ-25 Stingrays to conduct aerial refueling and ISR; and five MQ-9A Marine Corps’
Medium-Altitude Long Endurance (MALE-T) UASs to provide standoff sensing and C4
capabilities.
The FY 2024 President’s Budget provides $6.9 billion for the Weapons
Procurement, Navy appropriation. This delivers critical capabilities tomaintain our warfighting advantage. FY 2024 ship weapons procurement
includes eight Conventional Prompt Strike all up rounds to field hypersonicmissile system on board ZUMWALT class destroyers; 274 Tomahawk
recertification kits; 472 Tomahawk navigation and communications(NAV/COMMs) kits; 50 Maritime Strike Tomahawk (MST) kits; 125Standard Missile-6s; 120 Rolling Airframe Missiles; 147 Evolved Sea
Sparrow Missiles; 78 MK 48 Advanced Capability heavyweight torpedoes;
95 MK 54 Mod 1 anti-submarine torpedo kits; 13 Naval Strike Missiles; and18 Littoral Combat Ship Surface-to-Surface Missile Modules. Aircraft
weapons procurement includes: 147 AIM-9X Sidewinders, 374 AIM-120D
Advanced Medium Range Air-to-Air Missiles; 83 Advanced Anti-Radiation
Guided Munitions-Extended Range; 264 Joint Air-to-Ground Missiles; 91 Long Range Anti-Ship
Missiles; 40 Hellfire Captive Air Training Missiles; and 250 Small Diameter Bombs Increment II.
We are focused on critical munitions to address inventory shortages, maximize production, andinvest in industrial base facilitization.
The FY 2024 budget reflects the Marine Corps’ key Force Design investments. The FY 2024
Procurement, Marine Corps budget is $3.9 billion. Major procurements include: 396 Joint Light
Tactical Vehicles (JLTVs) that provide protected, sustained, networked mobility for personnel andpayloads across the full range of military operations; 80 Amphibious Combat Vehicles to deliver
the initial capability of command variants; 90 Naval Strike Missiles with the Ground Based AntiShip Missile capability; 34 Block V Tactical Tomahawk missiles for Long Range Fires; Marine Air
Defense Integrated Systems for the JLTV and associated integration and support costs; Marine
Air-Ground Task Force Electronic Warfare Family of Systems to allow the Marine Corps the ability
to maneuver efficiently inside the electromagnetic spectrum; and radio system procurement tomodernize the ability to connect networks over long distances in contested and satellite-denied
environments.
Research and Development
This budget request of $26.9 billion for the Research, Development, Test and Evaluation, Navy
(RDTE, N) appropriation continues investments needed to deliver the most promisingtechnologies in order to solve key operational challenges in the near and long-term. Science and

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Technology (S&T) funding supports
applied research efforts that expand
application of new technology into all
facets of naval hardware, and advancing
technologies into prototypes anddemonstrations for potential applicationin naval weapons systems. Additionally,
S&T funding supports university, inhouse laboratory, and defense researchsciences work.
Research andDevelopment (R&D) ship efforts include development of the SSN(X) future attack submarine tocounter the emerging threat posed by near peer adversary competition for undersea supremacy;
DDG(X), which will deliver the next large surface combatant which will utilize mature technologies
by leveraging from the DDG-51 Flight III combat system elements; and unmanned surface
vehicles able to accommodate various payloads needed to execute fully unmanned missions andable to forward deploy alongside manned combatants. Aircraft R&D efforts include Next
Generation Air Dominance advancing F-35 Joint Strike Fighter capabilities as a multi-role, 5th
generation, stealthy strike fighter, as well as improving the USMC CH-53K program, as a nextgeneration fly-by-wire heavy-lift helicopter. For weapons development, we invest in hypersonic
weapons such as the Conventional Prompt Strike program. Efforts continue to improvesubmarine lethality through operational software and hardware improvements for the
Heavyweight Torpedo program. The budget request continues development of Marine Corps
capabilities in support of Force Design 2030 such as the Navy/Marine Expeditionary Ship
Interdiction System and Long Range Fires, which provide anti-ship missile capability in supportof Expeditionary Advanced Base Operations. The budget also funds the Ground Based Air
Defense, an umbrella program which includes the Marine Air Defense Integrated System Familyof Systems and the Medium Range Intercept Capability. The FY 2024 request continues funding
for the Amphibious Combat Vehicle and Ground/Air Task Oriented Radar programs.
Readiness
The budget request funds public and private
depots, global ship, air, amphibious, and cyber
operations, and prioritizes critical shore
investments to increase fleet readiness andstrengthen maritime dominance. This request
supports requirements for our carrier strikegroups, amphibious ready groups, and Navy andMarine aviation units to train and respond to
persistent and emerging threats. The FY 2024
budget sustains current readiness in ship
maintenance, ship operations, air operations, andaviation depot maintenance.
This budget funds ship maintenance at $13.9 billion (100 percent of the requirement) at the Navy’s
four public shipyards, regional maintenance centers, intermediate maintenance facilities, andprivate shipyards. In addition to continued support for ongoing maintenance availabilities, theFY 2024 budget funds various ship maintenance improvements and continues funding private
contracted maintenance in the Other Procurement Navy appropriation. Ship operations is the
Navy’s core capability and the foundation of maritime dominance. The budget provides$7.0 billion (97 percent of the requirement) to support ship operations for a battle force of 293
ships at the end of FY 2024. This level of operational funding supports 11 aircraft carriers and
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9 large deck amphibious ships that serve as the foundation upon which our strike groups andamphibious readiness groups are based. Ship operations funding supports a target deployment
length of seven months, allowing for 58 days underway while deployed and 24 days underway
while non-deployed per quarter to conduct training.
The FY 2024 budget continues to prioritize the Marine Corps’ commitment to remain the Nation’s
naval expeditionary force in readiness, capable of responding to any crisis at any time in supportof Force Design 2030 initiatives. This budget provides $0.2 billion for depot maintenance, whichfunds 100 percent of the requirement. The Marine Corps readiness accounts are funded to$4.2 billion to facilitate refinements, design and implementation of the service’s transition to
Marine Littoral Regiments and support exercises and engagements throughout the Indo-PacificArea of Responsibility.
The Flying Hour Program (FHP) provides funding
to operate and maintain Navy and Marine Corp
aircraft and train the pilots needed to enablecarrier and expeditionary strike group power
projection. The FY 2024 budget of $11.4 billion
provides flying hours for global operations greater
operational availability, additional F-35s enteringin the fleet, recovery of strike fighter pilot
production, and meets 90 percent of theexecutable requirement. The aircraft depot maintenance program funds repairs, overhauls, andinspections of aircraft, engines, and aircraft components to ensure sufficient quantities areavailable to meet fleet requirements to decisively win combat operations. FY 2024 funding of$2.0 billion funds 91 percent of the aircraft depot maintenance requirement.
The Facilities Sustainment, Restoration, and Modernization (FSRM) program maintains theworking order of our facilities inventory and prevents premature condition degradation of mission
critical facilities. FY 2024 FSRM funding for the Navy is $4.5 billion (87 percent) while the USMCFSRM funding is $1.3 billion (54 percent). The Marine Corps implemented a Facilities Investment
Strategy, which allows for a smaller percentage of funding. This strategy focuses on restorationand modernization of critical infrastructure coupled with demolition of failing facilities in order toimprove the overall portfolio. The FY 2024 budget also provides funds for impacts caused byclimate change and to continue the Shipyard Infrastructure Optimization Program (SIOP)
modernization of shipyards. Base Operating Support (BOS) funding includes services such as
childcare, Morale, Welfare, and Recreation (MWR), utilities, transportation, environmental,
engineering support, base services (custodial, grounds maintenance, etc.), physical security, antiterrorism and force-protection, and port and airfield operations. It also provides funding toincrease installation resiliency against climate change, supporting Energy Savings Performance
contracts (ESPCs), Utility Energy Service Contracts (UESCs), and the fielding of electric nontactical vehicles.
Military Construction
High quality facilities supporting our Sailors andMarines form the foundation on which the Department
executes its mission. Effective home and forwardpostured infrastructure directly enables the Navy andMarine Corps to rapidly deploy around theglobe. Through targeted investments in facilities,
particularly in the Indo-Pacific region, the DON will
enhance the readiness of our warriors.
The
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President’s Budget submission for FY 2024 helps expand our forward presence and strengthen
maritime dominance through investments in facilities and infrastructure. The FY 2024 budget
request of $6.1 billion finances 35 military construction baseline projects in support of the
Department’s critical goals. Of these, 19 are for the active Navy, 14 are for the active Marine
Corps, and two are for the Marine Corps Reserve. The key facilities investments in this year’s
request include the relocation of Marines from Okinawa to Guam (Guam Defense Policy Review
Initiative), the Shipyard Infrastructure Optimization Plan construction, planning and design insupport of shipyard improvements, as well as other investments in new platforms andtechnologies.
Building a Culture of Warfighting Excellence
Maintaining freedom of the seas not only requires
state of the art equipment, aircraft and ships, but
the best and brightest people. Our Sailors,
Marines, and civilians work hard each day to meetthe needs of our nation and enable maritime
dominance.
As people remain our number one priority, it isparamount that we provide them with theresources they need to succeed. Whether that is
personal safety, improved living conditions, oropportunities for advancement, the Department
strives each day to make the Navy and Marine Corps careers of choice. For PB24 the DON
continues its commitment to education, sexual assault prevention and response, child and youth
programs, and morale, welfare, and recreation programs. We maintain the ability to “fight andwin” through training that supports a high-performance culture. Our flagship institutions continue
to offer more learning opportunities to our service members, that in turn produce a more educatedand innovative force. While economic and societal factors continue to make recruiting morechallenging, the FY 2024 Military Personnel appropriations fund a robust and competitivecompensation program that continues to attract our nation’s best. This budget takes care of ourpeople, providing a 5.2 percent pay raise to uniformed and civilian personnel, matching theemployment cost index. The Department is also increasing recruiting and retention bonuses tofurther our commitment to maintaining the world's most capable fighting force.
For the Navy, the FY 2024 request provides $38.0 billion for a force of 347,000 active Sailors
representing a balance between the force structure requirement and the realities of the current
challenging recruiting environment. The budget also provides $2.5 billion for 57,200 Selected
Reservists and full-time support personnel aligned with force structure changes.
For the Marine Corps, the FY 2024 budget request provides $15.6 billion for an active duty end
strength of 172,300 Marines and $904 million for 33,600 reservists aligned with force design
decisions. The end strength levels emphasize forward posture and enhanced multilateral
exercises to strengthen alliances and attract new partners. These efforts will help ensure theMarine Corps is prepared to operate inside actively contested maritime spaces in support of fleet
and joint force operations.
The FY 2024 budget requests funding for 226,955 civilians, including foreign national indirect
hires. The DON civilian workforce includes a wide range of specialties, including maintenancetechnicians, investigators, human resources, scientists, engineers, and cyber experts. They
complement our Sailors and Marines, serving in a variety of positions to include designing,acquiring, and maintaining the ships/aircraft/weapons/equipment that enable generation of all-CHAPTER 6

