A Statement on the Posture of

The United States Army

Fiscal Year 2000

by

The Honorable Louis Caldera

and

General Dennis J. Reimer

Presented to

The Committees and Subcommittees of the

UNITED STATES SENATE

and the

HOUSE OF REPRESENTATIVES

FIRST SESSION, 106TH CONGRESS

February 1999
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Soldiers are our credentials.

COVER PHOTO: An American soldier trains with Land Warrior equipment as part of the

Army’s comprehensive program for assessing its efforts to leverage information-age technology to ensure superior 21st century capabilities.

The annual Army Posture Statement (APS) is an unclassified summary of Army roles, missions,

accomplishments, plans, and programs. Designed to reinforce the Secretary of the Army and Chief

of Staff, Army posture and budget testimony before Congress, the APS is subsequently distributed

extensively and serves a broad audience as a basic reference on the state of the Army.

The APS is available on the internet on the Army Homepage at http://www.army.mil. It is

produced by the Office of the Chief of Staff, U.S. Army, Congressional Activities Division (DACSCAD); telephone (703) 695-9913/9997; DSN Prefix: 225; address E-mail to TryonSP@hqda.army.mil.
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Foreword America’s Army is transforming itself in accordance with the National

Military Strategy to a force that measures its readiness not only by its preeminent

mission––to fight and win our Nation’s wars––but also by its readiness to meet

the challenges of preserving peace and countering emerging threats. The

transformation has stretched the Army from a force oriented on responding to the

dangers of the Cold War to a force capable of shaping the international environment,

responding to crises that challenge U.S. security interests, and preparing for a range

of threats and opportunities. The Army has attained an unprecedented achievement

by meeting the continuous demands of current readiness while adjusting its focus

and structure in significant ways. Despite the toll this transformation and increasing

requirements have taken on our people, equipment and systems, the Army is proud

of its central role in U.S. engagement around the world.

 The Army’s challenge is to take care of our people while meeting near-term

readiness demands and preparing for the requirements of future readiness. To assure

we can accomplish future missions, leveraging information technology to

revolutionize military operations over the next ten to fifteen years is a key priority.

We remain committed to providing the American people the most readiness for the

resources provided. Accordingly, we continue to focus on and support more

efficient ways of doing business, such as the Defense Reform Initiatives. In

conjunction with these efforts, America’s role as a global leader makes it vital to

fund the Army at a level commensurate with the requirements of the world’s

preeminent land combat force.

The Honorable Louis Caldera

 Secretary of the Army

 General Dennis J. Reimer

 Chief of Staff
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Contents

Executive Summary.................................................................................................................... vii

Chapter 1

Assuring Current and Future Readiness ................................................................................... 1

Readiness, The National Military Strategy, and Army Capabilities .................................. 2

Readiness for What?–The National Military Strategy ........................................... 2

The NMS and Army Capabilities ............................................................................ 4

Doing America’s Heavy Lifting: The Army and the NMS ............................................... 5

 Shaping the International Environment ................................................................ 6

Responding to Crises Abroad and at Home ........................................................... 9

Preparing for an Uncertain Future ...................................................................... 12

Resource Concerns ........................................................................................................... 15

Conclusion ........................................................................................................................ 16

Chapter 2

Generating Capabilities for the Full Spectrum of Military Operations ................................ 17

The Army Vision .............................................................................................................. 17

AC, RC, and Army Civilian ............................................................................................. 18

The Active Component .......................................................................................... 19

The Reserve Components...................................................................................... 19

Army Civilians ...................................................................................................... 20

Institutional and Operational Forces................................................................................. 21

Total Army Capabilities ................................................................................................... 23

Conventional Forces ............................................................................................ 23

Special Operations Forces ................................................................................... 23

Other Unique Capabilities ................................................................................... 24

Power Projection-the Army Strategic Mobility Program..................................... 25

Synchronizing the Six Imperatives ................................................................................... 26

Quality People ...................................................................................................... 26

Training ................................................................................................................ 27

Force Mix ............................................................................................................. 28

Doctrine ................................................................................................................ 29

Modern Equipment ............................................................................................... 30

Leader Development ............................................................................................. 31

Conclusion ........................................................................................................................ 32

Chapter 3

Readiness for the 21st Century: Knowing What to Change ................................................... 33

Strategy For the 21st Century ........................................................................................... 34

Tomorrow’s Geostrategic Environment ............................................................... 34

Joint Vision 2010 and Army Vision 2010 ............................................................. 34
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Army Experiments and the Revolutions in Military

Affairs and Military Logistics .......................................................................................... 35

Force XXI:

A Process for Synchronizing Future Readiness and Change ............................... 36

The Army Experimentation Campaign Plan......................................................... 37

Battle Labs and CTCs: Enabling Change ........................................................... 39

The Army After Next Project ................................................................................ 39

Joint and Combined Experimentation .................................................................. 40

The Army Modernization Plan ......................................................................................... 40

Army Modernization Goals .................................................................................. 41

Fielding Required Capabilities ......................................................................................... 44

Gain Information Dominance............................................................................... 44

Project the Force .................................................................................................. 44

Protect the Force .................................................................................................. 45

Shape the Battlespace ........................................................................................... 45

Decisive Operations ............................................................................................. 45

Sustain the Force .................................................................................................. 47

Future Force Structure ...................................................................................................... 47

Total Army Analysis 2007 .................................................................................... 47

Division XXI: Redesigning the Heavy Division ................................................... 48

ARNG Division Redesign Study............................................................................ 48

Total Army Integration ......................................................................................... 49

 Training Soldiers and Leaders ......................................................................................... 50

The Army Leader Campaign Plan ........................................................................ 50

The Total Army School System ............................................................................. 50

Training Aids, Devices, Simulators, and Simulations .......................................... 51

 Preserving Army Values .................................................................................................. 52

 The Human Relations Action Plan ...................................................................... 52

 Character Development XXI ............................................................................... 52

 The Consideration of Others Program ................................................................ 53

 Conclusion ....................................................................................................................... 53

Chapter 4

The Army Community–Getting the Balance Right ................................................................. 55

 A Community With a Mission ........................................................................................ 55

 Managing Army Installations and Organizations ............................................................ 56

The Installation Status Report .............................................................................. 56

Installation Vision 2010 ....................................................................................... 56

The Installation Information Infrastructure Architecture .................................... 56

 Safety ............................................................................................................................... 57

 Quality of Life ................................................................................................................. 57

 Army Family Housing and the Residential Community Initiative ....................... 58

 Single Soldier Housing ........................................................................................ 58

 Medical Care ....................................................................................................... 59

 Commissaries and Exchanges ............................................................................. 60
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Morale, Welfare, and Recreation Programs ........................................................ 60

Army Family Programs ........................................................................................ 61

 Retired Soldiers ..................................................................................................... 62

Sustaining the Environment ............................................................................................. 62

Defense Reform and Army Initiatives: 

Assuring A Revolution In Business Affairs ..................................................................... 63

Reinvention ........................................................................................................... 64

Acquisition Reform ............................................................................................... 64

Streamlining Civilian Personnel Administration ................................................. 65

Financial Management ......................................................................................... 65

Activity-Based Costing ......................................................................................... 65

A-76 Cost Competition Studies ............................................................................. 66

Base Realignment and Closure ............................................................................ 66

Other Infrastructure Management Initiatives....................................................... 66

Logistics Efficiencies ............................................................................................ 67

 Army Installations and Organizations: Good Neighbors Nation-wide .......................... 70

America’s Army: The Community Next Door...................................................... 70

The Army Civil Works Program ........................................................................... 71

 Conclusion ....................................................................................................................... 72

Chapter 5

Stretching the Fabric of the Army ............................................................................................ 73

 Taking Care of People .................................................................................................... 74

Recruiting, Retention, and Compensation ............................................................ 74

Managing PERSTEMPO ...................................................................................... 77

 Concerns with Readiness and Modernization ................................................................ 78

Readiness .............................................................................................................. 79

Modernization....................................................................................................... 80

 Resources Available: The FY00 Budget ....................................................................... 81

 Conclusion ...................................................................................................................... 82

Acronyms..................................................................................................................................... 85

Addendum ................................................................................................................................. A-1
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“I do not know when or where, but we will sometime place soldiers in harm’s way, on short notice

and ask them to defeat a determined and dangerous foe. When that happens, we should be satisfied

that we have done our best to prepare them for the task at hand.”

General Dennis J. Reimer, CSA

 America’s Army is the most potent land combat force in the world. The Army is indispensable

to the protection and furtherance of our national interests because it has greater utility across the

full range of contingencies than other types of military force. This utility comes from Army

capabilities for executing a broad range of operations from nation building and disaster relief to

defeating enemies on the battlefield. Generating and sustaining these capabilities over time requires

a deliberate, complex process involving people, readiness, and modernization. The Army’s

challenge in recent years has been to take care of people, keep the force trained and ready, and

simultaneously continue the most fundamental institutional change since World War II. Meeting

this challenge with constrained resources has stretched the fabric of America’s Army. We are

committed to be as efficient as we can, continuing robust efforts to move forward on the Army’s

part of the Defense Department’s Defense Reform Initiatives and the Revolution in Business

Affairs. The fiscal year (FY) 99 supplemental funding measure approved by Congress and the

President’s FY00 Budget support our efforts, and address many of our most pressing readiness

concerns.

The Geostrategic Environment and National Military Strategy

 Changes to the National Military Strategy (NMS) in response to the geostrategic environment

have driven the Army’s transition since the final years of the Cold War. The containment strategy

of the previous era demanded an Army focused on the Soviet threat. The U.S. Army maintained

a higher level of forward presence overseas than it does today, and training was based largely on

countering predictable Soviet doctrine. Increasing instability in some regions made the need for

engagement evident even before the Soviet Union’s demise. However, the end of the Cold War’s

bipolar stability allowed a more rapid emergence of regional instabilities and transnational

challenges, such as terrorism, aggressive behavior by rogue states seeking power and resources, and

the proliferation of weapons of mass destruction. These threats are much less predictable, and,

consequently, the United States may face some combination of them at any time. The diverse

nature of these emergent threats fostered a new strategy for using America’s global leadership to

make the world a safer place. By mitigating potential threats through shaping operations,

countering actual threats and responding to crises, and preparing for future threats, the new military

strategy seeks to promote global stability. As a result of the geostrategic environment and the NMS,
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the Army is transforming itself to a force based on capabilities needed for shaping and responding,

while at the same time preparing for the future.

 The Army’s most fundamental capability is the exercise of sustained, comprehensive control

over people, land, and natural resources. Putting American soldiers on the ground is the most

effective method to shape the international environment in ways favorable to our interests. Army

shaping activities are executed face-to-face and one-on-one with the armies and people of other

nations. Such interaction has a lasting and positive effect that simply cannot be achieved through

less direct engagement. Putting American soldiers on the ground is the most credible response to

potential aggressors and to those who would exploit instability for their own ends. It is also the

most tangible evidence of the nation’s commitment to both allies and adversaries. Bombs and

missiles can destroy selected targets and temporarily deny control of terrain, but they cannot provide

the presence required to compel compliance with the rule of law and the processes of peace.

Maintaining the capability to project and employ land power in the information age is essential to

protecting the nation’s interests against the diverse threats likely to emerge in an uncertain future.

 Even as changes in environment and strategy have increased the frequency with which the Army

is employed worldwide, social and economic factors created pressure for reducing defense

spending. The Army has transitioned to a force about one-third smaller than it was in 1989 and

has capitalized on the end of Cold War containment to shift many forces from overseas bases back

to the continental United States (CONUS). The Army has sought increased efficiency in its

operational and business practices to meet today’s more frequent demands for American presence

with a smaller force and budget. Exploiting the potential of information technology, enhancing the

integration of active and reserve component forces, and implementing a broad set of defense

reforms and Army initiatives are among the avenues by which the Army is becoming a more

effective and efficient force.

 Much leaner than it was ten years ago, the Army nonetheless finds itself almost continuously

engaged at home and abroad. More than 60 percent of the people participating in 32 of the 36 major

military deployments since 1989 have been soldiers, yet the Army receives only 25 percent of the

defense budget. Proud of its central role in the execution of the National Military Strategy, the

Army can continue to execute this strategy with acceptable risk if provided with sufficient

resources. However, the resource constraints of the past fourteen years, coupled with the high pace

of operations, have severely stretched the fabric of the Army. While we remain ready today to play

the central role in the National Military Strategy, adverse trends in recruiting and retention (people),

readiness, and modernization must be countered to assure sustained readiness for today and into

the 21st century. The FY99 supplemental and the increase in Army Total Obligation Authority
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(TOA) in the FY00 Budget and outyear spending plan are helpful and are being applied to improve

readiness. These funding increases will address many of the concerns expressed by Army and other

Department of Defense leaders by demonstrating our commitment to take care of our people and

to enhance near-term readiness. Modernization needs are being addressed by holding investments

at roughly the same levels forecasted in last year’s President’s Budget with the expectation of

growth in the outyears.