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Overview – FY 2024 Defense Budget
domain naval power that is critical to maritime dominance. This budget reflects a balance
between strengthening readiness, building the fleet of the future, and taking care of our people
For family housing, the budget request of $641 million invests in two new construction projects in
Guam improvements for enlisted family housing units in Japan and whole house revitalization for
Marine Barracks in Washington, D.C. The FY 2024 request also provides funding for theoperation and maintenance of 8,350 government owned units and 1,659 leased units worldwide.
Enhancing Our Strategic Partnerships
Our actions in the face of adversity will long be
remembered by our allies and partners. Recently, we
have supported our Ukranian partners as they
continue to defend their sovereign territory in the faceof unprovoked Russian aggression. Additionally, we
have partnerships with academia, industry, andgovernment to drive scientific research andtechnology development. As shown in Figure 6.3, theNavy and Marine Corps are engaged in joint,
integrated operations around the globe, deterring aggression from competitors and assuring ourallies by projecting power through our forward presence.
Figure 6.3. Secure Maritime Advantage with Allies and Partners

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Audit
The Department of the Navy (DON) must produce annual financial statements and demonstrateprogress toward a clean audit opinion. Without a DON clean audit opinion, the Department of
Defense, and the U.S. Government, cannot achieve a clean audit opinion. The DON developed
an Audit Roadmap to strategically identify remediation priorities, dependencies, and otherfinancial management transformation efforts as the critical path to an audit opinion by FY 2028.
The roadmap gives leadership visibility into audit remediation efforts to measure progress andassess the impact of delays to the timeline. One of the DON’s top audit remediation priorities isthe Marine Corps 2-year audit for FY 2022 and FY 2023. This 2-year audit provides additionaltime necessary for year-end testing of both balances and internal controls to support an audit
opinion. The DON is committed to promoting a business culture in which all stakeholders
understand their roles in obtaining an opinion, from senior leaders, business managers, andoperators who directly support the warfighter.
Conclusion
The DON FY 2024 President’s Budget implements the strategic guidance in order to strengthen
maritime superiority by strengthening integrated deterrence and campaigning to achieve strategic
objectives today while building enduring advantages for the future fleet. It transforms the futureforce, makes the right technological investments, creates climate resiliency, and empowers ourpeople to succeed. This budget funds readiness for the fight today and invests in the future Navyand Marine Corps needed to protect our national interests and assure our allies against future
strategic competitors.

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DEPARTMENT OF THE AIR FORCE
Discretionary Budget Authority in Thousands

Department of the Air Force
Military Personnel
Operation and Maintenance
Procurement
RDT&E
Military Construction
Family Housing
Revolving and Management Funds
Total Department of the Air Force1

FY 2023
Enacted1

FY 2024
Request46,142,131
75,900,802
58,195,625
61,298,820
4,583,533
616,81080,448
246,818,169

48,472,843
79,487,257
61,680,994
65,764,696
3,199,598
551,483
83,587259,240,458

Δ
FY23 – FY24
2,330,712
3,586,455
3,485,369
4,465,876-1,383,935-65,327
3,139
12,422,289

FY 2023 enacted amounts include prior year rescissions, but exclude supplemental funding for Ukraine.

Introduction
The centerpiece of the Department of the Air Force’s (DAF) Fiscal Year 2024 President’s Budget
request of $259.2 billion, which includes $44.2 billion in pass-through funding, is the seven
Operational Imperatives. The Operational Imperatives close key capability gaps to maintain ourcompetitive advantage in the future and represent the essential transformation of the DAF.
Failure to adequately resource our Operational Imperatives leaves the Air and Space Forces
without the capabilities necessary to deter and, if necessary, defeat our pacing challenge, andputs the Joint Force at risk.
The charts below display the budget by Service (Air Force and Space Force), appropriation, andtotal force component (Active Duty Air Force, Space Force, Air Force Reserve (AFR), and Air
National Guard (ANG). The first chart includes Non-Blue laid-in to each component; the service
charts break it out separately.

Numbers may not add due to rounding (all pie charts)

FY 2024 DAF Components$259.2 billion

FY 2024 U.S. Air Force$228.9 billion

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FY 2024 U.S. Space Force$30.3 billion

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Overview – FY 2024 Defense Budget
The FY 2024 Department of the Air Force (DAF)
budget request of $259.2 billion, including the$44.2 billion in pass-through, represents a
5.0 percent, $12.4 billion increase from the
FY 2023 enacted budget (including prior year
rescissions, but excluding supplemental funds).
This budget accelerates achievement of theseven Operational Imperatives, invests in ourAirmen and Guardians, resources the Air Forcecore functions, and enables the Space Force’s
lines of efforts in support of the National
Security Strategy and National Defense
Strategy (NDS).
Specific dollar amounts and details are listed in
the following sections. The chart to the rightprovides procurement quantities for our major
aircraft, munitions, and space programs.
Department of the Air ForceThe Department of the Air Force (DAF) has the responsibility and possesses the uniquecompetencies to achieve the National Defense Strategy (NDS) priorities of defending ourhomeland, deterring strategic attacks, deterring aggression while being prepared to prevail in
conflict when necessary, and building a resilient defense ecosystem and joint force. However, tomaintain our advantage and improve our operational posture relative to our pacing challenge, thePeople’s Republic of China, DAF urgently needs to modernize to ensure all members have theresources, systems, and equipment they need to achieve these priorities.
The DAF’s seven Operational Imperatives identify critical warfighting capabilities needed to deter
our adversaries and prevail in combat. While adversaries have taken advantage of our 20-year
commitment to counterinsurgency to modernize their own forces, our investments have not kept
pace with the need to create the Air and Space Forces of the future. Not addressing our criticalcapability gaps today severely increases the risk to tomorrow’s warfighters. Therefore, thisbudget prioritizes investment in the capabilities needed to achieve our Operational Imperatives,
requiring we accept near-term risk in return for enduring, long-term benefit.
Operational Imperatives
The seven operational imperatives support the NDS and Department of Defense’s priorities,
create efficiencies through improved alignment, directly tie to budgetary requests, and provide a
focused set of goals the DAF must pursue to maintain our ownership of the high ground.


Operational Imperative One: Resilient Space Order of Battle and Architectures
requires the DAF build a resilient space order of the battle and architecture by integrating
military, ally, partner, interagency and commercial capabilities. Achieving this will
preserve freedom of action in space, protect the space-based services we provide to the
Joint Force, and preclude our adversaries from being able to target the Joint Force fromspace. This budget supports this effort by increasing funding by $1.63 billion for Space
Domain Awareness, Space Data Transport, Missile Warning/Missile Tracking, and spacecontrol, essential to connect the joint force in a highly contested environment.



Operational Imperative Two: Advanced Battle Management System (ABMS) andDAF Joint All-Domain Command & Control (JADC2) requires the fielding of an
operationally optimized Advanced Battle Management System (ABMS), the Air Force’s

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contribution
to
Joint
All-Domain
Command & Control (JADC2). We musthave the situational awareness anddecision support tools to close hundredsof kill chains on relevant timelines in all
domains - air, land, maritime, space, andcyber – while operating in a highly
contested environment. This budget
resources ABMS at $70.0 million.


Operational Imperative Three: Moving Target Engagement at Scale focuses ondeveloping technologies to support engaging moving targets at scale in a challenging
operational environment. In this budget, we invest $841.0 million in a family of survivable,
long-range, and persistent sensors across multiple modalities and in all domains. We
must underpin these sensing capabilities with more automated kill chains, integratingcomplex external data and providing the situational awareness essential for large-scale,complex, highly contested joint (and coalition) fights and provide efficient and effective
sensor tasking and optimized utilization of limited resources.



Operational Imperative Four: Next Generation Air Dominance (NGAD) Family of
Systems directs the development of a combination of Collaborative Combat Aircraft(CCAs) uncrewed systems and crewed NGAD platforms, along with supporting sensors,communications, command and control, and weapons to operationalize this essential
capability. Our investment of $490.0 million will allow our Air Force to maintain effective
deterrence and control the skies. By accelerating development of CCAs, the Air Force will
be able to augment current and future platforms with lower cost complementary systems
that increase lethality and exchange ratios in highly contested environments.



Operational Imperative Five: Optimized Resilient Forward Basing requires we ensure
our bases and airfields are resilient, sustainable, and networked to provide effective andreliable sortie generation and mission execution in a contested environment. The Joint
Force cannot successfully conduct operations at a rate needed to successfully deter
aggression in the Pacific without optimized resilient forward basing that can remainfunctional and effective while under heavy attack. Investment in infrastructure, agile
communications, and base defense are critical to the success of this effort, this budget
includes $1.2 billion to achieve this objective.



Operational Imperative Six: Long-Range Strike Family of Systems directs thedevelopment and eventual employment of a long-range strike family of systems,
integrating the B-21 bomber with advanced communications, sensors, and a broad mix of
weapons and supporting systems to conduct long-range strike operations in a highly
contested environment. In the FY 2024 PB request we invest $80.0 million to accelerate
this effort.



Operational Imperative Seven: Readiness to Transition to Wartime Posture focuseson posturing the Department to mobilize and transition to war, and to sustain operations
in a contested environment, including supporting information technology systems. We areinvesting $530.0 million in the modernization of our network infrastructure and platforms,
and in improving our cyber security and situational awareness. The cyber functions wedepend on to go to war must be functional and resilient against a stressing threat.

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Taking Care of Airmen and Guardians
Our Airmen and Guardians are essential to the execution of every Operational Imperative. To
win the high-end fight we attract, develop, employ, engage and retain our nation’s best talent.
DAF remains committed to maximizing opportunities for all members to serve to their fullest
potential. This budget provides a $1.2 billion increase to military pay and incentives so that all
members have economic and food security as the serve.
We also added an additional $588M to fund the civilian pay raise commensurate to military
members and increase wages for non-appropriated fund employees to meet or exceed the $15
an hour minimum wage. This budget provides $316 million for enterprise-wide Sexual Assault
and Integrated Violence Prevention and Response programs. Dedicated, talented, and selfless
Airmen and Guardians enable our success and must be valued and supported.
United States Air ForceAir Superiority
The Air Force will continue to modernize to ensurea more lethal, resilient, sustainable, survivable,
agile, and responsive force. This will include a mixof multi-role air superiority capabilities and capacity
to defend the homeland, project airpower globally,
and operate as a joint, allied and partner force.
While crewed fighters will remain the core of Air
Force combat power, uncrewed, Collaborative
Combat Aircraft (CCAs) will be introduced toprovide new combat capabilities and cost-effective
capacity. The Future Fighter Force is tightly coupled to each Operational Imperative, and mostdirectly to Operational Imperative Four, the Next Generation Air Dominance (NGAD) Family of
Systems which will allow the Air Force to maintain advantage by replacing the F-22 with the NGAD
platform.
Global StrikeContinued strategic nuclear deterrence ensures relative peace and stability in the world andmodernization will provide global nuclear strike options for decades to come. Nuclear
recapitalization and strategic deterrence have cross-cutting implications for several Operational
Imperatives, including Imperative One: Space Order of Battle; Imperative Two: ABMS/JADC2
which will enable Modernized Command, Control, Communications and Battle Management(C3BM); Imperative Three: Moving Target Engagement; Imperative Six: B-1 Family of Systems,
and Imperative Seven: Readiness to Transition to Wartime Posture.
This budget continues the DAF’s commitment to fully fund the recapitalization of our contributions
to the nation’s nuclear triad and Nuclear Command, Control and Communication (NC3). Thisbudget funds $4.5 billion for the Sentinel system that replaces the aging Minuteman III
Intercontinental Ballistic Missile (ICBM). Our nuclear-capable bomber force represents thesecond leg of the Nation’s nuclear triad; to secure a conventional and nuclear-capable bomber,
funding to continue Engineering and Manufacturing Development (EMD) of the B-21 Raider is$5.6 billion in FY 2024.
The Air Force must continue to invest in hypersonic and other long-range weapons development,
testing, and fielding to bolster our own capability and negate adversary advantages. The LongRange Standoff Weapon (LRSO) and Joint Air-to-Surface Standoff Missile-Extreme Range

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Overview – FY 2024 Defense Budget(JASSM-ER) must continue development and production to provide nuclear and conventional
long range strike options.
Rapid Global Mobility
In FY 2024 and for the foreseeable future, the DAF plans to hold 466 tanker Total Aircraft
Inventory (TAI) while prioritizing modernization of the air refueling fleet. Our first priority remains
the continuous recapitalization of our aging KC-135s. In this budget cycle, the Air Force isinvesting $2.9 billion to recapitalize the tanker enterprise, purchasing 15 KC-46As to support air
operations worldwide. The Air Force is also funding Analysis of Alternatives activities in FY 2024
to support initial development of the Next Generation Air Refueling System (NGAS).
Further, in this budget cycle the DAF maintains a tactical airlift C-130J/H TAI fleet of 271 aircraft
and a strategic airlift TAI fleet of 275 C-17A/C-5M aircraft. In parallel, we are investing over $390M
in key safety, modernization, and communication/connectivity modifications across the tacticaland strategic airlift fleets in FY 2024.
Command and Control
Command and control (C2) crosscuts all the Operational Imperatives and is pivotal to our ability
to employ combat airpower swiftly and decisively, and this request includes $7.7 billion for thiscore function.
The DAF must provide the Joint Force and coalition forces with a mix of space and airborne nextgeneration sensors, weapons, and decision support for C2 in the air domain, and the rapid
acquiring and fielding of the E-7 seeks to close the existing airborne C2 capabilities gap. E-7
investment is essential to countering advanced and emerging air threats fielded or in developmentby adversaries. The FY 2024 budget includes $680 million to rapidly prototype the first two E-7
aircraft for delivery in FY 2027/2028.
In support of fully funding the modernization of our nuclear assets, the Nuclear Command,
Control, and Communication (NC3) program is funded at $1.8 billion. The Air Force provides
three-fourths of the Nation's NC3 systems which are pivotal to ensuring continuous C2 of ournuclear forces.
Intelligence, Surveillance, Reconnaissance, and Targeting
The operating environment of the future will be dense, complex, ambiguous, dynamic, and timecompressed. Failure to acquire data rapidly and make sense of that data to create actionable
information risks ceding decision advantage and operational success to the adversary.
Intelligence, Surveillance, Reconnaissance, and Targeting (ISRT) underpin every DAF
Operational Imperatives and is critical to the success of NGAD and B-21 families of systems. We
prioritize investment of $500 million to empower Command, Control, Communications, and Battle
Management systems to integrate all data sources and support Intelligence Airmen to makesense of complex problems.

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United States Space ForceLine of Effort One: Field Combat-Ready Forces
This line of effort focuses on comprehensively
fielding
equipment,
trainedpersonnel,
expertise, and sustainment that are prepared to
conduct prompt and enduring operations
against an adversary. A resilient force canwithstand, fight through, and recover fromattacks. This line of effort has broad
implications for the Space Force, directly andindirectly supporting all the Operational
Imperatives. The FY 2024 budget supports
advancing the line of effort with $2.6 billion in
investments to Next Generation Overhead Persistent Infrared to provide a resilient global missile
warning satellite system and corresponding ground system capable of providing warning ofadvanced adversary missiles and ensuring continued operations in contested environments.
Additionally, the budget provides $230 million towards power generation and distribution
upgrades at Pituffik (Thule) Air Base.
Line of Effort Two: Amplify the Guardian Spirit
This line of effort focuses on unleashing the creativity, innovation, determination, and patriotism
of our force. The Guardian Spirit is a collective representation of what it means to be a memberof the Space Force. It describes the most positive attributes of our workforce and distinguishes
us as a separate service. Amplifying the Guardian Spirit starts with taking care of Guardians.
Specific efforts include incorporating space-centered training for new accessions (basic militarytraining, ROTC, and Military Academies), integrating inter-service transfers, developing spacefocused programs at Air University, expanding University Partnership Programs, revamping talentmanagement, publishing the Guardian Ideal and Space Force Values. The FY 2024 budget
request invested an additional $8 million in Basic Military Training to help provide the frameworkfor newly selected Enlisted Guardians and $3 million in Advanced Academic Degrees to pave apath for higher education.
Line of Effort Three: Partner to Win
Even with superlative talent and exceptional capabilities, the Space Force will not succeed withoutrobust joint, coalition, international, interagency, academic, and commercial partnerships. The
focus of this line of effort is strengthening the partnerships we rely on to accomplish Space Forceroles and missions. Space power is a collaborative endeavor. Partnerships should also act as
critical force multipliers and expand our competitive advantage, and we are committed to placing
Guardians in positions where they can strengthen critical partnerships. Our international
partnerships are indispensable, and investing $59 million in a NATO partnership agreement
obtains SATCOM services from Luxembourg satellites, providing resilient, high-throughput, andlow-latency SATCOM capability.