 Last year, the Army identified the need for an annual increase of $5 billion over the FY99

Budget in addition to increases required for contingency operations, pay increases and reform of

military retirement. The President’s FY00 Budget sends a strong signal of support and concern for

the welfare of our soldiers, Army civilians, and their families. The budget provides for known

contingency funding and enhances near-term readiness. While funding increases have been helpful

in many areas, modernization continues to carry the largest burden of risk. Increases to readiness

accounts will reduce the need to migrate funds from modernization, and Army-wide efforts to

become more efficient, along with Defense Reform Initiatives and a capacity for additional Base

Realignment and Closure, create the potential for increased funding for the modernization account.

The Army’s Force XXI process has provided a roadmap for transforming the Army to meet 21st

century requirements. Funding levels will be the primary determinant of the pace at which that

transformation occurs.

Supporting the National Military Strategy

 In spite of resource constraints and signs of wear, America’s Army is supporting the NMS

around the world, 24 hours a day. On an average day in FY98, over 122,000 soldiers stationed

overseas and 28,000 soldiers deployed away from home station were conducting operations in more

than 70 countries.

 Army personnel conduct numerous activities that help shape the international environment.

Continued support for observer missions in Macedonia, the Multinational Force and Observers in

the Sinai, and along the border between Ecuador and Peru help foster stability and promote peace.

Active and reserve component soldiers and Army civilians contribute to deterrence through forward

presence. Soldiers and Army civilians also enhance our relationships with allies and friends through

a variety of programs. In FY98, army-to-army activities ranged from senior-level contacts to the

training of 5,980 foreign military personnel under the International Military Education and Training

(IMET) and Foreign Military Sales programs. Such activities foster cooperation with other nations,

and offer a unique opportunity to influence the character of other nations’ militaries in a positive

way. Army participation in Partnership for Peace and associated exchanges and exercises helped
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set the stage for the peaceful enlargement of NATO while building the foundation for cooperative

efforts with non-NATO forces as well. American soldiers trained soldiers of other nations on the

tactics, techniques and procedures of humanitarian demining and counter-drug operations. Under

the African Crisis Response Initiative, American soldiers provided peacekeeping training to soldiers

of several African nations. These important operations are proactive: shaping the world to be a

safer place.

 The Army also responds to crises to protect American interests around the world with its decisive

combat, logistics, and administrative capabilities. The deployment of the 1st Brigade (-) of the 3d

Infantry Division (Mechanized) to Kuwait in February, 1998, demonstrated such a response.

Within 96 hours, the brigade had completed its deployment from the United States and occupied

defensive positions in Kuwait. In support of Operation Desert Fox in December, the Army once

again rapidly deployed units to reinforce elements already deployed for training in Kuwait. The

presence of several thousand American soldiers effectively deterred any threatening activity by Iraqi

ground forces. While Desert Fox was unfolding, the Army also provided substantial support for

Hurricane Mitch Disaster Relief in Honduras, Nicaragua, El Salvador, and Guatemala through both

Joint Task Force-Bravo and the Disaster Relief Joint Task Force. In Bosnia, the Europe-based 1st

Armored Division, with active and reserve component augmentation, provided the U.S. contingent

to NATO forces ensuring compliance with the Dayton Accords for most of last year. The CONUSbased 1st Cavalry Division assumed responsibility for the U.S. portion of this contingency operation

in October, 1998. Closer to home, soldiers and Army civilians were instrumental in providing

support for numerous disaster relief efforts in the United States and its territories.

 In addition to its shaping and responding activities, the Army is preparing for emerging threats

ranging from the proliferation of weapons of mass destruction to attacks on our information

systems. The Secretary of the Army’s role as the Executive Agent for the Department of Defense

(DoD) Domestic Preparedness program places the Army in the forefront of this key initiative. The

program is the centerpiece of joint and interagency efforts to prepare our military and civilian “first

responders” for incidents involving weapons of mass destruction (WMD). By giving local officials

the tools to train their own response teams, the Domestic Preparedness program will provide 120

cities with the ability to train first responders by the end of FY02. A Federal Training Team, which

includes reserve component instructors, conducts the initial training for individuals who will set up

the local programs. At the end of FY98, a total of 9,950 first-responder trainers in 32 cities had

received the training. In the area of cyber-defense, the Army is implementing measures to protect

friendly information and decision making processes from intentional disruption. The addition of

Information Operations specialists at division level and above, installation of intrusion detection

devices, and development of regional Computer Emergency Response Teams in both the active and
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reserve components are among the steps the Army has taken in this regard.

 Efforts to field the first information age Army continue as well. In response to the promise of

information technology, Joint Vision 2010 (JV2010) and Army Vision 2010 (AV2010) have

identified operational concepts and patterns of operation to guide the development of informationbased warfighting capabilities. The Revolution in Military Affairs refers to increased combat

effectiveness through the integration and exploitation of information technology. Information

technology allows the Army to give every friendly soldier on the battlefield a continuously updated

picture of where other forces––both friendly and enemy––are and what they are doing. Each

element of the friendly force is thereby made more effective because the ability to share information

makes it possible to better concentrate the effects of friendly combat power against the enemy’s

vulnerabilities. A force that can achieve information dominance to this degree should also reduce

fratricide, the accidental casualties within its ranks caused by misidentification. Another revolution

enabled by information technology, the ongoing Revolution in Military Logistics, is transitioning

the Army to a logistics system based on rapid distribution of supplies and equipment to units when

they need them, as opposed to a system based on prepositioning large stockpiles in anticipation of

unit needs. This “distribution-based” system employs automated systems for total asset visibility,

communications, new organizational designs, improved platforms, and new distribution concepts.

Such a system will enhance the Army’s operational capabilities, increase efficiency by cutting

demand, and reduce the deployment time for follow-on forces.

Experimentation

 The Army Force XXI process is building the first information age Army. By using a variety

of different field training experiments, in which soldiers use a blend of old and new equipment

under realistic conditions, the process fuels the development of equipment and concepts.

Experimentation under realistic conditions permits a holistic approach to change. Soldiers gain an

appreciation for the strengths and weaknesses of new concepts and prototypes under field

conditions, provide immediate feedback to materiel developers and industry representatives, and

then assess improvements. This so-called “foxhole to factory” partnership leads to a significantly

faster development cycle, known as spiral development, and permits a more rapid fielding of

equipment with information technologies to soldiers and units.

 The Force XXI process not only benefits the Army by providing feedback for equipment

development, but also reveals the implications of new equipment for the Army’s core

competencies––our “six imperatives.” These imperatives–people, force mix, doctrine, training,

modern equipment, and leader development–must support one another at any given point in time
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to produce readiness. When changes in one imperative are accompanied by appropriate

corresponding changes in the other imperatives, we say the imperatives are synchronized. The

recent heavy-force experiments conducted with the 4th Infantry Division (Mechanized) (4ID(M))

offer an example of the power of the Force XXI process for synchronizing the imperatives. The

experiments included a brigade-level Task Force XXI Advanced Warfighting Experiment (AWE)

at the National Training Center and a computer-driven, division-level AWE at Fort Hood.

Lessons learned from these experiments led to a redesign of Army heavy divisions. The heavy

division redesign features a reduction in the number of tanks and infantry fighting vehicles (from

58 to 44) in each battalion. This reduction, essentially a change in the Army’s force mix, is

possible because of the increased lethality that information technology (modern equipment)

allows. Through its experimentation with modern equipment, the Force XXI process illuminates

desirable changes, such as the heavy division redesign, across the other imperatives.

People

 Quality people are the first of the six imperatives and the single most important factor for

maintaining readiness. The Army is people. Army capabilities to shape, to respond, and to

prepare are embedded in the foundation our people provide. The 25-year-old Sergeant

commanding a tank in California, the 18-year-old Private First Class serving in the crew of a

Patriot missile launcher in Saudi Arabia, the soldiers on leave from civilian jobs to serve their

Nation, and countless others performing demanding tasks all over the world are our credentials:

they do the things that make us the world’s best Army. Not just anyone can do these things, nor

can our Nation afford to send just anyone to do them. It is the people who do the unexpected,

extraordinary things in difficult circumstances who make the Army much more than the sum of

its parts. Given the importance of people to our Army, recent recruiting trends and retention

indicators are causes for concern.

 The Army failed to meet its recruiting goals for FY98 and for the first quarter of FY99. The

active component fell about 800 enlistees short of the target last year, and missed this year’s first

quarter target by 2300 soldiers. The Army National Guard (ARNG) and United States Army

Reserve (USAR) were about 1200 and 3700 recruits short of FY98 targets, respectively. Quality

is also an important indicator of people trends. The Total Army continues to meet most of its

recruiting quality goals.

 While overall retention percentages still exceed requirements, these percentages mask retention

difficulties among noncommissioned officers (NCOs) and soldiers with certain Military

Occupational Specialties (MOS). Also, over the past seven years, the number of officers and
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enlisted soldiers indicating an intent to remain on active duty has declined by more than five

percent. The Spring 1998 Sample Survey of Military Personnel shows the top two reasons cited

by officers for leaving the military to be the amount of time separated from family and the amount

of basic pay. Since 1992, satisfaction with retirement benefits fell from 61.8 percent to 36 percent

for officers and from 47.2 percent to 28.8 percent for enlisted soldiers. The REDUX retirement

system resulting from the 1986 Military Retirement Reduction Act was the fastest-rising area of

discontent for our soldiers on these surveys.

 Recruiting trends and survey results confirm that compensation, retirement, and quality of life

issues are important factors for recruiting and retaining quality people in the Army. The prompt

commitment of the Administration and Congress to increase pay and reform military retirement

are important steps to reinforce the Army’s recruiting and retention efforts, and will send a strong

signal to soldiers that the Nation values their service.

Readiness and Training

 While people are indispensable to our Army’s success, there are other dimensions to

maintaining readiness. Military readiness is a measure of capabilities against requirements. The

Army generates capabilities to meet the requirements of the National Military Strategy by

synchronizing the six imperatives continuously over time. When properly synchronized, these

imperatives complement each other and create optimal readiness. Today’s readiness is the

product of our investments in these imperatives over many years. The development of today’s

battalion-level officer and NCO leaders, for instance, began almost 20 years ago.

 Unfortunately, readiness can dissipate far more rapidly than it can be built. Underfunded

Operations Tempo, Base Operations, and Real Property Maintenance accounts, as well as late

reimbursement for contingency operations, detract from training and readiness. Sustained

underfunding of modernization, and subsequent delayed fielding of new and modern equipment,

can have serious impacts on the other imperatives. Recent difficulties in recruiting and retention

threaten to erode the pool of outstanding soldiers who are the heart of today’s readiness and the

source of tomorrow’s leaders. All of these recent issues can, if left unresolved, disrupt the

imperatives and unhinge readiness.

 Realistic training for the Army’s soldiers and civilians supports readiness by maintaining land

power proficiency for the full spectrum of military operations. Army training is performanceoriented; soldiers and civilians perform essential tasks to established standards under realistic

conditions. For soldiers who serve in gender-integrated units, gender-integrated training is a key
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aspect of training realism. Units are teams, and soldiers learn to perform their duties best when

they are trained from their first days of service to understand and respect other members of their

team. Gender-integrated training supports the Army’s need to build teams and to have all soldiers

feel like valued members of their teams. The Army’s Combat Training Centers (CTCs) are

another example of the Army’s commitment to training realism. At CTCs, units conduct

sustained operations against a skillful opposing force and under the watchful eye of a professional

cadre well-versed in the latest doctrine. CTCs conduct the world’s best training. Continuing to

enhance CTC operations will be a critical contributor to future Army battlefield successes.

 While the quality of Army training is second to none, the challenge in recent years has been

to resource enough training, particularly at home station. Recent reports indicate that units are

arriving at CTCs at lower levels of proficiency than in the past. Resource constraints for Base

Operations (BASOPS) and Real Property Maintenance (RPM) accounts have been areas of

concern affecting training and readiness. In the past, the Army resourced training primarily

through Operations Tempo (OPTEMPO) accounts. OPTEMPO captures the fuel and repair parts

costs associated with driving or flying Army equipment the number of miles or hours associated

with executing certain groupings of training exercises. OPTEMPO does not capture many costs

associated with training, such as the cost of training aids and simulators, ranges, and maintenance

operations. The Army generally funds OPTEMPO at 100 percent of annual requirements for

priority units, but has had to underfund BASOPS and RPM accounts in order to do so. BASOPS

and RPM, however, fund many training costs not covered by OPTEMPO, as well as quality of

life programs and facilities. In recent years, the cumulative effect of underfunded BASOPS and

RPM has forced many commanders to decrement OPTEMPO accounts to pay for readinessrelated BASOPS and RPM needs. Stemming this so-called “migration” of OPTEMPO dollars

requires sufficient resourcing for BASOPS and RPM.