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Conclusion
As the cornerstone of the FY 2024 President’s Budget, theDepartment of the Air Force’s seven Operational
Imperatives identify the critical warfighting capabilities
needed to develop a threat-informed, concept-driven
future Air Force and Space Force, posturing them to deter
aggression while seeking asymmetric advantages andmulti-domain overmatch. With our outsized role in joint
military operations, the Air Force and Space Force must be
equipped to win. For this reason, the Operational
Imperatives were a key part of the FY 2023 budget request and are now the centerpiece of the
Department of the Air Force’s FY 2024 budget proposal. Now is the time to prioritize investment
in our Operational Imperatives, to accept near-term risk in return for enduring long-term benefit,
and to transform for the future.

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NATIONAL GUARD
Discretionary Budget Authority in Thousands

National Guard Bureau

FY 2023
Enacted1
15,356,070
15,681,266
640,000
909,91432,587,250
6,939,857
39,527,107

Military Personnel
Operation and Maintenance
National Guard and Reserve Equipment
Military Construction
Subtotal National Guard Appropriations
Service Proc Pgms. Reserve Comp. (P-1R)
Total National Guard
1

FY 2024
Request16,419,507
15,936,798
518,908
32,875,213
3,609,508
36,484,721

Δ
FY23 – FY24
1,063,437
255,532-640,000-391,006
287,963-3,330,349-3,042,386

FY 2023 enacted amounts exclude supplemental funding for Disaster Relief.

Introduction
The National Guard is an integral part of the Joint Force, ready to maintain our Nation’scompetitive edge in the new strategic environment focused on China as our pacing challenge andRussia as an acute threat. Our primary role is to serve as the combat reserve of the Army and
Air Force and provide operational capability to the United States Space Force. The National
Guard provides trained and ready forces to support the Joint Force, and our communities in timesof crisis. For the National Guard to remain interoperable with the Joint Force, it’s imperative torecapitalize National Guard capabilities and invest in those critical to our future warfighting
concepts while continuing to build enduring advantages and investing in our people.
The needs of national security and defense are changing, and the National Guard is prepared tomeet those needs. The National Defense Strategy (NDS) identifies four defense priorities:
defending the homeland; deterring strategic attacks; deterring aggression while preparing toprevail in conflict; and building a resilient Joint Force and defense ecosystem. The National
Guard plays a critical role in each of these four priorities.
The first, homeland defense, is innately embedded in the National Guard through its communitybased force across the 54 states, territories and the District of Columbia. We perform a myriadof critical missions including Aerospace Control Alert, homeland defense, cyber and space
operations providing 28 percent of all Department of the Air Forces unit-equipped space
operations squadrons and disaster response at the request of state governors. The National
Guard has more than 4,000 cyberspace professionals supporting the Department of Defense(DoD) cyber enterprise to mitigate malicious cyber activity. We stand ready to perform the
Chemical, Biological, Radiological, and Nuclear response mission for the nation and for the states.
The strength of the National Guard is our community-based model that embeds us in the very
fabric of American society. The National Guard maintains partnerships at every level ofgovernment: local, state, tribal, territorial, federal and international.
The National Guard’s support of the NDS extends to second priority, deterring strategic attacks.
The Air National Guard provides 94 percent of the 24/7/365 execution of the Aerospace Control
Alert (ACA) mission with advanced fighters sitting alert and command and control in all regions of
the country and both Eastern and Western Defense sectors. The Air National Guard also provides
an integral association in the execution of the B-2 Nuclear Strike mission while also protecting thenation’s missile fields. The National Guard also provides protection of the nation’s cyber
infrastructure, protecting vital nodes from cyber-attack by hostile entities. Finally, the National
Guard’s Space Operations serve as an indispensable force in ensuring seamless operations inthe space domain.
The third NDS priority is deterring aggression, while preparing to prevail in conflict. Here, perhaps,is the greatest National Guard transformation over the past 20 years. We have gone from a
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strategic reserve to an operational force due to focused investment in our people, readiness, andmodernization. The National Guard exists to fight our Nation’s wars—and for more than two
decades, we have done just that. National Guard Soldiers and Airmen have served in more thana million deployments since 9/11 and continue to serve in every Combatant Command today.
Additionally, the National Guard’s State Partnership Program, a National Guard led DoD security
cooperation program that pairs a state’s National Guard with a partner nation is a critical part ofthe integrated deterrence. Today, the National Guard engages with 100 state partners, ensuring
our nation has trusted, capable, interoperable allies and partners at our side. As the NDS makes
clear, mutually beneficial alliances and partnerships are an enduring strength and a key tostrategic deterrence.
And finally, the National Guard supports the fourth NDS priority through its contributions tobuilding a resilient Joint Force and defense ecosystem. From cyberspace, to satellites, to firstresponder communications, the National Guard plays an important role in both deterring andresponding to interruptions in these vital sectors. Today, one out of every five Joint Force service
member is a Guard member who brings their civilian skills to bear while serving the nation. The
National Guard continues to perform at historic levels as we simultaneously project American
strength overseas, provide Southwest border and counterdrug support, and address an array ofnatural disasters across the country. Despite our significant operations tempo, our retention rate
remains high. Continued investment in the National Guard ensures we can meet today’s
demands while preserving the capability, capacity, and deterrence our nation needs against a
broad spectrum of potential future threats.
The FY 2024 budget enhances service member resilience with cost-of-living increases, innovative
child-care opportunities for family members, and additional support services. To address thecurrent strategic environment and climatological risks, the FY 2024 budget invests in our nation’s
critical infrastructure to protect against potential man-made and natural threats, and has
embraced ‘green’ initiatives, where practical. The National Guard’s resilience is bolstered by ourclose coordination with many diverse partners in and beyond the state and nation, ourlongstanding homeland defense capabilities, and our geographically dispersed forces. This
benefits both the defense enterprise and the American people.
The Army National Guard and the Air National Guard FY 2024 budget requests support the parent
service’s strategic initiatives and operational imperatives, which fully align to the National Defense
Strategy.
Army National Guard (ARNG) Budget Request
The FY 2024 Army National Guard budget request supports an end strength of 325,000,
sustained from FY 2023. It resources 27,222 Civilians and adds 296 full-time support personnel
for the Sexual Harassment/Assault Response and Prevention (SHARP) program and suicide
prevention. It funds Air Operational Tempo (OPTEMPO) to 6.7 hours/crew/month and funds
Facility Sustainment at 87.4 percent and Base Operations Support at 86.2 percent. As the combat
reserve of the Army, the ARNG continues to support the active force in sustaining joint operations
through a responsive and ready force-generating capability. Two Combat Training Centerrotations are funded in FY 2024. ARNG readiness continues to provide both federal and state
support in response to domestic emergencies to include hurricanes, wildfires, and otherrequirements, in addition to overseas operations.
Air National Guard (ANG) Budget Request
The FY 2024 Air National Guard budget request supports an end strength of 108,400. It also
funds 110,502 peacetime flying hours, maintenance of 921 aircraft and day-to-day operationalcosts of 90 wings. FY 2024 continues to support operational missions such as Homeland
Defense, which includes the Aerospace Control Alert (ACA) mission and Command and Control.
CHAPTER 6

MILITARY DEPARTMENTS
6-34

Overview – FY 2024 Defense Budget
The Air National Guard operates the preponderance of legacy airframes in the Air Force. To
maximize the effectiveness of critical ANG contributions to NDS objectives, the Air National Guard
fleet must be recapitalized. As we enter the decisive decade in competition with the PRC the
ANG stands ready to help the USAF recapitalize, maintaining the most experienced portion of the
USAF total force and simultaneously freeing money for investment in new capabilities due to lower
costs.

“The National Guard provides approximately 20 percent of the total Joint
Force, in addition to our millions of personnel days in the homeland, yet only
represents four percent of the Department’s budget. We augment the Joint
Force across all aspects of National Defense Strategy implementation, anddirectly support our communities in tangible, substantial ways. We do all thiswith lower training costs, lower facility and land use costs, and low personnel
turnover.”- General Daniel Hokanson, June 2022