 BASOPS and RPM affect readiness through their impact on training, maintenance, deployment

infrastructure, and quality of life. Average RPM funding from FY90 to FY97 was only 56 percent

of annual requirements, resulting in a backlog of facility maintenance requirements. BASOPS,

which includes essential items such as utilities and municipal services, has traditionally been

funded at a higher level; the FY99 supplemental funding measure increased BASOPS funding

from the budgeted level of 84 percent to 91 percent. The FY00 budget and outyear proposal will

allow better resourcing of these accounts. BASOPS funding is at 95 percent from FY00 through

FY05 under this plan, with RPM at 77 percent through FY01 and 90 percent from FY02 through

FY05. RPM funding at these levels will help stem the deterioration of facilities through FY02,

and will allow the Army to begin reducing the facilities maintenance backlog beginning in FY03.
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 The Army’s substantial contributions to shaping and small-scale contingency operations also

have a readiness cost. For combat units, the skills required for peace operations are oftentimes

not those required for combat. Training and execution of such operations detract from unit

combat training, and consequently, from warfighting skills. Nevertheless, these operations

constitute a critical, proactive component of national security activities, and the Army is the

force best suited to conduct them. For many combat support and logistics units, operations such

as Bosnia offer an opportunity to operate under realistic conditions. Combat units also realize

some training benefit from deploying, conducting force protection activities, and implementing

rules of engagement. However, these missions increase the pace of operations in units by

creating additional training requirements that compete for limited training time and, in some

cases, decrease the level of training on warfighting skills.

 The Army has also had to use OPTEMPO funds in the past to pay for contingency

operations. Delayed reimbursement for these operations can detract from unit training by

causing cancellation of scheduled training due to lack of funds. Even though the money may

eventually be replaced, it is impossible to replace the loss of training time associated with this

phenomenon. Timely, non-offset funding for contingency operations, such as that contained

in the President’s FY00 Budget, is important for current readiness.

Modernization

 While the FY00 Budget request addresses many of the concerns associated with taking care

of people and ensuring readiness, there simply have not been enough resources to fund all

priorities. Highest priority modernization programs have been funded to ensure development

of future capabilities, but at a pace slower than desired. Other programs will have to await the

results of initiatives that will generate additional funding for modernization. The Army

Modernization Plan is the Army’s strategy for fielding systems that provide the capabilities to

support JV2010 and AV2010. The Army executes its modernization plan by establishing and

pursuing specific goals essential to enabling AV2010 patterns of operation. Through this

framework, the modernization plan links future equipment to anticipated future operational

requirements.

 Digitization, our goal to modernize Army units by equipping them with digital systems, is

the means by which we will achieve information dominance. It involves the use of modern

communications capabilities and computers to enable commanders, planners, and shooters to

rapidly acquire and share information. The Army will equip the the 4th Infantry Division

(Mechanized)––the Army’s heavy experimental force––with information dominance capability
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by the end of FY00, and will equip III Corps by the end of FY04. The force capable of

achieving information dominance is called Army XXI. Army XXI units will have some current

systems that have information dominance capabilities added, as well as some new “leap ahead”

systems, such as the Comanche helicopter and the Crusader howitzer. Further in the future,

other advanced technologies will be leveraged to create more leap-ahead systems. Fielding and

integration of these systems will create the force we refer to as the Army After Next (AAN),

a force that will combine information dominance with better strategic and tactical mobility.

 The four other goals identified in The Army Modernization Plan are maintaining combat

overmatch, sustaining essential research and development while focusing science and

technology on leap-ahead capabilities, recapitalizing the force, and integrating the active and

reserve components. We maintain combat overmatch by upgrading current systems periodically

through Preplanned Product Improvements programs, thus keeping our current systems more

capable than those of our adversaries. At the same time, we focus the limited resources

available on development of technologies and systems that promise truly revolutionary, or leapahead, capabilities. Recapitalization keeps our force viable and avoids block obsolescence

through extended service plans, depot rebuild programs, and selective replacement of important

assets, such as our truck fleet. As we modernize, we must also ensure that our active and

reserve components are fully integrated to ensure new capabilities are optimized throughout the

Army.

 The challenge of meeting the increased mission requirements generated by the NMS while

taking care of its people has forced the Army to accept risk in modernization in recent years.

Since 1989, Army modernization buying power has dropped 44 percent. The Army has

terminated or restructured over 100 programs since 1987. In general, slowing procurement

increases costs for each system procured. Because of funding constraints, the Army has

maintained procurement programs at minimum sustaining rates rather than at more efficient

economic rates. Modernization also helps to reduce operations and support costs. While

equipment serviceability rates remain high for fielded equipment, older equipment is more

expensive and more time-intensive to maintain; allowing fleets to age beyond their economic

usefulness will cost the Army future dollars, manpower commitment, and training time.

Today’s modernization programs are tomorrow’s capabilities. Increased modernization funding

will ensure future readiness and provide our soldiers the combat overmatch they need to win

quickly, decisively, and with minimum casualties.
Executive Summary

xvii

Soldiers are our Credentials

Total Army Integration

 With 54 percent of the Army in the reserve components, integration of the Total Army––active

component, USAR, and ARNG––is important for optimizing readiness. The White Paper, One

Team, One Fight, One Future, provides a framework for integrating the active component (AC) and

the reserve component (RC). The conversion of some ARNG combat forces to meet Army combat

support and combat service support requirements will facilitate the integration of the components.

Two years ago, the ARNG Division Redesign Study recommended the conversion of approximately

48,000 personnel authorizations currently in ARNG combat force structure to provide required

combat support and combat service support forces. The ARNG will convert six combat brigades

(19,000 soldiers) between FY00 and FY05, with the rest of the conversion taking place by the end

of FY09.

 A number of other initiatives to foster a seamless relationship between the AC and the RC have

received renewed attention as a result of the expanded employment of the reserve component in

ongoing missions. This year two integrated divisions will be created, each comprised of ARNG

enhanced Separate Brigades under a division headquarters commanded by an AC major general.

The division headquarters will be responsible for training, readiness, and mobilization of the

division’s enhanced Separate Brigades. Divisional teaming offers another way to enhance readiness

by promoting a habitual and mutual support relationship between ARNG and AC divisions. Each

division takes the lead for particular missions, and the other division in the team provides personnel,

equipment, and other agreed-upon support to help accomplish the mission. Incorporating ARNG

companies into AC light infantry battalions is also under study. The USAR is participating in the

multi-component unit initiatives by providing personnel and units with key combat support and

combat service support specialties. For instance, the Army relies on the USAR for two-thirds of

its Psychological Operations capability and more than 90 percent of its Civil Affairs expertise. The

redesigned heavy division includes 513 RC authorizations assigned across the division. Multicomponent units and other integration initiatives will create flexible organizations able to respond

to emerging threats in both the international and domestic arenas.

Defense Reform Initiatives

 While Total Army Integration aims to optimize effectiveness through efficient use of the active

and reserve components, the Army is also striving to improve efficiency in other areas. Over the

last ten years, the Army has made great progress in reducing costs and increasing the effectiveness

of its business processes. Support for the latest DoD-wide effort––the Defense Reform Initiatives

(DRI)––includes several efficiency initiatives that are already part of our Future Years Defense

Plan. We are leading in the implementation of several DoD initiatives. For instance, the Army has
Executive Summary

xviii

Soldiers are our Credentials

the highest usage rate (95 percent) of the Government Purchase Credit Card in DoD. We are also

a leader in implementing the DoD “paperless contracting” initiative, and are scheduled to complete

fielding of the Standard Procurement Systems during the first quarter of next year. Overall, the

Army has reduced its cost to contract per dollar obligated by over 50 percent in the last 14 years.

Due to our own initiatives and DRI efforts, the Army is programmed to achieve about $10 billion

in savings over the Future Years Defense Plan. Initiatives such as the Revolution in Military

Logistics, acquisition reform, A-76 cost competitions, and infrastructure management initiatives

have reduced costs or improved effectiveness. This has enabled the Army to meet its increased

commitments under the National Military Strategy during a period of severe personnel and budget

reductions.

Values

 This summary highlights a number of revolutionary changes and initiatives now underway to

sustain readiness into the 21st century, but nothing should displace the shared values that enable

soldiers to form essential bonds of trust and respect. The Army must preserve the fundamental

values that are the bedrock for success in military operations. We must continue to ensure that

American soldiers embrace the essential values that have been the soul of our Army since its birth.

The values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage have

been the hallmark of the American soldier for over 223 years. The Army’s Human Relations Action

Plan and Character Development XXI initiatives provide the mechanisms for ensuring that soldiers

understand these values from their earliest days of training and have that understanding reinforced

throughout their time in the Army. The Army, therefore, serves the Nation not only by executing

the National Military Strategy, but also through the value-rich example that soldiers and former

soldiers provide.

Conclusion

 The FY00 Budget addresses most of the Army’s people and near-term readiness concerns.

Included are an essential increase in funding for contingencies, pay, and retirement. The Army is

committed to ensuring these dollars are effectively and efficiently allocated to fix critical

deficiencies. Modernization increases are not yet possible within current resource levels; however,

we remain ready to move forward in modernization through our Force XXI processes as soon as

resources can be identified. We will continue to do our part to implement Defense Reform

Initiatives and other cost-saving measures to help generate funding for unfunded modernization

priorities. This budget represents the best possible balance of available resources applied across

the priorities of people, readiness, and modernization.
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Chapter 1

Assuring Current and Future Readiness

 America’s Army is the most capable Army in the world today. In executing the requirements

of the National Military Strategy, the Army has provided over 60 percent of the people for the

major American military operations since the end of the Cold War while receiving only onequarter of the defense budget. The NMS is the right strategy for protecting America’s interests,

and the Army is indispensable to the execution of the NMS.

 The pillars of the NMS–shaping the international environment, responding to crises, and

preparing for an uncertain future–are an efficient way to protect our national interests.

Because the NMS addresses proactive shaping activities as well as more conventional

responding and preparing activities, this strategy offers the potential for America to protect

her interests with engagement rather than relying solely on the threat of military response.

The Army’s most fundamental capability is the exercise of sustained, comprehensive control

over people, land, and natural resources; the Army can therefore perform missions ranging

from nation building to defeating enemies on the battlefield. The versatility and discrimination

possible when American soldiers are on the ground make the Army the force of choice for

most military operations in support of the NMS.

 From Bosnia to Korea, the Army continues to do the Nation’s heavy lifting. Through the

extraordinary efforts of our soldiers and Army civilians, the Army executes the NMS while

maintaining its capability for decisive response and preparing for tomorrow.

 Nonetheless, resource constraints, coupled with the increased pace of shaping and

responding operations required by the NMS, have created concerns in the areas of people

(recruiting and retention), readiness, and modernization. The FY00 Budget and outyear

plan provide for pay increases and for many of the Army’s near-term readiness concerns.

Addressing these concerns adequately precludes increasing modernization funding at this

time.
2

Army Posture Statement FY00

 America’s Army is the best land combat force

in the world. We stand ready today, as our

predecessors have for over 223 years, to fight

and win our nation’s wars. Supporting the

military strategy established by our National

Command Authorities, we are currently

conducting operations worldwide to promote

peace by shaping the international environment.

These operations are improving the lives of

people of many nations. We are also keeping

and enforcing the peace in a number of tense

regions where, but for the presence of American

soldiers, peace would have no chance. We are

ready and able to compel our enemies to do what

they would otherwise not do of their own free

will, to deter those who would become our

enemies, to reassure our allies and friends, and

to support domestic authorities in times of

disaster or other emergencies.

 The Army is the largest Service component of

the Department of Defense (DoD). Three

interdependent elements––active component

soldiers, reserve component soldiers, and Army

civilians––comprise the more than 1.3 million

people that make up today’s Army. Each

element makes vital contributions to the Army

capabilities needed to execute the National

Military Strategy.

 The Army’s fundamental capability, its

unique contribution to joint military operations,

is the exercise of comprehensive and continuous

control over people, land, and resources. Our

soldiers and leaders, and those who support

them, are prepared to conduct prompt and

sustained operations throughout the spectrum of

military operations in any environment that

Readiness, The National Military Strategy,

and Army Capabilities

requires land forces. The Army is therefore the

force of choice to support peace, to deter war,

and to compel enemies in defense of the interests

of the United States. The Army is the central

element of our Nation’s military readiness: a full

spectrum force of decision.

Readiness for What?–The

National Military Strategy

 Military readiness is a measure of the

capabilities of our military forces against the

requirements those forces must satisfy. These

requirements are determined by evaluating U.S.

interests in the context of the international

environment. The next steps are to develop a

strategy to promote and defend those interests,

distill from the strategy the set of required

military capabilities, and balance the required

capabilities against available resources. Finally,

we must take steps to acquire and maintain the

capabilities indispensable for defending our

interests. Achieving and maintaining readiness

is thus a responsibility shared by the Executive

10th Mountain Division soldiers practicing special

techniques in Bosnia.
 3

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and Legislative branches of government. In

short, the Executive branch formulates both the

National Security Strategy and National Military

Strategy, and requests funding from Congress for

capabilities deemed essential to executing the

NMS. We can say that we have attained an

adequate level of military readiness when current

capabilities meet or exceed the capabilities

required by the NMS, and the program for

acquiring new or updated capabilities is keeping

pace with anticipated requirements for them.

 The current NMS reflects the profound

change in the international environment that

resulted from our victory in the Cold War. No

longer are we confronted with the monolithic

threat against which we assessed our readiness

for the 44 years following World War II. Rather

we are faced with a complex array of threats and

challenges that emerged in the wake of the

Soviet Union’s demise. Wars between rival

ethnic factions, the proliferation of weapons of

mass destruction and ballistic missile

technology, and a resurgence of international

terrorism are but some of the characteristics of

the post Cold War world.