CHAPTER 6

MILITARY DEPARTMENTS
6-35

Overview – FY 2024 Defense Budget

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CHAPTER 6

MILITARY DEPARTMENTS
6-36

Overview – FY 2024 Defense Budget

7. PERFORMANCE MANAGEMENT
Introduction
To advance the goals outlined in the NDS,
particularly, to shore up the foundations for
integrated deterrence and campaigning, theDepartment is moving urgently to build enduring
advantages across the defense ecosystem –the DoD, Defense Industrial Base (DIB), interagency, and array of private-sector andacademic enterprises – to spur innovation andsupport the systems upon which our militarydepends. This requires embracing an innovative approach to meet emerging strategic demands– through swift modernization, more resilient and agile support systems for the Department in theface of any and all threats, and cultivating our talented workforce with the skills, character, anddiversity our Nation needs in order to overcome today’s national security challenges.
The Department’s Strategic Management Plan (SMP) for Fiscal Years 2022 – 2026 articulates
the Secretary of Defense’s strategic priorities for Management, focusing on the articulation of
Department’s initiatives aimed at building enduring advantages, as defined in the NDS, and also
on addressing institutional management priorities. The SMP provides a framework for describing
general and long-term objectives, what actions the Department plans to take to realize thoseobjectives, specific performance goals and targets to measure progress, and how the DoD plansaddress challenges and risks that may hinder achieving desired results. The SMP meets statutory
requirements pursuant to the Government Performance and Results Act of 1993 (GPRA)
Modernization Act of 2010 (GPRAMA), and Office of Management and Budget (OMB) Circular
No. A-11, requiring federal agencies to develop and submit an Agency Strategic Plan in
concurrence with the President’s budget request.
Every year the Department renews its commitment to strategic planning and performance
management by publishing an updated version of the SMP for the upcoming fiscal year, released
concurrently with the President’s Budget. This year’s edition of the SMP includes the
Department’s FY24 Annual Performance Plan (APP) and the FY22 Annual Performance Report(APR). The FY24 APP supplements the SMP’s longer-term planning outlook by linking its
strategic goals and objectives to operational performance goals, measures, and targets for theupcoming fiscal year. The FY22 APR consolidates prior fiscal year achievements andperformance results across all DoD Components and communicates overall implementation
progress against the Department’s SMP. Unclassified versions of the FY24 APP and FY22 APR
can be found at Performance (defense.gov)
The FY22-FY26 SMP directly aligns to the Secretary’s strategic priorities and the NDS’s approachto building enduring advantages. OSD Under Secretaries provide specific objectives associatedto the strategic priorities, and then, together with relevant DoD Components, they articulate
performance goals, measures and targets. This collective endeavor is supported by the Defense
Business Council (DBC), which is periodically chaired by the Deputy Secretary of Defense.
Performance goals and progress metrics for the SMP, in particular for Agency Priority Goals(APG), are reviewed quarterly, following specific targets identified in the APP for FY 2024. These
reviews take place during DBC sessions, which allows for Department-wide consideration ofopportunities and removal of roadblocks to ensure successful realization of strategic goals. The
Department relies on “Pulse”, the authoritative performance management executive analytics
dashboard to inform the reviews.

CHAPTER 7PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
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Overview – FY 2024 Defense Budget
About Pulse
The DoD is committed to using data and analytics to track progress on strategic priorities in an
outcome-driven, metrics-based manner that drive improved performance. To enable the shift toa data-driven approach for performance management, the CDAO, in partnership with the PIO andUSD(P), designed an executive analytics capability in Advana, called Pulse, that uses NDS andSMP metrics informed by authoritative data to give DoD senior leaders a strategic view of how
DoD is performing against its top priorities. Pulse refers to both the integrated data and analytics
layer for performance management in Advana, as well as the governance structure for overseeing
progress and escalating risks.
The Pulse applications support the DepSecDef’s vision to transform DoD into a data-driven
organization, to ensure alignment of performance improvement activities with SecDef priorities,
and to foster better decision-making around performance. This initiative empowers DoD
Components to draw deeper insights from data, drive more efficient processes and procedures,and enable proactive performance tracking and monitoring. With the increased visibility ofauthoritative data, DoD also has better insight into ongoing reform efforts to address identified
areas of underperformance.
Through the Pulse framework, DoD aims to:Develop and integrate data-informed, outcome-based metrics to show how DoD is
performing against SecDef/DepSecDef strategic priorities.

Enable the SecDef/DepSecDef to proactively monitor how DoD is performing and be
notified if there are areas where they need to engage.



Ensure performance improvement efforts across DoD align to SecDef/DepSecDef top
strategic priorities and performance goals/objectives.

Pulse is a collaborative effort across the DoD that will evolve and mature over time. As DoD
Components increasingly use Pulse in day-to-day management decisions, the quality of the data
and the maturity of available measures will increase. By using Pulse in management discussions
at the highest levels, DoD will be able to translate core business objectives into measurable
outcomes that change behaviors and improve overall performance.
President’s Management Agenda and Cross-Agency Priority Goals
The President’s Management Agenda (PMA) sets forth the administration’s top priorities for
improving the way Government works. These priorities are:
1. Strengthening and Empowering the Federal Workforce
2. Delivering Excellent, Equitable, and Secure Federal Services and Customer Experience
3. Managing the Business of Government to Build Back Better
Since the PMA’s initial rollout in November 2021, cross-agency teams have engaged incollaborative efforts to develop innovative solutions to address the most pressing management
challenges facing the Federal workforce and the people and communities Federal Agencies
serve. Over the next year, focus will shift from development to execution of pilot efforts, leading
to eventual full implementation.
Performance Improvement Officer Role in PMA Integration
Within the DoD, the Performance Improvement Officer (PIO) plays a key role in guiding thedevelopment and implementation of the Strategic Management Plan (SMP). Many of the SMP
strategic priorities, strategic objectives, and performance goals are directly aligned to the PMA
CHAPTER 7PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
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Overview – FY 2024 Defense Budget
priorities. For example, elements of Taking Care of Our People are directly linked to Priorities 1
and 2, and several acquisition and procurement elements of Transform the Foundation of the
Future Force Portions are aligned to Priority 3. In addition to ensuring the linkage between the
PMA and SMP, the PIO also chairs the DoD / OMB Committee, a supporting tier of the Defense
Business Council, whose members represent the Department in OMB interagency fora whichhelps to align DoD’s progress on the implementation of the President’s Management Agenda with
OMB-led CXO council cross-agency initiatives, to share best practices on how DoD can support
the interagency, and to provide updates to the DBC on interagency initiatives as needed.
DoD Engagement in PMA Implementation
As co-Priority Area Lead (PAL) Priority 1 (Workforce), the Deputy Secretary of Defense leverages
the Deputy’s Workforce Council and the considerable expertise of the Department to partner withother federal agencies in strengthening and empowering the Federal Workforce. In collaboration
with the other PALs, the Deputy, supported by OUSD(P&R) and ODA&M, has guided thedevelopment of PMA Priority Metrics and has shaped important workforce strategies in the areasof improving Diversity, Equity, Inclusion, and Accessibility in our federal firing practices, improving
federal jobs, and developing a roadmap to the future of federal work. The DoD has also
contributed significantly to the development of new federal Communities of Practice (Wellbeing
and Mental Health, Employee Engagement, and Recruitment CoPs), and is leading a CrossAgency Priority (CAP) Goal to improve recruitment and retention in mission-critical roles.
Engagement in Priority 2 (Customer Experience) is more targeted, focusing on the development
and implementation of the Life Experience “Navigating the Transition to Civilian Life.” The Deputy
Secretary co-signed the charter for this effort, signifying the critical importance of supporting ourService members as they retire or separate from military service. As this Life Experiencetransitions to full implementation, solutions will focus on the transparency of the transition process,providing individualized guidance, and improving access to important resources.
For Priority 3 (Managing the Business of Government), the DoD has contributed significantly todeveloping solutions to improve the Federal acquisition system. For example, DoD implemented
a solution to Modernize the Federal Acquisition Certification in Contracting ahead of the FY23 Q2
target and anticipates several other Federal Agencies to mirror our solution. OUSD(A&S)
Defense Pricing and Contracting (DPC) and Office of Small Business Programs (OSBP) arecontributing to Priority 3 by leading implementation of the DoD Equity Action Plan. Over the nextyear, the DoD will continue to support implementation of important acquisition-related solutions,and anticipates increased engagement in the Federal Financial Assistance (grants) strategy.
For detailed information and updates on the Defense Department’s contributions to the PMA andrelated Cross-Agency Priority (CAP) Goals, please refer to www.Performance.gov.

CHAPTER 7PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
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Overview – FY 2024 Defense Budget

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CHAPTER 7PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
7-4

Overview – FY 2024 Defense Budget

APPENDIX A: RESOURCE EXHIBITS
Chart A-1. FY 2024 DoD Budget Request by Military Department$842 billion

Chart A-2. FY 2024 DoD Budget Request – Additional Details$842 billion

APPENDIX ARESOURCE EXHIBITS
A-1

Overview – FY 2024 Defense Budget

Table A-1. DoD Total (Base + Supplemental) Budget by Appropriation Title($ in millions)

Military Personnel
Operation and Maintenance

167,525

172,445

178,874

Δ
FY23-24+6,429319,177

351,797329,749-22,048

Procurement

153,216

166,960

170,049+3,089

RDT&E
Revolving and Management Funds

119,081

139,856

144,980+5,124

2,733

1,718

1,683

-35

--

-10

-9

+1

Defense Bill
Military Construction

761,732
13,376

832,766
16,714825,325
14,734-7,441-1,980

Family Housing

1,525

2,327

1,941

-386

Total Budget

FY 2022*

Offsetting Receipts

FY 2023**

FY 2024

Military Construction Bill

14,90019,041

16,675-2,366DoD TOTAL

776,632

851,807842,000-9,807

Source: Next Generation Resource Management System* FY 2022 actuals** FY 2023 reflects enacted

Numbers may not add due to rounding.

Table A-2. DoD Total (Base + Supplemental) Budget by Military Department($ in millions)
Total Budget

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

Army

183,512

190,805

185,337-5,468

Navy

223,231244,508

255,753+11,245

Air Force
Defense-Wide

223,553

249,175

259,240+10,065

146,336

167,319

141,670-25,649

DoD TOTAL

776,632

851,807842,000-9,807
Numbers may not add due to rounding.

Source: Next Generation Resource Management System* FY 2022 actuals** FY 2023 reflects enacted

Table A-3. DoD Total (Base + Supplemental) Budget by Military Department andAppropriation Title ($ in millions)
Department of the Army
BudgetMilitary Personnel

FY 2022*66,968FY 2023**
68,178FY 2024
69,836Δ
FY23-24+1,658Operation & Maintenance

68,84174,754

72,465-2,289Procurement
RDT&E

29,92826,64924,472-2,177

14,581

17,125

15,775-1,350

Military Construction

2,600

3,018

2,068

-950

Family Housing

579

937

690

-247

Revolving and Management Funds

13

145

29

-116

183,512

190,805

185,337-5,468ARMY TOTALAPPENDIX ARESOURCE EXHIBITS
A-2Overview – FY 2024 Defense Budget
Department of the Navy
BudgetMilitary Personnel

FY 2022*

FY 2023**Δ
FY23-24

FY 2024

55,891

58,07960,565+2,486

Operation & Maintenance

75,80081,506

84,572+3,066

Procurement
RDT&E

64,097

72,34476,870+4,526

21,954

26,04426,922+878

Military Construction

4,679

5,819

6,182

+363

Family Housing

448

716

641

-75

Revolving and Management Funds

361

--

--

--

223,231244,508

255,753+11,245

NAVY TOTAL
Department of the Air Force
BudgetMilitary Personnel

FY 2022*

FY 2023**

44,66546,188Δ
FY23-24

FY 2024
48,473+2,285

Operation & Maintenance

71,10776,75979,487+2,728

Procurement
RDT&E

50,02659,364

61,681+2,31752,926

61,58465,765+4,181

Military Construction

3,492

4,584

3,200

-1,384

Family Housing

441

617

551

-66

Revolving and Management Funds

895

80

84

+4

223,553

249,175

259,240+10,065

AIR FORCE TOTAL
Defense - Wide
BudgetMilitary Personnel

FY 2022*

FY 2023**Δ
FY23-24

FY 2024

--

--

--

--

103,428

118,779

93,225-25,554

Procurement
RDT&E

9,164

8,603

7,026

-1,577

29,62035,10336,517+1,414

Military Construction

2,603

3,294

3,284

-10

56

57

58

+1

1,464

1,493

1,570

+77

Operation & MaintenanceFamily Housing
Revolving and Management Funds

--

-10

-9

+1

DEFENSE - WIDE TOTAL

146,336

167,319

141,670-25,649

DoD TOTAL

776,632

851,807842,000-9,807
Numbers may not add due to rounding.

Offsetting Receipts

Source: Next Generation Resource Management Resource System* FY 2022 actuals** FY 2023 reflects enacted

APPENDIX ARESOURCE EXHIBITS
A-3

Overview – FY 2024 Defense Budget

Table A-4. Combat Force Structure Overview
ServiceArmy Active
Brigade Combat Teams (BCT)
Combat Aviation Brigades (CAB)
Army National Guard
BCT
CAB/Theater Aviation Brigade
Army Reserve
CAB
Navy
Number of Battle Force Ships
Carrier Strike Groups
Marine Corps Active
Marine Expeditionary Forces
Infantry Battalions
Marine Corps Reserve
Marine Expeditionary Forces
Infantry Battalions
Air Force Active
Combat Coded Squadrons
Aircraft Inventory (TAI)
Air Force Reserve
Combat Coded Squadrons
Aircraft Inventory (TAI)
Air National Guard
Combat Coded Squadrons
Aircraft Inventory (TAI)FY 2022

FY 2023Δ
FY23-24

FY 2024

31
11

31
11

31
11

0
0

27
10

27
10

27
10

0
0

2

2

2

0

301
10

294
10

293
10

-1
0

3
22

3
21

3
21

0
0

0
8

0
8

0
8

0
0

43
4,289

44
4,200

43
3,906

-1
-294

3
336

3
292

3
315

0
23

21
1,060

21
982

21
962

0
-20

Table A-5. Active Component End Strength (in Thousands)
Service

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

Army

465.6

452.0

452.0

--

Navy

344.4

341.7

347.0

+5.3

Marine Corps
Air Force

174.6

172.1

172.3

+0.2

324.4

321.8

324.7

+2.9

Space Force

8.1

8.6

9.4

+0.8

TOTAL
* FY 2022 actuals** FY 2023 reflects projected end strength levels

1,317.1

APPENDIX A

1,296.3
1,305.4+9.1
Numbers may not add due to rounding.

RESOURCE EXHIBITS
A-4Overview – FY 2024 Defense Budget

Table A-6. Reserve Component End Strength (in Thousands)
Service

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

Army Reserve

176.2

177.0

174.8

-2.2

Navy Reserve

55.2

56.2

57.2

+1.0

Marine Corps Reserve
Air Force Reserve

32.6

33.1

33.6

+0.5

68.0

68.9

69.6

+0.7

Army National Guard

329.7

325.0

325.0

--

Air National Guard

105.0

105.1

108.4

+3.3

TOTAL

766.7

765.3

768.6

+3.3

* FY 2022 actuals* FY 2023 reflects projected end strength levels

Numbers may not add due to rounding.

Table A-7. DoD Base Budget by Appropriation Title ($ in millions)

Military Personnel
Operation and Maintenance

166,845

172,231

178,874

Δ
FY23-24+6,643

294,491

319,907329,749+9,842

Procurement

145,147

163,736

170,049+6,313

RDT&E
Revolving and Management Funds

118,537

139,400

144,980+5,580

2,323

1,718

1,683

-35

--

-10

-9

+1

727,343
13,376

796,982
16,673825,325
14,734+28,343-1,939

1,525

2,327

1,941

-386

14,90019,00016,675-2,325

Base Budget

FY 2022*

Offsetting Receipts
Defense Bill
Military Construction
Family Housing
Military Construction BillFY 2023**

DoD BASE TOTAL
742,243
Source: Next Generation Resource Management System* FY 2022 actuals* FY 2023 reflects enacted

FY 2024

815,982
842,000+26,018
Numbers may not add due to rounding.

Table A-8. DoD Base Budget by Military Department ($ in millions)Base Budget

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

Army

174,147

184,892

185,337

+445

Navy

220,104

242,984

255,753+12,769

Air Force
Defense-Wide

221,032

246,818

259,240+12,422

126,960

141,288

141,670+382

DoD BASE TOTAL

742,243

815,982

842,000+26,018

Source: Next Generation Resource Management System* FY 2022 actuals** FY 2023 reflects enacted

APPENDIX A

Numbers may not add due to rounding.

RESOURCE EXHIBITS
A-5

Overview – FY 2024 Defense Budget

Table A-9. DoD Base Budget by Military Department and Appropriation Title($ in millions)
Department of the Army
BudgetMilitary Personnel

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

66,66468,013

69,836+1,823Operation & Maintenance

65,85871,05572,465+1,410

Procurement
RDT&E

23,98024,60824,472-136

14,452

17,115

15,775-1,340

Military Construction

2,600

3,018

2,068

-950

Family Housing

579

937

690

-247

Revolving and Management Funds

13

145

29

-116

174,147

184,892

185,337+445

ARMY BASE TOTAL
Department of the Navy
BudgetMilitary Personnel

FY 2022*

FY 2023**Δ
FY23-24

FY 2024

55,74058,07560,565+2,490Operation & Maintenance

73,87680,06984,572+4,503

Procurement
RDT&E

63,12072,342

76,870+4,52821,88026,00426,922+918

Military Construction

4,679

5,778

6,182

+404

Family Housing

448

716

641

-75

Revolving and Management Funds

361

--

--

--

220,104

242,984

255,753+12,769

NAVY BASE TOTAL
Department of the Air Force
BudgetMilitary Personnel

FY 2022*

FY 2023**

FY 2024

Δ
FY23-24

44,44046,142

48,473+2,331

Operation & Maintenance

69,89775,901

79,487+3,586

Procurement
RDT&E

49,51658,196

61,681+3,48552,75861,29965,765+4,466

Military Construction

3,492

4,584

3,200

-1,384

441

617

551

-66

Family Housing

486

80

84

+4

221,032

246,818

259,240+12,422

Revolving and Management Funds
AIR FORCE BASE TOTALAPPENDIX ARESOURCE EXHIBITS
A-6Overview – FY 2024 Defense Budget
Defense-Wide
BudgetMilitary Personnel

FY 2022*

FY 2023**Δ
FY23-24

FY 2024

--

--

--

Operation & Maintenance

84,861

92,882

93,225+343

Procurement
RDT&E

8,530

8,590

7,026

-1,56429,44734,98236,517+1,535

Military Construction

2,603

3,294

3,284

-10

56

57

58

+1

1,463

1,493

1,570

+77

Family Housing
Revolving and Management Funds

--

-10

-9

+1

126,960

141,288

141,670+382

Offsetting Receipts
DEFENSE - WIDE BASE TOTAL--DoD BASE TOTAL
742,243
Source: Next Generation Resource Management System* FY 2022 actuals** FY 2023 reflects enacted

815,982
842,000+26,018
Numbers may not add due to rounding.

Table A-10. DoD Supplemental Funding by Purpose ($ in millions)
Supplemental Funding

FY 2022

FY 2023Δ
FY23-24

FY 2024

Afghan Resettlement

6,512

--

--

--

Natural Disaster Relief

895

147

--

-147

26,63235,678---35,678

350

--

--

--

UkraineRed Hill Bulk Fuel Facility

DoD SUPPLEMENTAL TOTAL
34,389Source: Next Generation Resource Management System

35,825-35,825
Numbers may not add due to rounding.