 Whereas we once viewed the mission of the

American military largely in terms of fighting

and winning mid- to high-intensity conflicts, we

now find the military involved almost

continuously in other types of military

operations, including such missions as nationbuilding and peacekeeping. However, since

mid- to high-intensity conflict remains the most

demanding mission along the spectrum of

military operations, we must always stand ready

to fight and win our Nation’s wars, even while

executing operations along the lower end of the

spectrum. Readiness today, then, must be
4

Army Posture Statement FY00

assessed in terms of our ability to shape the

international environment, our effectiveness as

we execute military operations in response to

crises, and our preparations to answer

tomorrow’s challenges. By answering the

question, “Readiness for what?,” the NMS

provides the framework around which we build

military capabilities.

The NMS and Army Capabilities

 The first pillar of the NMS, shaping the

international environment in ways favorable to

our national interests, is indispensable in

minimizing potential threats. Shaping activities

vary widely, from efforts aimed at preventing or

minimizing conflict to peacetime military

engagement programs that stabilize and

strengthen current alliance relationships. This

pillar is best supported by long-term, face-to-face

activities that build friends and cement trust,

promote stability in fragile societies, strengthen

coalitions, and ensure cooperation with

traditional allies. The presence of the American

soldier on the ground is the principal method to

execute these activities. Since the majority of

other nations’ militaries are dominated by their

armies, military engagement with these

countries is most effective through army-toarmy contact. Army presence in fragile

societies yields multiple benefits for both the

Army and the host nation: it promotes

national stability and provides training

opportunities for U.S. soldiers who learn–

and teach–skills that both improve the

quality of life in participating nations and

enhance Army readiness. America’s Army

is ideally suited for and heavily engaged in

the execution of this pillar of the NMS.

Indeed, the Army’s unique and robust shaping

capabilities give it the lead role in the first pillar

of the NMS.

 To execute the second pillar of the NMS, our

military must effectively respond to threats and

challenges to our national interests. The Army,

as the only Service that can compel and maintain

decisive results, plays a critical role in this

regard. In the current strategic environment,

America can not afford to wait for a clear threat

to emerge and then rely on oceans to protect the

Nation while preparing an adequate response.

We must be ready to respond very quickly, and

we must be ready to respond here in America as

well as wherever else our interests are

threatened. To respond effectively, we must

maintain enough forces to make trained and

ready units available for deployment on short

notice, sufficient strategic air and sealift to

Army engineers conduct shaping activities all

over the world.

The soldiers of 3d Infantry Division and other

supporting units demonstrated the Army’s rapid

response capability in Kuwait.
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project power rapidly, and ample forwardpositioned forces and prepositioned assets to cut

down deployment times for initial response

forces. America’s Army has proven time and

again over the past ten years that we can project

combat power worldwide on short notice as well

as provide security and essential services in

response to disasters here at home.

 The third pillar of our NMS is to prepare to

meet the threats we anticipate confronting us in

the future. The threats of the future may have a

familiar face, as some nations or coalitions grow

in power and seek to challenge our interests. On

the other hand, the speed of technological

advance presents asymmetrical threats: a rival or

group of rivals seeking to challenge our interests

with some technology, weapon, strategy, or

tactic that avoids our strengths and exploits our

vulnerabilities. In either event, we must prepare

now to ensure that we are ready to counter

tomorrow’s threats. America’s Army is

implementing a comprehensive transformation

strategy to build the information-age capabilities

needed to protect our interests well into the 21st

century while preserving current readiness. This

strategy, discussed at length in Chapter 3,

requires a substantial commitment of money,

soldiers and training time to develop and validate

the equipment and doctrine that will enable us to

 The Army is prepared now to fight and win

our Nation’s wars, and it continues to prepare

each day, bringing unique and substantial

capabilities to the joint team. While

contributions of air and sea power are key

enablers for decisive ground combat operations,

and they facilitate the application of land power

capabilities throughout the full spectrum of

military operations, today’s NMS is

demonstrably Army-intensive. The Army has a

larger forward presence than any other Service,

with more than 122,000 soldiers assigned to

effectively wield new technologies on future

battlefields. Our dominance of recent

battlefields is no guarantee of future success; we

must continue to generate the military

capabilities that will dominate future battlefields.

Only by preparing now will we maintain our

ability to defend America’s interests in the face

of a complex array of rapidly evolving threats.

 Shaping, responding, preparing––the NMS

has been carefully tailored to protect American

interests in the context of the current

international environment. The NMS is the right

strategy, and America’s Army is indispensable to

its proper execution.

Doing America’s Heavy Lifting:

The Army and the NMS

A soldier enters data to the High Mobility Artillery

Rocket System during the Rapid Force Projection

Initiative (RFPI) Field Experiment last July.
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Army Posture Statement FY00

overseas bases. These soldiers perform realworld missions every day, from the

Demilitarized Zone in Korea to Bosnia, Egypt,

and countless other places. Furthermore, on an

average day in FY98, over 28,000 soldiers were

deployed away from their home stations to more

than 70 countries around the world. On a daily

basis, American soldiers and Army civilians

interact with host nation soldiers, officials, and

citizens; implement treaty requirements and

rules of engagement; and put a human face on

the image of America held by people all over the

world.

Shaping the International

Environment

 American soldiers are conducting shaping

operations 24 hours a day, seven days a week.

The Army shapes the international environment

through the presence of our forward-deployed

forces around the world, robust programs of

nation-building and military-to-military

activities, and support of arms control initiatives.

 Most of the American soldiers stationed

overseas are assigned to U.S. Army Europe

(USAREUR) and to the 8th U.S. Army in Korea,

where they provide the critical core of our

alliances in these strategic regions. The forces of

USAREUR represent an enduring commitment

to NATO––a commitment that has been a key

factor in providing essential stability for

managing the turbulence associated with the

breakup of the Warsaw Pact. In addition to their

contribution to the Partnership for Peace (PfP)

Program and associated military exchanges and

exercises, the presence of these American

soldiers is a key enabler to ongoing international

efforts to maintain peace in the Balkans. In
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Korea, the presence of American soldiers

reassures our allies and provides a potent,

necessary deterrent to the unpredictable North

Korean regime. Other soldiers stationed in the

U.S. Pacific Command and the U.S. Southern

Command areas of operation contribute to

engagement operations in the countries of the

Pacific Rim and throughout Latin America and

the Caribbean. In sum, our substantial forwarddeployed forces shape the international

environment by deterring aggression, leading our

response to global threats, and promoting

stability through military-to-military contacts in

key regions.

Keeping the Peace

 FY98 marked the sixteenth year of American

support for the Multinational Force and

Observers (MFO) in the Sinai, which verifies

compliance with the treaty of peace between

Egypt and Israel. Army soldiers serving in

similar observer and peacekeeping missions

from the border between Ecuador and Peru to the

Former Yugoslav Republic of Macedonia

(FYROM) helped foster peace in troubled

regions around the world. Over 300 AC and RC

soldiers also served with the United States

Support Group in Haiti, participating in

operations centered on peacekeeping,

humanitarian relief, and law enforcement

training. Under the African Crisis Response

Initiative (ACRI), soldiers of our Special

Operations Forces provided peacekeeping

training to soldiers of Mali, Malawi, and Ghana

in FY98. This brings the total number of

countries trained under this program to six, with

Cote d’Ivoire expected to join the ranks of

Army-trained African peacekeepers in the near

future.

Partnership for Peace

 Army participation in PfP and related

exchanges and exercises in FY98 helped set the

stage for the enlargement of NATO while

building the foundation for cooperative efforts

with non-NATO forces as well. During Exercise

Peace Shield 98 in September, active and reserve

component soldiers worked with soldiers from

the Ukraine and 13 other eastern European

countries in a multinational brigade-level

command post exercise designed to improve

interoperability in peace support operations. For

the second year, our soldiers also participated in

a “In-the-Spirit-of” PfP training exercise with

the Central Asian Peacekeeping Battalion. PfP

fosters military cooperation, encourages support

for peacekeeping operations among participating

nations, and showcases the professionalism and

values of America’s Army.

Military-to-Military Exchanges

 In addition to operations and exercises, the

Army participates in a wide variety of day-to-day

foreign interactions that contribute to shaping

goals. Army-to-army contacts constitute the

majority of all cooperative activities between the

armed forces of the United States and the armed

forces of other nations. Last year, such activities

ranged from senior-level contacts to the training

of 5,980 foreign military personnel under the

International Military Education and Training

(IMET) and Foreign Military Sales programs.

...forward-deployed forces shape

the international environment by

deterring aggression, leading

our response to global threats,

and promoting stability through

military-to-military contacts in

key regions.
8

Army Posture Statement FY00

These programs encourage other nations to

participate in international peacekeeping

missions and offer an opportunity to mold the

values of foreign militaries in positive ways.

The Army’s reserve components play a critical

role in military-to-military exchanges. The

National Guard State Partnership Program, for

example, has been instrumental in forging close

ties with the armies and governments of the

former Warsaw Pact. Besides helping to shape

the international environment in line with U.S.

interests, these continuing contacts with foreign

armies enhance our ability to participate in

coalition operations today and in the future.

...the Army conducts a wide

range of activities and

operations at home and abroad

in support of U.S. government

counterdrug efforts.

Counterdrug Efforts

 The National Defense Authorization Act for

FY89 mandated DoD involvement in

counterdrug activities. In accordance with

applicable laws, the Army conducts a wide range

of activities and operations at home and abroad

in support of U.S. government counterdrug

efforts.

 In the domestic arena last year, more than

2000 AC and RC soldiers performed tasks

ranging from construction of fences along the

border with Mexico to providing intelligence

analyst support to Drug Law Enforcement

Agencies (DLEA). The ARNG provides unique

counterdrug support to the 54 states and

territories under provisions of Title 32. This

support involves over 3000 people and consists

of activities such as cargo inspections and

supporting operations to reduce drug demand.

 The Army also provides counterdrug support

in many nations of Latin America, the

Caribbean, and the heroin producing and

transshipping regions of southeast and southwest

Asia. Army counterdrug activities abroad

include training host nation personnel by our

Special Operations Forces along with aviation

transportation, intelligence, planning and

reconnaissance support. In close cooperation

with other Federal agencies, the Army plays a

key role in our Nation’s fight against this

transnational threat.

Supporting Arms Control and

Nonproliferation

 Other Army shaping operations promote

American interests abroad by training foreign

militaries and by supporting our government’s

arms control and nonproliferation initiatives. In

support of our government’s policy of reducing

the threat of non-self destructing anti-personnel

landmines, Army Special Operations Forces and

Explosive Ordnance Disposal soldiers are

deployed in 19 countries around the world.

These soldiers are providing training and support

in areas such as mine awareness, mine clearance,

and planning. To date, we have led demining

efforts that have trained nearly 25 percent of the

world’s deminers. As the DoD Executive Agent,

the Army also supports the Chemical

Demilitarization Program by continuing the safe

destruction of the U.S. lethal chemical weapons

stockpile and related non-stockpile warfare

materiel in compliance with the world-wide

Chemical Weapons Convention. Through these

efforts, America’s Army is making the world a

safer place.

Building Friendships

 American soldiers performed missions all
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over the world in FY98. Many of these missions

allowed soldiers to practice job-related skills

while concurrently benefiting the host nation by

improving infrastructure or providing medical

care for the population. For example, USAR

soldiers provided medical care for over 116,000

host nation civilians while deployed on Medical

Readiness Training Exercises in five different

countries in Latin America. Other soldiers

conducted similar medical training missions in

Sri Lanka, Fiji, the Maldives, and Madagascar.

Army engineer units conducted Civic Action

Team engineering projects in Tonga, the

Republic of Korea, Micronesia, Mongolia,

and the Republic of Marshall Islands.

Operations such as these support political

and economic stability and build friendships

in fragile societies that might otherwise

breed conflict.

 The wide range of Army operations

conducted to shape the international

environment helps reduce the potential for

conflict and human suffering around the

world. Our soldiers and civilians mold

institutions and attitudes, giving substance

to the image of America held by people of

many nations. Support for peace operations,

demining programs, and programs that promote

cooperation through exchanges also provide

valuable experience for Army personnel.

Through the numerous activities discussed in

this section, the Army is enhancing global

security and stability; the results of these shaping

operations will continue to advance our national

security and humanitarian interests in the future.

Responding to Crises Abroad and

at Home

 America’s Army responded to crises abroad

and at home in FY98 by deploying a heavy

brigade to Kuwait in 96 hours, conducting a

relief in place of forces involved in the

peacekeeping mission in Bosnia, supporting the

Hurricane Mitch Disaster Relief effort in Central

America, and supporting a wide range of

domestic support activities. These successes

validate our full-spectrum readiness.

 The wide range of Army

operations conducted to shape

the international environment

helps to reduce the potential for

conflict and human suffering...

USAR soldiers treated over 116,000 host nation

civilians while on medical training exercises in

South and Central America in FY98.