Table A-11. DoD Supplemental Funding by Appropriation Title ($ in millions)
Supplemental Funding

FY 2022

FY 2023Δ
FY23-24

FY 2024

Military Personnel
Operation and Maintenance

680

214

--

-214

24,68631,890---31,890

Procurement

8,069

3,224

--

-3,224

544

455

--

-455

RDT&E
Revolving and Management Funds
Defense Bill

410

--

--

--

34,38935,784---35,784

--

41

--

-41

Military Construction
Family Housing
Military Construction BillDoD SUPPLEMENTAL TOTAL

--

--

--

--

--

41

--

-41

34,389Source: Next Generation Resource Management System

APPENDIX A

35,825-35,825
Numbers may not add due to rounding.

RESOURCE EXHIBITS
A-7

Overview – FY 2024 Defense Budget

Table A-12. DoD Supplemental Funding by Military Department ($ in millions)
Supplemental Funding

FY 2022

FY 2023Δ
FY23-24

FY 2024

Army

9,365

5,913

--

-5,913

Navy

3,126

1,525

--

-1,525Air Force
Defense-Wide

2,521

2,357

--

-2,357

19,37626,030---26,030

DoD SUPPLEMENTAL TOTAL
34,389Source: Next Generation Resource Management System

35,825-35,825
Numbers may not add due to rounding.

Table A-13. DoD Supplemental Funding by Military Department andAppropriation Title ($ in millions)
Department of the Army
BudgetMilitary Personnel

FY 2022

FY 2023

304

Δ
FY23-24

FY 2024

164

--

-164

Operation & Maintenance

2,984

3,699

--

-3,699Procurement
RDT&E

5,948

2,041

--

-2,041

129

9

--

-9

Military Construction

--

--

--

--

Family Housing

--

--

--

--

Revolving and Management Funds

--

--

--

--

9,365

5,913

-

-5,913

ARMY SUPPLEMENTAL TOTAL
Department of the Navy
BudgetMilitary Personnel
Operation & Maintenance

FY 2022

FY 2023Δ
FY23-24

FY 2024

151

4

--

-4

1,924

1,437

--

-1,437

977

2

--

-2

74

41

--

-41

--

41

--

-41

Procurement
RDT&E
Military Construction
Family Housing

--

--

--

--

Revolving and Management Funds

--

--

--

--

3,126

1,525

-

-1,525NAVY SUPPLEMENTAL TOTAL

Department of the Air Force
BudgetMilitary Personnel

FY 2022

FY 2023

225

Δ
FY23-24

FY 2024

46

--

-46

1,210

858

--

-858

510

1,168

--

-1,168

167

285

--

-285

Military Construction

--

--

--

--

Family Housing

--

--

--

--

Revolving and Management Funds

409

--

--

--

AIR FORCE SUPPLEMENTAL TOTAL

2,521

2,357

-

-2,357

Operation & Maintenance
Procurement
RDT&E

APPENDIX ARESOURCE EXHIBITS
A-8

Overview – FY 2024 Defense Budget
Defense-Wide
BudgetMilitary Personnel

FY 2022

FY 2023Δ
FY23-24

FY 2024

--

--

--

--

18,56825,896---25,896

634

13

--

-13

174

121

--

-121

Military Construction

--

--

--

--

Family Housing

--

--

--

--

Revolving and Management Funds

1

--

--

--

--

-26,030

Operation & Maintenance
Procurement
RDT&E

DEFENSE-WIDE SUPPLEMENTAL

19,37626,030DoD SUPPLEMENTAL TOTAL

34,388-35,825-35,825
Numbers may not add due to rounding.

Source: Next Generation Resource Management System

APPENDIX ARESOURCE EXHIBITS
A-9Overview – FY 2024 Defense Budget

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APPENDIX ARESOURCE EXHIBITS
A-10

Overview – FY 2024 Defense Budget

APPENDIX B: Acronym List
NOTE: This is not a comprehensive list of all acronyms used in the Overview.
mDefinition
A2/AD
Anti-Access/Area Denial
AATS
Assured Access to SpaceABMS
Advanced Battle Management System
ACB2
Amphibious Construction Battalion Two
ACC
Air Combat Command
ADR
Annual Defense Report
ADVANA
Advance Analytics
AEA
Airborne Electronic Attack
AFR
Air Force Reserve
AI
Artificial Intelligence
AMCM
Airborne Mine Countermeasures
AMDR
Air and Missile Defense Radar
AMPVArmored Multi-Purpose Vehicles
AMRAAM
Advanced Medium Range Air-to-Air Missile
ANG
Air National Guard
AoA
Analysis of Alternatives
APP
Annual Performance Plan
APR
Annual Performance Report
ARFORGENAir Force, Force Generation
ARGs
Amphibious Ready Groups
ARL-E
Airborne Reconnaissance Low Enhanced
ARRW
Air-Launched Rapid Response Weapon
ASFF
Afghanistan Security Forces Fund
AUR
All-Up Round
BAH
Basic Allowance for Housing
BCA
Budget Control Act
BCT
Brigade Combat Team
BMD
Ballistic Missile Defense
BOS
Base Operating Support
C2
Command and Control
CA
Cyberspace Activities
CAB
Combat Aviation Brigades
CAF
Combat Air Force
CAP
Corrective Action Plan
CAP
Corrective Action Priority
CCDR
Combatant Commander
CE2T2
Combatant Command Exercise and Engagement/ Training
Transformation
CHO
Chief Housing Officer
CHIPS Act
Creating Helpful Incentives to Produce Semiconductors andScience Act of 2022
CIO
Chief Information Officer
APPENDIX BACRONYM LIST
B-1

Overview – FY 2024 Defense Budget
CIRCM
CJTF
CL
CMC
CMF
CMMC
CNO
CO
COBRA
COMSATCOM
CON-IT
CPG
CPI
CPS
CPX
CS
CSAR
CSGs
CT
CTC
CTEF
C-VEO
CVN
DAF
DAFA
DARPA
DAU
DBC
DCA
DEIA
DFE
DHA
DHP
DHRA
DIB
DLA
DMO
DMS
DoD
DoDEA
DON
DPA
DRT
DSCA

Common Infrared Countermeasures
Combined Joint Task ForceCYBER LIGHTNING
Commandant of the Marine Corps
Cyber Mission Force
Cybersecurity Maturity Model Certification
Chief of Naval Operations
Cyberspace Operations
Coastal Battlefield Reconnaissance and Analysis
Commercial SATCOM
Contracting Information Technology
Commandant’s Planning GuidanceContinuous Process Improvements
Conventional Prompt Strike
Command Post Exercise
Cybersecurity
Combat Search and Rescue
Carrier Strike Groups
Counterterrorism
Combat Training Center
Counter-ISIS Train and Equip FundCounter Violent Extremist Organization
Nuclear aircraft carriers
Department of the Air ForceDefense Agencies and Field Activities
Defense Advanced Research Projects Agency
Defense Acquisition University
Defense Business Council
Dual-Capable Aircraft
Diversity, Equity, Inclusion, and Accessibility
Dynamic Force Employment
Defense Health Agency
Defense Health Program
Defense Human Resources Activity
Defense Industrial Base
Defense Logistics Agency
Distributed Maritime Operations
Digital Modernization Strategy
Department of Defense
Department of Defense Education Activity
Department of the Navy
Defense Production Act
Directed Readiness Tables
Defense Support to Civil Authorities

APPENDIX BACRONYM LIST
B-2

Overview – FY 2024 Defense Budget
DSEC
DSOC
DTRA
DURIP
EABO
eCRM
EDI
EFCT
EGS
EHR
EMARSSEMDEOEPAWSS
ERC
ERP
ESS
FFRDC
FHP
FIAR
FMF
FMS
FNIH
FRC
FSRM
FTEs
FTX
FY
FYDP
GBI
GBSD
GF
GFMAP
GJTI
GMD
GMLRS
GPI
GPS
GWOT
HACM
HADES
HADR
HALO
HBCU

Defense STEM Education Consortium
Defense Safety Oversight Council
Defense Threat Reduction Agency
Defense University Research Instrumentation Program
Expeditionary Advanced Base Operations
Enterprise Customer Relationship Management
European Deterrence Initiative
Enabling Future Capabilities Transition
Enterprise Ground Services
Electronic Health Record
Enhanced Medium Altitude Reconnaissance and Surveillance
SystemEngineering and Manufacturing Development
Executive Order
Eagle Passive Active Warning Survivability System
Exercise-Related Construction
Enterprise Resource Planning
Evolved Strategic SATCOM
Federally Funded Research and Development Centers
Flying Hour Program
Financial Improvement Audit Remediation
Fleet Marine Force
Foreign Military Sales
Foreign National Indirect Hire
Fleet Readiness Center
Facilities Sustainment, Restoration, and Modernization
Full-Time Equivalents
Field Training Exercise
Fiscal Year
Future Years Defense Program
Ground-Based Interceptors
Ground Based Strategic Deterrent
Green Flag
Global Force Management Allocation Plan
Global Joint Training Infrastructure
Ground-Based Midcourse Defense
Guided Multiple Launch Rocket System
Glide Phase Intercept
Global Positioning System
Global War on Terror
Hypersonic Attack Cruise MissileHigh-Accuracy Detection and Exploitation System
Humanitarian Assistance and Disaster Relief
High Altitude Low Opening
Historically Black Colleges & Universities