Two UH-60 Blackhawk helicopters maneuver to a

tactical landing zone in central Thailand to insert

soldiers from the 25th Infantry Division for their first

day of training with the Royal Thai Army.
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Army Posture Statement FY00

Full-Spectrum Readiness:

Maintaining the Capability to

Respond

 The capability to respond anywhere in the

world on short notice comes from our sustained

commitment to the complex requirements of

full-spectrum readiness. This readiness comes

from the unmatched capabilities of American

soldiers and the rigorous training that prepares

them for battle. The readiness of soldiers today

is the product of many years’ investment in

quality people, training, doctrine, force mix,

modern equipment, and leader development.

These “Army imperatives” are discussed in

detail in Chapter 2. Since we fight as a member

of a joint team, and often in coalition with other

nations, we must also train with the other

members of the joint team (joint training

exercises) and with our allies (combined training

exercises) to assure readiness for today and for

the 21st century.

 The Army executed a robust program of

training deployments in FY98 designed to

validate and improve our ability to deploy

rapidly, fight, and win. Exercise Bright Star, for

instance, allowed us to practice deploying

rapidly as well as conducting combined

operations with the Egyptian military. Joint

Task Force Exercise (JTF-X) Purple Dragon, one

of the largest exercises of the year, included

participation by soldiers of XVIII Airborne

Corps and all four of its divisions along with

elements of the Navy, Air Force, and Marine

Corps. This massive exercise, conducted at

several locations in the Eastern United States, the

Atlantic Ocean, and the Caribbean, offered the

unique opportunity to integrate the operations of

all Services in a scenario involving everything

from counterinsurgency to weapons of mass

destruction. In March, over 500 soldiers from

the Europe-based V Corps and from the

Minnesota National Guard participated in NATO

Field Training Exercise (FTX) Strong Resolve

98 in Norway. Last August, soldiers from

Alaska conducted a combined training exercise

with the Thai Army that featured the largest

airborne operation ever conducted in Thailand.

These exercises, along with a number of others,

provided invaluable deployment and training

experience for the soldiers and leaders involved.

Responding Abroad

 In February 1998, the 1st Brigade (-) of 3d

Infantry Division (Mechanized) (3 ID (M)) was

ordered to deploy to Kuwait in conjunction with

other forces sent to the region when Iraq refused

to comply with UN weapons inspections. The

brigade (-) moved by air and utilized

prepositioned equipment to assume a ready

posture within 96 hours. They joined another

battalion from 3 ID (M) that was already training

with the Kuwaiti Land Forces. An Army

headquarters was sent to assume command of all

combined and joint forces in Kuwait. On 20

February, the President authorized the call-up of

A North Carolina ARNG soldier works on the

engine of an Apache helicopter in a hanger at

Ali Al Salem Air Force Base in Kuwait.
 11

http://www.army.mil

RC soldiers to support military operations in

Southwest Asia. As of 22 September 1998, 184

ARNG and 192 USAR soldiers had mobilized

for service in Southwest Asia, where they

performed chemical detection, logistics, air

defense, communications, and aviation missions.

In support of Operation Desert Fox in December,

the Army once again deployed active and reserve

component forces on short notice to augment the

forces already in theater for training. The

presence of several thousand American soldiers

effectively deterred any threatening activity by

Iraqi ground forces. The successful execution of

these operations validates our program of regular

training deployments to key regions, and

underscores the importance of integrating the

reserve components rapidly in ongoing

contingencies.

 The deployment of the 1st Cavalry Division

(-) last September to assume responsibility for

the U.S. portion of the NATO peacekeeping

mission in Bosnia offers another example of the

Army’s support for global contingencies. The

Europe-based 1st Armored Division, augmented

by a significant number of individuals and units

from both active and reserve component forces

in the United States, provided the American

contingent to NATO forces in Bosnia for most of

FY98. The shift to the CONUS-based 1st

Cavalry Division helped stabilize some Europebased units for readiness training and reduced

their time spent away from home station, or

PERSTEMPO. The professional execution of

this relief in place allowed the transition to occur

without reducing our commitment to supporting

U.S. goals in the Balkans. Reserve component

support is again a key factor in our success in

Bosnia. During FY98, over 1300 RC soldiers

were mobilized in support of operations there.

 The U.S. Army also provided substantial

support for disaster relief efforts in the wake of

Hurricane Mitch in Central America. Through

Joint Task Force-Bravo and the Disaster Relief

Joint Task Force, soldiers and civilians

conducted relief operations in Honduras,

Nicaragua, El Salvador, and Guatemala. The

XVIII Airborne Corps deployed substantial

logistics and aviation support to help with the

immediate response to this catastrophic storm.

ARNG soldiers in the United States supported

relief efforts by assisting with the preparation of

shipments of relief supplies. Ongoing USAR

support includes a program of sequential, 21-day

deployments of soldiers trained in civil affairs,

engineer, medical, maintenance, and supply

specialties to the region. These deployments are

projected to include as many as 8000 soldiers.

Responding at Home

 The Army provided substantial support to

Federal, state and local authorities responding to

natural disasters in the United States and its

territories last year. Active, U.S. Army Reserve,

and National Guard soldiers, along with many

Army civilians, supported Federal Emergency

Management Agency (FEMA) disaster relief

efforts for Typhoon Paka (Guam), Hurricanes

Bonnie (North Carolina) and Georges (U.S.

Virgin Islands, Puerto Rico, Florida and the Gulf

Coast), the Northeast Ice Storms (New York and

Maine), and for fighting wildfires in Florida.

The Army Corps of Engineers contributed

greatly to Army disaster relief efforts. Army

support included providing and operating power

generators, flying helicopters for missions

During FY98, over 1300 RC

soldiers were mobilized in

support of operations in Bosnia.
12

Army Posture Statement FY00

ranging from medical evacuation to damage

assessment, and providing emergency shelter,

water, ice and food. Additionally, on numerous

occasions in FY98, the Army provided

Explosive Ordnance Disposal or Technical

Escort Unit personnel in response to requests

from Federal, state, and local authorities for

assistance in dealing with explosives or

hazardous materiel. Activities and response

efforts such as these validate the ability of the

Army, in accordance with the law and at the

request of local authorities, to respond rapidly to

domestic situations as required.

Preparing for an Uncertain

Future

 Preparing for an uncertain future

encompasses not only the widely publicized

harnessing of information-age technology to

create a Revolution in Military Affairs, but also

preparations for countering the threats emerging

from the activities of potential rivals. Due to the

scope of the Army’s Modernization Plan and

related programs, we have reserved discussion

of this aspect of “preparing now” for Chapter

3. The remainder of this section surveys

ongoing Army initiatives for addressing the

challenges of terrorism, threats to the

homeland, and information technology.

Combating Terrorism

 The terrorist threat demands a coherent

program to protect our soldiers, Army

civilians, family members, information, and

critical resources at home and abroad. The

Army’s Antiterrorism Force Protection (AT/

FP) program is designed to meet this threat. The

effectiveness of antiterrorism programs depend

to a large degree on how well response plans are

integrated amongst the appropriate Federal, state

and local agencies. In addition to specifying

protective measures, the AT/FP program charges

installation commanders with the responsibility

for ensuring connectivity with Federal, state,

local, and host nation law enforcement and

intelligence agencies. The program requires

establishment of AT/FP committees at

installation level as the mechanism for oversight

and coordination of the AT/FP Program.

 The Army’s Antiterrorism/Force Protection

program provides an operational model for

safeguarding personnel, information, and critical

resources from the threat of terrorism. The

program includes four levels of training tailored

to meet the requirements of groups ranging from

individual soldiers through senior leaders. It

requires periodic installation vulnerability

assessments to keep plans current. In general,

the AT/FP program ensures that our personnel

and leaders are aware of the threat, conduct

continuous assessments of specific

vulnerabilities, and take steps to reduce risks

through improving physical and operational

security.

 The Army Corps of Engineers

contributed greatly to Army

disaster relief efforts.

Soldiers and Army civilians from the US Army Corps

of Engineers provided emergency power to much

of Puerto Rico in the wake of Hurricane Georges.
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http://www.army.mil

USAR and ARNG chemical

companies and USAR medical

units will be trained to provide

an enhanced DoD response

capability to domestic disasters

involving WMD.

Homeland Defense:

National Missile Defense and

Domestic Preparedness

 The recent launch of a multistage missile by

North Korea and continuing efforts by other

nation-states to acquire or improve long-range

missile systems underscore the importance of

developing the capability to field a national

missile defense (NMD) system. The Army

supports the current joint NMD program

designed to develop and test a land-based NMD

system that can be operational in 2005, or sooner

(2003) if so directed. With funding and guidance

from DoD’s Ballistic Missile Defense

Organization (BMDO), the Army manages the

development of the dedicated NMD groundbased elements, which include the GroundBased Radar and the Ground-Based Interceptor.

Development of both elements are on schedule.

Facilities for the prototype Ground-Based Radar

at Kwajalein Atoll are complete, and the radar is

now operational.

 The Secretary of the Army’s role as the

Executive Agent for the DoD Domestic

Preparedness program places the Army in the

forefront of joint and interagency efforts to

prepare our military and civilian “first

responders” for incidents involving weapons of

mass destruction. This program will train

instructors in 120 cities by the end of FY02,

giving these cities the ability to train their own

first responders to handle emergencies involving

WMD. A Federal Training Team, which

includes ARNG and USAR instructors, conducts

this training. As of the end of FY98, a total of

9,950 first-responder trainers in 32 cities had

received the training.

 The Army also supports DoD efforts to

improve its ability to respond to terrorist attacks

involving WMD in support of lead Federal

agencies. The Army’s Technical Escort Unit and

lab elements from the Soldier Biological and

Chemical Command are among DoD forces that

could respond today to requests for assistance

under the Federal Response Plan. The Federal

Response Plan comes into play in this case just

as in any other disaster––in response to a

presidential declaration of a disaster or major

emergency.

 The unique status of the ARNG as a statecontrolled force (unless called to Federal service)

enhances the states’ initial response capability

while preserving the supporting role of the DoD

for domestic disaster relief. Under the DoD Plan

for Integrating National Guard and Reserve

Component Support for Response to Attacks

Using Weapons of Mass Destruction, National

Guard Rapid Assessment and Initial Detection

(RAID) detachments will be trained beginning in

FY99 to provide initial response capability to

WMD incidents. Each of the ten detachments

(one per Federal Emergency Management

Agency region) are jointly staffed by a

combination of 22 Air and Army National Guard

personnel. They assess suspected nuclear,

biological, chemical or radiological events;

advise civilian responders regarding appropriate

actions; and expedite requests for assistance

from state and Federal agencies to help save

lives, prevent human suffering, and mitigate

property damage. In most cases, these RAID

detachments will remain under state control.

USAR and ARNG chemical companies and
14

Army Posture Statement FY00

USAR medical units are among the elements that

will be trained to provide an enhanced DoD

response capability (at the request of Federal lead

agencies) to domestic disasters involving WMD.

Information Technology Challenges:

The Year 2000 Problem, CyberDefense, and Allocation of the

Electromagnetic Spectrum

 The global explosion of information

technology offers the potential for dramatically

improved military capabilities, but reliance on

this technology also creates the challenge of

ensuring its integrity. Wide-spread system

failures due to intentional attacks on our

information systems or systemic flaws are a

serious threat. The possibility that the oncecommon practice of referencing dates in

computer software using only two digits could

disrupt computer-based systems in the year

2000––a problem known as the Year 2000 “bug”

(Y2K)––is one manifestation of the challenge

posed by our reliance on information technology.

Protecting friendly information and decision

making processes from intentional disruption and

commercial constraint of the electromagnetic

spectrum are two others. Several Army

programs aim to ensure that our information

systems remain free from disruption.

 The Army is implementing a detailed plan to

ensure that our weapons, information systems,

and information technology controlled devices

are not affected by the Y2K problem. We have

identified at-risk systems, classified them

according to their criticality, and are carefully

managing the renovation of these systems using

an Army-wide database and monthly reports.

For key activities that involve the integration of

multiple systems, the Army is conducting “endto-end” tests as well as participating in joint tests

and evaluations to ensure full system

functionality. No Army mission-critical systems

will fail due to Y2K problems.

 Information Operations refers to the

integration of offensive and defensive measures

that provide enhanced situational awareness to

friendly forces while degrading the situational

awareness of our enemies. Since potential

enemies also have access to information

technology, the Army is implementing a series of

mechanisms to protect friendly information and

decision making processes from intentional

disruption. Improvements undertaken in support

of this approach include the addition of

Information Operations capabilities at division

level and above, installation of intrusion

detection devices, and the development of

regional Computer Emergency Response Teams

in both the active and reserve components.

 Many modern warfighting systems depend on

the electromagnetic spectrum, making access to

this spectrum an important resource for

information-age warfare. Recent global

initiatives to auction this limited resource as a

commodity constrain military use of the

spectrum for operations and for training. This

development has made spectrum management an

important consideration for military planners.

No Army mission-critical

systems will fail due to Y2K

problems.
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Resource Concerns

 The capabilities needed to execute the

National Military Strategy are the yardstick for

military readiness. For the Army, our vital and

substantial role in shaping the international

environment, responding, and preparing for the

future require a sustained commitment to

achieving readiness by generating and

maintaining Army capabilities. While we remain

ready today, constrained funding is stretching the

fabric of our Army, creating concerns in the areas

of people, readiness, and modernization. Chapter

5 discusses these concerns in detail; they are

outlined in this section because they provide

important context for the discussions of Army

capabilities, modernization and quality of life in

Chapters 2 through 4.

 Over the past several months, Army leaders

have consulted with the Administration and

testified before Congress regarding readiness.

The Army requested a $5 billion annual increase

in Total Obligation Authority (TOA) due to

concerns centered chiefly on recruiting and

retention, current readiness, and modernization.

The efforts of the Administration and Congress

to provide additional funding in the form of a

FY99 supplemental funding measure and the

President’s FY00 Budget and outyear plan have

addressed many of these concerns.

 Our concerns in the area of people stem from

increasing difficulties recruiting and retaining

sufficient numbers of high quality young

Americans for military service. The Army must

recruit almost 180,000 new recruits each year to

provide enough trained soldiers to meet

requirements. We must also retain enough

experienced soldiers across the full range of

Military Occupational Specialties (MOS) to

continue producing quality mid-grade and seniorlevel leaders. The robust economy has created

significant competition for the population we

seek to recruit and retain.

 Even though our first-to-fight units are

trained and ready today, this state of readiness

can dissipate rapidly if not properly sustained.

Reports that units are arriving at CTCs at lower

levels of proficiency than in the past underscore

the need to fund training-related accounts

adequately and to protect unit training time.

Providing funds for contingency operations

before the Army has to divert training funds to

cover costs is part of the solution. Adequate

funding for Base Operations and Real Property

Maintenance accounts will also help protect

training funds from migrating to cover severe

deficiencies in infrastructure or quality of life.

 Assuring readiness for today

and for the 21st century requires

quality people, adequate resources, and modern equipment.

 The Army has accepted risk in its

modernization accounts in order to fund current

readiness accounts at acceptable levels in recent

years. Over 100 major programs have been

terminated or restructured since 1987, and Army

modernization funding has decreased by 44

percent since 1989. The current rates of

recapitalization and procurement are too slow to

keep pace with aging fleets in many cases.

Procurement programs are funded at minimum

sustaining rates rather than at more economical

rates. While equipment serviceability rates

remain high, older equipment is more expensive

and more time-intensive to maintain. The

greatest challenge facing the Army today is to

take care of people and meet current readiness
16

Army Posture Statement FY00

demands while continuing to prepare for the

future with constrained resources.

 Assuring readiness for today and for the 21st

century requires quality people, adequate

resources, and modern equipment. Providing the

resources to address current readiness concerns

Conclusion The Army is meeting the challenge of successfully executing numerous activities, exercises, and

operations around the world that are essential to national security. At the same time, we have the

capability today to respond, fight and win on short notice. We are stretched by current resource

constraints, and our readiness levels are declining. Today, however, the Army is executing the NMS

and has the capabilities to fight and win the Nation’s wars.

 The NMS is the strategy that defines readiness for the United States military. The current strategy

requires forces committed to proactive shaping activities, more traditional responding activities, and

preparing activities made essential by the uncertain geostrategic environment and the wide range

of potential threats. The NMS answers the question, “Readiness for what?”

 The Army conducts shaping activities all over the world. These activities cover a broad range,

from training other nations’ militaries in the conduct of peacekeeping operations to providing

counterdrug support to authorities here at home. The Army is ready to respond on short notice

anywhere in the world to protect U.S. interests through the unique powers of its land forces.

American soldiers deployed twice to Kuwait in FY98, as well supporting disaster relief efforts across

the United States, in both the Pacific and the Caribbean, and in Central America. While conducting

these activities, the Army also pursued a number of programs and initiatives to prepare for the future.

Providing substantial support to the DoD’s efforts to enhance consequence management for WMD

attacks, implementing measures to secure its information systems, and striving to modernize within

tight fiscal constraints are some of the major ways the Army is preparing to secure the interests of

the U.S. in the future.

 While the NMS is the right strategy to maximize the potential for global stability, the rapid pace

of operations and fiscal constraints of the past several years have given rise to indications that Army

readiness is in decline. The Army’s senior leaders have identified the need for an additional $5

billion in annual TOA increases in order to reverse the effects of this decline and preserve essential

readiness. The current budget request addresses many of the Army’s most pressing concerns,

especially in the areas of taking care of people and sustaining current readiness.

 “Let us recollect that peace or war will not always be left to our option; that however moderate

or unambitious we may be, we cannot count upon the moderation, or hope to extinguish the

ambition of others.”

 Alexander Hamilton

is important, and the FY00 budget proposal does

that to a large degree. The FY00 Budget

represents the best possible balance of available

resources applied across the priorities of people,

readiness, and modernization.
 17

http://www.army.mil

Chapter 2

Generating Capabilities for the Full

Spectrum of Military Operations

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 The defense of our national interests requires a broad range of military capabilities that

America’s Army is well-suited to provide. Each component, branch, and organization has a

role to play in generating the Army’s capabilities. The six imperatives––quality people, training,

force mix, doctrine, modern equipment, and leader development––are the framework the Army

uses to manage this process. By maintaining a complementary relationship among the

imperatives, the Army optimizes its readiness. Training standards, for instance, should reflect

the current Army doctrine and the equipment that soldiers are using to train. If this relationship

holds, soldiers gain confidence from meeting relevant standards, units operate harmoniously

using common doctrine, and equipment is employed to best effect. Conversely, the failure to

maintain a complementary relationship among the imperatives results in a less effective force.

Achieving this complementary relationship is called synchronizing the imperatives. The Army

is a system of systems. Its systems work together to produce a force capable of performing the

tasks required to execute the NMS.

The Army Vision The Army Vision sets the azimuth for the Total Army. It guides our execution of the National Military

Strategy today and our evolution to meet the challenges of tomorrow.
18

Army Posture Statement FY00

 The twin realities of the post-Cold War world–

diverse, almost continuous global challenges and

fiscal constraints–have led to a careful examination

of the force structure of today’s Total Army, which

consists of the active component, the reserve

components (ARNG and USAR), and Army

civilians. We have programmed endstrengths for

each of these components based on Quadrennial

Defense Review (QDR) recommendations and a

series of analyses of Army requirements and

structure (known as Total Army Analyses). By

comparing possible scenarios with the forces

available to respond to contingencies, Total Army

Analyses offer a mechanism for determining the

proper size of the Army. Analysis indicates that

further endstrength reductions beyond those already

directed will place our ability to execute the NMS

at greater risk. Current endstrengths make the

 The values we refer to in our vision are the Army

values of loyalty, duty, respect, selfless service,

honor, integrity, and personal courage. They are the

values we have inherited from the American soldiers

who, from the birth of our Nation, have fulfilled our

oath to support and defend the Constitution of the

United States. They are stamped on a tag worn

with the personal identification of each soldier. Just

as our personal identification tags identify us

individually, our Army Vision is the collective

statement of who we are.

AC, RC, and Army Civilians
 19

http://www.army.mil

contributions of each component vital for effective

Army operations. These contributions are evident

from Bosnia to Korea. Every day, all over the

world, soldiers and civilians are forging the Total

Army’s broad range of capabilities by practicing and

executing tasks required to carry out the NMS.

The Active Component

 At the end of FY98, the active component consisted of 484,000 soldiers. AC soldiers make up

the bulk of the four corps, ten divisions, and Special

Operations Forces that are the nucleus of the Army.

The AC also provides most of the soldiers who fill

the Army’s staff positions and perform myriad other

full-time duties, such as facilitating training at the

Combat Training Centers, providing cadre to the

Army’s institutional training program, or serving as

advisors to reserve component units. Our

OCONUS forces not only provide a forward-positioned capability to respond to threats world-wide,

but also reassure allies and deter potential adversaries

by providing tangible evidence of America’s commitment to global security. The active component

was below its programmed endstrength at the end

of FY98 and will continue to manage its endstrength

to meet the QDR-programmed level of 480,000 by

the end of FY99.

The Reserve Components Comprising 54 percent of the Total Army, the

RC is made up of the ARNG and USAR. These

forces include a significant percentage of soldiers

with critical specialties necessary to sustain and

support Army forces during lengthy deployments.

There are three major categories of reserve service:

the Ready Reserve, the Standby Reserve, and the

Retired Reserve. The Ready Reserve is further

organized into the Selected Reserve, the Individual

Ready Reserve, and the Inactive Army National

Guard. All of these reserve categories may be

called to active service in time of a national or (for

the ARNG) state emergency.

 One mechanism for activating RC soldiers is the

Presidential Selected Reserve Call-up (PSRC). By

authority of the PSRC, the President may activate

as many as 200,000 RC soldiers for periods up to

270 days. Under the Bosnia PSRC, six increments

of RC soldiers totaling 570 units and 16,434

soldiers were activated from 1995 to 1998. Another

mechanism for activating reserve forces is Section

12302 of Title 10 (Partial Mobilization), which

authorizes the involuntary call-up of reservists for up

to 24 months. Under provisions for full mobilization,

reservists may be called up for indefinite periods of

time following the passage of a public law or joint

resolution declaring war or national emergency by

Congress. The importance of the RC’s

contributions to Army operations makes the

provisions governing activation of the reserve

components key enablers to the execution of the

NMS.

 The Army’s increasing reliance on reserve

component participation in ongoing contingency

operations underscores a key readiness principle for

the 21st Century: protecting America’s interests

amidst a range of threats and challenges will require

constant and efficient utilization of the Total Force.

Last year, the Army’s White Paper One Team, One
20

Army Posture Statement FY00

Fight, One Future provided a framework for

better integrating active and reserve forces. The

specific initiatives the Army is implementing

(described in Chapter 3) are moving us towards our

goal of a seamless Total Army.

The Army National Guard

 The nucleus of the ARNG consists of combat

formations comprising 58 percent of the Army’s

combat force organized into eight divisions, eighteen

separate brigades, and two Special Forces Groups.

Additionally, the ARNG comprises 38 percent of the

Combat Support and 33 percent of the Combat

Service Support at echelons above division. The

Army National Guard is the component with most

of the RC combat formations. National Guard units

are commanded by their state governors unless federalized by the President. ARNG endstrength will

be 350,000 by the end of FY00.

Current endstrengths make

the contributions of each

component vital...

The United States Army Reserve

 The U.S. Army Reserve provides 45 percent of

the Army’s Combat Service Support and 26 percent of the Combat Support forces at echelons above

division. The logistics-heavy composition of the

USAR makes it a vital part of the Total Army’s force

projection and sustainment capability and allows the

AC and ARNG to devote more force structure to

combat forces. The USAR has provided over 70

percent of RC forces deployed to Bosnia since

1995. The 208,000 soldiers of the USAR Selected

Reserve serve in troop program units, as Active

Guard/Reserve, or as Individual Mobilization

Augmentees. Additionally, the USAR maintains a

pool of 225,000 personnel (Individual Ready Reserve) with prior military training that may be called

upon to augment standing forces. The USAR will

reduce its Selected Reserve endstrength to 205,000

by the end of FY00.

Army Civilians

 At the end of FY98, over 232,000 civilians

were performing important functions on Army

installations and staffs worldwide. The experience

and perspective civilians bring to the Army facilitate

efficient, effective operations and training. In

addition to filling key billets on staffs, Army civilians

manage training facilities, monitor environmental

compliance, and oversee or perform work in safety,

force projection, force modernization, and other

important functions affecting readiness and quality of

life at installations worldwide. Since our soldiers
 21

http://www.army.mil

and leaders change jobs frequently as part of their

progression through the ranks, our civilians provide

valuable continuity and assist the transition of newly

assigned personnel in key areas. Army civilian

endstrength will decrease to 209,000 by the end of

FY05.

The experience and

perspective civilians bring to

the Army facilitate efficient,

effective operations and

training.

Army civilians receive training with other personnel prior

to deploying to Bosnia.

 At the end of FY98, American soldiers made up

nearly half of the 2.3 million men and women serving

in the active and reserve components of our armed

forces. These soldiers, along with the Army’s

civilians, are distributed between two major,

functionally distinct groups of organizations that

many refer to as the institutional Army and the

operational Army. Both of these groups play

important roles in generating

land power capabilities. The

institutional Army provides the

structure that supports the

operational Army’s conduct of

military operations and training.

Counting soldiers assigned for

training, about 36 percent of

the Total Army serve in

institutional assignments at any

given time; the remainder are

assigned to the operational

forces comprising the Army

component of the joint

warfighting commands or to

reserve component units.

Institutional and Operational Forces

Institutional and operational organizations perform

complementary functions that together generate the

capabilities needed to support the NMS.

 The institutional portion of the Army consists

primarily of the Army Staff, Training and Doctrine

Command (TRADOC), Army Materiel Command

(AMC), the U.S. Army Medical Command, and

the U.S. Army Corps of Engineers. These elements
22

Army Posture Statement FY00

are largely based in the United States. Under the

direction of the Secretary of the Army and the Chief

of Staff, the institutional Army provides strategic

guidance and administrative leadership for the

Army. Institutional organizations also recruit and

train individual soldiers and officers, develop

common doctrine for the Total Army, sustain the

force, and prepare the Army for the future. The

major organizations comprising the institutional

portion of the Army are shown in the figure on the

preceding page.