APPENDIX BACRONYM LIST
B-3

Overview – FY 2024 Defense Budget
HBTSS
IAMD
IBAS
IBCS
IBS
ICAM
ICBM
ICT
ICTS
IFPC-HELIFPC-DEINDOPACOM
IPA
IRBM
IRC
IRST
ISCP
ISIS
ISR
IT
ITX
JADC2
JAIC
JAGM
JASSM-ER
JCET
JCWA
JDAM
JITC
JKO
JLVC
JNTC
JPARC
JSE
JSTARS
JTCP
JTEEP
JTF
JTIFC
LCAC
LCS
LCU
LOCE
LPD

Hypersonic and Ballistic Tracking Space Sensor
Integrated Air and Missile Defense
Industrial Base Analysis and Sustainment
Integrated Air and Missile Defense Battle Command System
Integrated Broadcast Service
Identity Credential and Access Management
Intercontinental Ballistic Missiles
Information and Communications Technology
Information and Communications Technology and Services
Indirect Fire Protection Capability - High Energy Laser
Indirect Fire Protection Capability
Indo-Pacific Command
Independent Public Accounting
Intermediate Range Ballistic Missiles
Independent Review Commission
Infrared Search and Track
International Security Cooperation Programs
Islamic State of Iraq and Syria
Intelligence, Surveillance, and Reconnaissance
Information Technology
Integrated Training Exercise
Joint All-Domain Command and Control
Joint Artificial Intelligence Center
Joint Air-to-Ground Missile
Joint Air-to-Surface Standoff Missile-Extended Range
Joint Combined Exchange Training
Joint Cyber Warfighting Architecture
Joint Direct Attack Munition
Joint Integrated Training Center
Joint Knowledge Online
Joint Live, Virtual, and Constructive
Joint National Training Capability
Joint Pacific Alaska Range Complex
Joint Simulation Environment
Joint Surveillance Target Attack Radar System
Joint Training Coordination Program
Joint Training, Exercise, and Evaluation Program
Joint Task Force
Joint Tactical Integrated Fire Control
Landing Craft Air Cushion
Littoral Combat Ship
Landing Craft, Utility
Littoral Operations in a Contested Environment
Landing Platform Dock

APPENDIX BACRONYM LIST
B-4

Overview – FY 2024 Defense Budget
LRASM
LRDR
LRF
LRHW
LRSO
LSD
LSGE
LTAMDS
M-CodeM-SHORADMAGTF
MALE-T
MDA
MDD
MDR
MDS
MHPI
MHS
MI
MILCONMILPERS
MISO
ML
MM
MOS
MRBM
MST
MTF
MTX
MUOS
MURI
MW/MT
MWR
MYP
NATO
NAVELSG
NC3
NDAA
NDEP
NDS
NDSEG
NGAD
NGSW
NG OPIR

Long-Range Anti-Ship Missile
Long Range Discrimination Radar
Long-Range FiresLong Range Hypersonic Weapon
Long Range Stand-Off
Dock Landing Ships
Large Scale Global Exercise
Lower-Tier Air and Missile Defense System
Military code
Maneuver Short Range Air Defense
Marine Air Ground Task Forces
Medium Altitude Long Endurance-Tactical
Missile Defense Agency
Missile Defeat and Defense
Missile Defense Review
Missile Defense System
Military Housing Privatization Initiative
Military Health System
Minority Institutions
Military Construction
Military Personnel
Military Information Support Operations
Machine Learning
Minuteman
Military Occupational Skill
Medium Range Ballistic Missiles
Maritime Strike Tomahawks
Military Treatment Facility
Mountain Exercise
Mobile User Objective System
Multi University Research Initiative
Missile Warning/Missile Tracking
Morale, Welfare, and Recreation
Multi-Year Procurement
North Atlantic Treaty Organization
Navy Expeditionary Logistics Support Group
Nuclear Command, Control, and Communications
National Defense Authorization Act
National Defense Education Program
National Defense Strategy
National Defense Science and Engineering Graduate
Next Generation Air Dominance
Next Generation Squad Weapon
Next-Generation Overhead Persistent Infrared

APPENDIX BACRONYM LIST
B-5

Overview – FY 2024 Defense Budget
NGI
NGJ
NORAD
NP2
NSIC
NSIP
NSM-8
NSS
NSSL
NSTTC
NTTR
O&M
OCO
OEM
OIR
OMFV
OPIR
OPN
OSC
OSD
OTI
OTTI
P2P
PACAF
PB
PCA
PCTE
PDI
PEO
PGM
PI
PMA
PMTEC
PNT
PR
PRC
PrSM
PSA
PTES
PTS
R&E
RCV
RDA
RDER

Next Generation Interceptor
Next Generation Jammer
North American Aerospace Defense Command
Navy Personnel and Pay
National Space Intelligence Center
NATO Security Investment Program
National Security Memorandum 8
National Security Strategy
National Security Space Launch
National Space Test and Training Complex
Nevada Test and Training Range
Operation & MaintenanceOverseas Contingency Operations
Original Equipment Manufacturer
Operation INHERENT RESOLVE
Optionally Manned Fighting Vehicle
Overhead Persistent Infrared
Other Procurement Navy
Office of Strategic Capital
Office of the Secretary of Defense
Operational Training Infrastructure
Operational Test and Training Infrastructure
Performance to Plan
Pacific Air Forces
President's Budget
Principal Cyber Advisor
Persistent Cyber Training Environment
Pacific Deterrence Initiative
Program Executive Office's
Precision Guided Missiles
Performance Improvement
President’s Management Agenda
Pacific Multi-Domain Training and Experimentation Capability
Positioning, Navigation, and Timing
Personnel Recovery
People’s Republic of China
Precision Strike Missile
Principal Staff AssistantsProtected Tactical Enterprise Services
Protected Tactical SATCOM
Research and Engineering
Remote Combat Vehicles
Research, Development and Acquisition
Rapid Defense Experimentation Reserve

APPENDIX BACRONYM LIST
B-6

Overview – FY 2024 Defense Budget
RDT&E
ReARMM
RF
RSIP
S&T
SAM
SATCOM
SAW
SBIC
SC
SCP
SDA
SDB
SELRES
SEWIP
SIB
SIEM
SIOP
SLBM
SLEP
SM-3
SM-6
SMART
SMP
SOF
SOTP
SPACEFORGENSpOCSPRIRC
SRBM
SSAE
SSBN
SSGN
SST
STARCOM
STEM
STTR
STOVL
sUAS
SWAC
SWSS
THAAD
TLAMs
TSS

Research, Development, Test, and Evaluation
Regionally Aligned Readiness and Modernization ModelRadio Frequency
Rapid Sustainment Improvement Process
Science and Technology
Software Asset Management
Satellite Communication
Squad Automatic Weapon
Small Business Investment Company
Security Cooperation
Strategic Cybersecurity Program
Space Development Agency
Small Diameter Bomb
Selected Reserves
Surface Electronic Warfare Improvement Program
Submarine Industrial Base
Security Information and Event Management
Shipyard Infrastructure Optimization Program
Submarine-Launched Ballistic Missile
Service Life Extension Program
Standard Missile-3
Standard Missile-6
Science, Mathematics, and Research for Transformation
Strategic Management Plan
Special Operations Forces
State of the PracticeSpace Force Generation
Space Operations Command
Suicide Prevention and Response Independent Review Committee
Short Range Ballistic Missiles
Statement on Standards for Attestation Engagements
Submersible, Ballistic, Nuclear (submarine)
Guided Missile Submarines
Standard Space Trainer
Space Training and Readiness Command
Science, Technology, Engineering and Mathematics
Space Test and Training Range
Short Take Off and Vertical Landing
Small Unmanned Aerial System
Space Warfighting Analysis Center
Space Force Weapon Systems Sustainment
Terminal High-Altitude Area Defense
Tomahawk Land-Attack Cruise Missiles
Training Support Systems

APPENDIX BACRONYM LIST
B-7

Overview – FY 2024 Defense Budget
UARC
UAS
UHF
ULX
UMB
URI
U.S.
USAFRICOMUSAIUSCUSCENTCOMUSCYBERCOMUSEUCOMUSFKUSINDOPACOM
USMCUSNORTHCOM
USSPACECOM
USSOCOMUSSOUTHCOMUSSTRATCOMUSTRANSCOM
USUHS
USVs
VBFF
VCS
VLS
VPM
VSGI
WEZ
WGS
WSS
ZTA

University-Affiliated Research Centers
Unmanned Aerial Systems
Ultra High Frequency
Legacy Extension
Unified Medical Budget
University Research Initiative
United States
United States Africa Command
Ukraine Security Assistance Initiative
United States Code
U.S. Central Command
U.S. Cyber Command
U.S. European Command
U.S. Forces Korea
U.S. Indo-Pacific Command
United States Marine Corps
U.S. Northern Command
U.S. Space Command
United States Special Operations Command
United States Southern Command
United States Strategic Command
United States Transportation Command
Uniformed Services University of the Health Sciences
Uncrewed Surface Vessels
Vannevar Bush Faculty Fellowship
VIRGINIA Class submarines
Vertical Launch System
VIRGINIA Payload Module
Vetted Syrian Groups and Individuals
Weapon Engagement Zone
Wideband Global SATCOM
Weapon System Sustainment
Zero Trust Architectures

APPENDIX BACRONYM LIST
B-8

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