 The major warfighting elements of the

operational Army are its corps, divisions, and

separate brigades. These combat units and their

supporting elements are the deployable forces that

execute the full spectrum of military operations;

many are based overseas. Operational units of

different types are grouped together to make the

most effective use of the different functional skills

and equipment characteristic of these different units.

The sample divisional grouping of light infantry,

artillery, aviation and other units shown on the next

page illustrates this principle. Combat support units

add specific functional capabilities, such as engineer

support or air defense, to combined arms

Experienced NCOs are

carefully selected to serve

tours as Drill Sergeants in

the institutional Army,

training soldiers for

operational units.

organizations. Combat service support (CSS), or

logistics, units are normally grouped under a support

command. Tables of Organization and Equipment

(TOE) define each type of unit by specifying the

subordinate units and equipment that the unit is

authorized. These generic organizations can be

temporarily adjusted, or “task-organized” to meet

the requirements of specific missions.

 The Army provides capabilities for the execution

of the NMS by apportioning operational forces

among the joint combatant commands: Atlantic

Command (ACOM), Central Command

(CENTCOM), European Command (EUCOM),

Pacific Command (PACOM),

Southern Command (SOUTHCOM), and Special Operations Command (SOCOM).

Forces may be shifted between

combatant commands based

on the requirements of

particular contingencies. In

accordance with the Department of Defense Reform Act

of 1986, the chain of command

for these forces runs directly

from the President through the

Secretary of Defense to the

Commanders-in-Chief

(CINCs) of the joint warfighting commands.
 23

http://www.army.mil

 As the world’s preeminent ground combat force,

America’s Army brings a wide range of unique

capabilities to the Joint Team and to our Nation. Our

soldiers and their leaders are prepared to conduct

prompt and sustained operations throughout the

entire spectrum of military operations in any

environment that requires land-force capabilities.

From our heavy and light divisions and brigades to

our Special Operations Forces, the Army is the

foundation of our national military power because of

our unique capabilities, the scale and duration at

which we can effectively employ these capabilities,

and our Nation’s capability to project and sustain

combat power.

Conventional Forces The Army maintains six heavy divisions in its active

component and four heavy divisions in the Army

National Guard. The ARNG also has seven heavy

enhanced Separate Brigades (eSB) and an Armored

Cavalry Regiment. These divisions, brigades, and

regiments employ tanks and infantry fighting vehicles,

supported by artillery and attack helicopters, to

defeat enemy forces and to seize and hold key

terrain. Like much of our Army, heavy divisions have

been extensively used in peace operations in recent

years; in fact, our heavy divisions have executed most

of the requirements of the peacekeeping mission in

Bosnia.

 Army light infantry forces are well-suited for operations in restrictive terrain, such as in cities, mountains, jungles, and swamps. They are capable of

conducting large-scale helicopter assaults; the 101st

Airborne Division (Air Assault) specializes in these

operations. The 82d Airborne Division is the Army’s

only division that retains the capability to conduct

large-scale parachute assaults. Light infantry units

participate in a wide range of operations, including

Total Army Capabilities

The Army brings a wide

range of unique capabilities to the joint

team and to our Nation.

At left, two Abrams

tanks maneuver in

rugged Korean terrain.

Below, a soldier distributes mine awareness

mater-ials to children in

Bosnia.

support for the peacekeeping mission in Bosnia and

for the Multinational Force and Observer mission in

the Sinai. Currently, there are four Active component light divisions, one ARNG light division, and

seven light ARNG enhanced Separate Brigades. The

ARNG also maintains three divisions with a mix of

heavy and light force structure.

Special Operations Forces

 The Army provides the bulk of our nation’s

Special Operations capabilities through the Special

Forces, Civil Affairs, Psychological Operations, and

other Special Operations units of both the active and

reserve components. Army Special Operations

Forces currently consist of seven Special Forces
24

Army Posture Statement FY00

Groups (five AC and two ARNG), one Aviation

Regiment, one Ranger Regiment, three

Psychological Operations Groups (one AC, two

USAR), four Civil Affairs Commands (USAR),

eight Civil Affairs Brigades (USAR), and 25 Civil

Affairs battalions (one AC tactical battalion, 24

USAR battalions). Special Operations Forces

include specially organized, equipped, and trained

units prepared to conduct a wide range of missions

including counter-terrorism missions, such as

hostage rescue, attack of terrorist infrastructure and

recovery or neutralization of stolen or improvised

nuclear, biological or chemical weapons. The

Special Operations Aviation Regiment provides

aviation support for the full range of Special

Operations missions.

 Special Forces Groups combine subject matter

expertise in many functional areas of ground combat

with in-depth knowledge of the languages and

cultures of specific regions. The “Green Berets” in

these units specialize in training the forces of other

nations in a broad range of operational skills. The

Ranger Regiment provides the capability of

conducting precision raids and other “direct action”

missions, including securing port and airfield facilities

by parachute (airborne) assault.

Army Psychological

Operations units,

like this USAR

loudspeaker team in

Haiti, have been

deployed frequently

in recent years.

 Some of the most heavily deployed soldiers in

our Army in recent years have been those in the

Psychological Operations and Civil Affairs units.

These units offer unique capabilities, such as

providing specially trained liaison teams to work

with foreign governments and non-governmental

organizations, broadcast and print media in austere

theaters, expertise on infrastructure requirements

and status in an operational area, and information to

host nation populations to facilitate ongoing

operations. Army Special Operations Forces are

the only source for many functional skills; they are

important contributors to our substantial shaping and

responding capabilities.

Other Unique Capabilities

 In addition to these broad categories of units, the

Army also has a wide array of logistics and specialfunction support units designed to provide food, fuel,

engineer and communications support, and other

resources to military forces operating in

austere areas. Besides providing the

essential sustainment and support for

Army combat operations, these units

give the Army an unmatched capability

to support most of the shaping and

responding operations ongoing in the

world today. From purifying water for

Rwandan refugees to providing

temporary power generation capability

in the wake of Hurricane Georges, our

logistical and special function support

units are used extensively across the full

spectrum of military operations.
 25

http://www.army.mil

Reverse Osmosis Water Purification Units provide a

reliable way to purify water.

 While the tasks and missions Army forces can

perform are in many ways unique, the scale on which

the Army can perform these missions, anywhere in

the world, is itself a unique capability. With significant

numbers of soldiers stationed overseas, and another

six divisions able to deploy from their bases in the

United States, our Army is capable of projecting

overwhelming combat power. These forces are fully

occupied with the many readiness-related activities

associated with executing the NMS, and we have

reduced Army force structure to the minimum

required for executing the NMS with acceptable risk.

However, the fact that we are the largest source of

land combat power available for sustained, global

employment makes America’s Army particularly

valuable to the Nation.

Power Projection-the Army

Strategic Mobility Program Current contingency plans require mobility

support to deploy three divisions into a theater of

operations within 30 days of notification, with

another two divisions plus sustainment arriving in the

next 45 days. The Army Strategic Mobility Program

(ASMP) is a comprehensive program that addresses

infrastructure requirements, such as rail, highway,

port, and airfield improvements, to facilitate

movement of personnel and equipment from bases

in the continental United States to air and sea ports

of embarkation. Infrastructure and equipment

improvements focus on designated CONUS Power

Projection Platforms, including 15 installations, 14

airfields, 17 strategic seaports, and 11 ammunition

depots and plants.

 Under ASMP, the Army also monitors the

procurement of C17 Globemaster III aircraft by the

Air Force and additional Roll-On/Roll-Off (RO/RO)

ships by the Navy to correct the shortfall in strategic

lift identified in the last Mobility Requirements Study.

Currently 47 of the required 134 C17s have been

delivered. The Navy has awarded contracts for 19

Large, Medium-Speed, Roll-On/Roll-Off (LMSR)

ships; eight of them have been delivered.

Eventually, eight of these ships will be used for

afloat prepositioning and the other 11 to increase

surge sealift capability.

 The Army’s Global Prepositioning Strategy further strengthens rapid deployment capabilities by

prepositioning heavy brigade sets of unit equipment

in different strategic regions of the world. Army

Materiel Command currently manages seven

prepositioned Brigade sets (with an eighth planned).

One set is prepositioned afloat, ready for rapid

transport to likely crisis areas. The combination of

the Army’s investments in infrastructure and the procurement requirements identified by the Mobility

Requirements Study significantly enhance the

Army’s rapid power-projection capability.
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Army Posture Statement FY00

 Generating the Total Army capabilities to

execute the NMS requires both the resources

Congress provides to the Total Army and the

process that the Army uses to turn those resources

into readiness. We need quality people and

equipment, time, and money to build the necessary

capabilities. We build these capabilities by

integrating and synchronizing the six major

components of Total Army readiness: quality

people, training, force mix, doctrine, modern

equipment, and leader development. We call these

the six imperatives.

 Each imperative affects and is affected by the

other five imperatives. Allowing any one of the

imperatives to get out of sync with the others can

have major repercussions for readiness.

Conversely, when the imperatives are properly

synchronized over time, the Army truly maximizes

the military capabilities produced for the dollars

spent.

Quality People

 The Army must recruit about 180,000 soldiers

annually, which is more than the recruiting needs of

the other Services combined. We use three

principal criteria to monitor the quality of the soldiers

entering our ranks. One of these is the level of

education of our recruits. Our goal is to have 90

percent of the total number of recruits enter service

with high school diplomas. The second criterion is

the Armed Forces Qualification Test (AFQT) score

that soldiers achieve on the Armed Services

Vocational Aptitude Battery (ASVAB), a

standardized test administered to determine

enlistment eligibility and Military Occupational

Specialty (MOS) assignment qualifications. The

Army goal is for 67 percent of our enlistees to

achieve scores placing them in the top three

categories (Categories I-IIIA) on the ASVAB. The

Synchronizing the Six Imperatives

final criterion is to accept no more than two percent

of recruits with AFQT scores in Category IV, the

lowest acceptable category.

 Maintaining a force capable of executing

demanding missions is contingent on our ability to

recruit and retain high quality people like those who

comprise our current force. We need people

capable of learning and growing with the information

technologies that are driving the Revolution in

Military Affairs and changing the way we will

operate. Besides the challenges of new

technologies, today’s soldiers must exercise mature

judgment under stressful circumstances. The

soldiers keeping and enforcing the peace in

numerous locations around the world must be able

to understand the diplomatic and operational

context of their actions to operate effectively. At

any moment, any soldier performing these sensitive

duties could be confronted with a problem of

strategic significance. The reality of instantaneous

news and information transmission makes every

soldier an ambassador for America—potentially to

a global audience.

 Today’s Army is a force of great quality. Ninety

percent of the enlisted forces have graduated from

high school, and over 99 percent have at least high

school equivalency. About 60 percent of the active
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component enlisted force have some college credit.

The jobs these soldiers must perform demand

increasing levels of technical expertise and

judgment. The people capable of meeting this

challenge are sought after by colleges and are in high

demand in the commercial sector. In order to

attract and retain the high quality people we will

need to lead the 21st-century Army, we must take

aggressive steps to keep military service competitive

with other career options.

Training

 We build and validate the current readiness of

our units by executing tough, realistic training. Since

mid- to high-intensity conflict remains the most

demanding mission along the spectrum of military

operations, the most important measure of readiness

for a particular unit is its ability to perform the

essential tasks it would most likely have to perform

in this type of conflict. Different types of units

perform different essential tasks; therefore, the

Army has a generic Combined Arms Training

Strategy (CATS) for each type of unit. The CATS

for a tank battalion task force, for

instance, provides the recommended

frequency for tank battalions and

habitually associated units to conduct

training on various key tasks specific to

those type units. Unit training is currently

funded through Operational Tempo

accounts based on the amount of money

required to execute the unit CATS.

 Units must complete certain types of

training periodically to maintain their

readiness. This training is conducted

under a variety of rigorous conditions,

often with observers from like units to

provide feedback on unit performance.

Since units experience a constant turnover

of personnel due to soldiers leaving the

Army or moving to new jobs, the ability of a unit to

perform complex missions is perishable. Based on

a number of factors, such as the number of essential

tasks the unit has performed recently, the level of

proficiency demonstrated on those tasks, and the

amount of turnover the unit has experienced,

commanders make a subjective assessment of their

unit’s readiness.

 Today’s Army relies increasingly upon training

simulators and simulations to augment live training

and optimize the level of training achieved per dollar

spent. Rather than actually maneuvering a group of

Bradley Fighting Vehicles in actual terrain (live

training), some tasks may be practiced using

networked simulators. The simulators provide

some of the training benefit while minimizing the

costs of fuel and maintenance associated with live

training. Simulators and simulations allow repetitive,

structured training and facilitate evaluation of training

to a common standard. They allow for the conduct

of training under increasingly difficult (simulated)

conditions, and are an efficient way to prepare for

more costly live training.

 Periodic rotations at our CTCs provide an

Periodic live-fire exercises involving coordinating the maneuver

ofground forces supported by artillery and air support are part of

CATS.
28

Army Posture Statement FY00

outstanding opportunity to hone essential skills. At

the National Training Center in California, the Joint

Readiness Training Center in Louisiana, the

Combined Maneuver Training Center in Germany,

and the Battle Command Training Program in

Kansas, units conduct prolonged operations against

a highly skilled opposing force. A professional

cadre, fully versed in the latest doctrine, observes

and critiques unit performance at each center.

 The maneuver CTCs provide training as close to

real combat conditions as possible. Units deploy

and conduct operations while immersed in a training

environment that closely replicates the likely

conditions of low- to high-intensity conflict.

Extensive use of civilian “role players” and training

aids, devices, simulators, and simulations (TADSS);

dedicated opposing forces; and observer/controllers

ensure the CTCs offer the most realistic preparation

possible for threats ranging from terrorism to fullscale combat. Units complete these rotations much

more proficient at critical skills than they were at the

outset. Each unit receives a comprehensive

assessment to guide their future training.

 In general, each maneuver CTC conducts 10

brigade rotations per year. U.S. Army Reserve and

Army National Guard soldiers participate in almost

all of these rotations to some extent, and some

rotations are devoted to ARNG enhanced Separate

Brigades. Last year alone, more than 143,000

soldiers trained at either the National Training Center

in California, the Joint Readiness Training Center in

Louisiana, or the Combat Maneuver Training Center

in Germany.

 The key to great training, at CTCs and Army

bases around the world, is the execution of welldefined tasks under prescribed conditions to clearly

articulated standards. The conditions must be

realistic for the training to be meaningful. Soldiers

must be able to meet the Army standard under such

conditions in order to be considered trained. For

soldiers who will serve in gender-integrated units,

working with soldiers of opposite gender is a key

aspect of training realism––it is one of the conditions

under which these soldiers will conduct actual

military operations. Gender-integrated basic training

is important preparation for that portion of the

Army’s recruits that will go to mixed units. Units are

teams, and soldiers learn to perform their duties best

when they are trained from their first days of service

to understand and respect other members of their

team.

Force Mix

 The size and mix of forces in the Total Army

relates to the capabilities required by the NMS in

complex ways. Most obviously, we must maintain

sufficient trained and ready forces to respond to

global contingencies or domestic emergencies on

short notice while simultaneously executing

sustained, people-intensive operations, such as

Operation Joint Forge in Bosnia. Furthermore, the

Army must dedicate adequate forces to conduct the

experimentation necessary to prepare for

information-age warfare. The force mix must allow

all units to conduct required readiness training in

addition to their operational missions. It must

provide an adequate “buffer” to account for that

constant portion of our force that is either

transitioning from one assignment to another,

undergoing initial entry training, or attending schools

to prepare for increased responsibilities. Finally, we

must maintain an adequate framework of people and

organizations to perform the Total Army’s

institutional functions. Among its other missions, the

institutional Army recruits and trains soldiers in the

many skills needed for the Army as a whole.

Maintaining the right number of soldiers trained in the

511 specialty skills the Army requires while achieving

an optimal distribution of skills throughout the force

is a difficult task. Currently, about 36 percent of the
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Army’s forces serve in institutional assignments.

 Any discussion of Total Army force mix must

address the critical fact that more than half of

America’s Army resides in the reserve components.

Army National Guard and United States Army

Reserve soldiers are deployed around the world

every day performing missions in support of the

NMS. These soldiers deploy with their units and as

individual augmentees to AC units. While the

ARNG and USAR still provide the basis for rapidly

expanding the Army’s available forces in an

emergency, they are playing an important role in

ongoing contingency operations as well.

 Based on recent experience, we are increasing

the integration of active and reserve forces through

a variety of programs (discussed fully in Chapter 3)

and will deploy the headquarters of the 49th

Armored Division (ARNG) to participate in

Operation Joint Forge next year. Since reserve

component soldiers balance their military service to

the Nation with full-time jobs as civilians, it is

important to structure their participation in ongoing

contingencies to provide soldiers and their

employers with the predictability necessary to

properly manage this balance. Both the USAR and

ARNG make critical contributions to our readiness

at home and abroad every day: thus, adequately

sized and resourced reserve components are an

integral part of the Total Army’s ability to execute

the NMS.

RC forces are an important part of the Total Army’s

force mix.

Doctrine

 Army doctrine describes how the Army fights,

establishes the standards for how we train to fight,

and details the procedures for caring for Army

equipment. It also defines and outlines the needs of

the future force. To maintain efficiency, any required

revisions to existing doctrine should precede the

fielding of major new pieces of equipment or the

implementation of new organizational designs. This

allows time for training Army leaders on how to

conduct operations to maximize the effect of the

new system or organization as well as ensuring that

the soldiers receiving new equipment have time to

receive training on how to operate and maintain it

properly.

 Army Battle Laboratories help keep doctrine

current. The Army began forming Battle

Laboratories in 1992 as a means for the Training

and Doctrine Command (TRADOC) to streamline

its mission of identifying concepts and requirements

for new doctrine, training, leader development,

organizations, materiel, and soldier systems. Today

there are 11 Battle Laboratories, each focused on

specific functional areas that contribute to the

application of effective land combat power. Each

year, these Battle Labs team with industry to

evaluate mature technologies from industrial research

and development centers.

 Since their inception, the Battle Labs have been

the focal points for nine Advanced Warfighting

Experiments (AWE). AWEs are large-scale, forceon-force training exercises conducted by actual

units either live at maneuver training centers or with

Both the USAR and ARNG

make critical contributions to

our readiness at home and

abroad every day...
30

Army Posture Statement FY00

computer-driven simulations. These experiments

provide the critical analysis essential to

synchronizing doctrine, force structure, equipment

and training.

Modern Equipment

 Maintaining the Army’s capability to fight and win

our Nation’s wars requires modern equipment.

Ensuring that America’s military forces have better

equipment than any potential adversary—a

prerequisite for the combination of training and

superior equipment that creates “combat

overmatch”—helps deter potential aggressors.

Combat overmatch will contribute to shorter wars

and fewer casualties. The Army has a

comprehensive modernization plan designed to

maintain combat capability greater than that of any

potential adversary. While this plan is discussed in

detail in Chapter 3, the highlights presented here

illustrate the relationship between modern

equipment and the other imperatives of readiness.

 Imminent and revolutionary changes in the

conduct of military operations make it critical for the

United States to field systems that can capitalize on

information technology. Such systems make it

possible to keep friendly forces constantly up to

date on where they are, where the enemy is, and

where other friendly units are. By enabling this

“situational awareness,” systems incorporating

information technology allow units to achieve greater

effectiveness on the battlefield. Information

technologies are significant for military logistics as

well. Here, by giving logisticians a current status of

what is available and what is required, modern

systems can greatly improve both efficiency and

effectiveness. The Revolutions in Military Affairs

and Military Logistics made possible by information

technologies are discussed in greater detail in

Chapter 3.

 Digitization refers to the fielding of equipment

and to equipment modifications that provide

information dominance. This capability will allow all

U.S. and other friendly forces to share an accurate,

constantly updated common view of the entire

battlefield, enabling them to act faster than the

enemy can react. The Army’s digitization strategy

includes experimentation, evaluation, and acquisition

to achieve specific results: equipping the first

digitized division by the end of FY00 and the first

digitized corps by the end of FY04. Army XXI—

the force with the fielded information dominance

capability—is a critical step to maintain combat

overmatch while maturing the technology required

for the revolutionary force of the next century, the

Army After Next (AAN).

 Modernization requires a significant investment

of soldiers to conduct the training experiments

necessary for the development of new systems and

doctrine. Recent Advanced Warfighting

Experiments have been key elements for ensuring

that our doctrine, leader development and force

structure are synchronized with the introduction of

new equipment. Experiments have guided the

Heavy Division Redesign that will be the blueprint

for the 4th Infantry Division (Mechanized). This

redesign, explained in detail in Chapter 3,

encompasses the integration of reserve component

soldiers and units as well as a dramatic reduction in

the number of main combat systems (tanks and

infantry fighting vehicles). The reduction in numbers

of tanks and infantry fighting vehicles in the new

heavy division is possible because of the increased

capabilities that digitization brings to the force; these

capabilities were validated by experimentation.

 The imperative of modern equipment involves

more than the integration of new systems with

enhanced capabilities discussed above. It is also

important to recapitalize existing systems to account

for the wear and aging that is a normal part of the

life cycle of any piece of equipment. It often takes
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As equipment ages, it takes

more time to maintain and

costs more money to operate

and maintain than newer

equipment. Unless properly

managed through recapitalization, the additional

costs associated with this

phenomenon could make it

increasingly difficult to find

the funds to modernize.

more money and time to maintain older equipment

than new equipment. The inefficiency of failing to

recapitalize existing systems drains critical dollars

away from other Army requirements, including

research and development of next-generation

systems, which degrades our ability to maintain

combat overmatch in the long term. A balanced,

long-term approach to modernization is important to

provide the Army with the equipment necessary to

assure readiness.

Leader Development

 The senior leaders who will have to train,

maintain, and fight the Army After Next are now in

our ranks. We must train these leaders to be

comfortable with information technologies so they

can maximize the effects of those technologies

without being overwhelmed by the high volume of

information. We must also constantly scrutinize the

roles of officer, warrant officer, and

noncommissioned officer (NCO) leaders in the

future organizations of Army XXI and the Army

After Next. Only by continually assessing the

implications of new technologies for the roles

leaders will play on future battlefields can we

ensure that we provide our future leaders with the

skills and knowledge they will need to fight and win.

 Leader development in the Army is

accomplished through institutional training,

operational assignments, and self-development.

Different training courses conducted by the

institutional Army prepare officers and NCOs for

specific levels of responsibility in units by teaching

the doctrine and basic skills which leaders at that

level must have. Operational assignments allow

leaders to put what they have learned into practice.

Finally, the shared conviction that the military

profession requires special commitment motivates

self-development programs that are a key

contributor to leader confidence and success.

 Accomplishing all of this intensive preparation

while maintaining the ability to shape and respond

requires a new way of thinking about leader

development. The technologies that are reshaping

our world offer opportunities for revolutionizing

military professional education programs by fully

exploiting distance learning to supplement or replace

other educational techniques. Distance learning

relies on information technology to bring the

classroom to the student. With distance learning
32

Army Posture Statement FY00

technology, we can make

leader development a

continuous process with

significantly enhanced

opportunities for selfdevelopment. We will blend

distance learning and periodic

institutional training at Army

schools with intensive training

and mentoring in units to

develop the warrior-leaders

of the 21st century.

Conclusion

 The Army is a Total Force comprised of active and reserve component soldiers and Army civilians.

We have extensive capabilities for conducting military operations throughout the full spectrum of military

operations, and we generate these capabilities by synchronizing the six imperatives of quality people, training, doctrine, force structure, modern equipment, and leader development. Our contribution to national

security rests on the quality of the American soldiers and civilians who make up the Total Army.

“Without readiness in necessary land forces, all so-called retaliatory and even defensive plans

are mere scraps of paper.”

 President Dwight D. Eisenhower
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Chapter 3

Readiness for the 21st Century:

Knowing What to Change

 The Army is executing a comprehensive plan for achieving full-spectrum dominance in

the 21st century. The likely requirements of future national security strategy are the foundation of our plan for future readiness. From these anticipated requirements, Joint Vision 2010

establishes the conceptual template for America’s armed forces in the 21st century. Army

Vision 2010 identifies the capabilities required to ensure our Army remains ready to conduct

prompt and sustained operations on land throughout the full spectrum of military operations.

 The Army uses the Force XXI process to ensure it remains the preeminent informationage Army. To do this, Force XXI incorporates a holistic approach to change. This innovative

approach, which we call “spiral development,” compresses the development cycle for new

systems by fielding prototypes and incorporating new technologies on fielded systems within

a designated experimental force.

 The Army Modernization Plan describes our long-term strategy for modernization given

anticipated force requirements. The plan uses modernization goals, the six Army patterns of

operation from AV2010, and the results of experimentation to prioritize modernization investments and acquisitions. This prioritization yields a two-stage evolution to the Army After

Next. The first stage, Army XXI, is an essential step to preserve the synchronization of the six

imperatives and assure readiness in the mid-term. Army XXI, the product of the Army’s

near-term digitization and product improvement efforts, will achieve these objectives by fielding systems that enable the Army to achieve and exploit information dominance. Army XXI

will begin to come into existence when the 4th Infantry Division (Mechanized) is equipped

with digital capability in FY00. The AAN will couple information dominance capabilities

with lighter, more agile systems we expect to be possible with future technologies.

 Amidst the many changes we are making to assure readiness for the 21st century, the

Army must preserve its commitment to its core values, which are the bedrock of success in

battle and in the service of the Nation. We must also continue our commitment to taking care

of the quality soldiers and civilians who make up the Total Army.
34

Army Posture Statement FY00

Strategy For the 21st Century

 The requirements of military readiness arise

from the Nation’s interests and the security

strategy designed to protect those interests. The

current National Security Strategy identifies

certain goals that have remained constant

throughout our Nation’s history:

· Protect the lives and safety of Americans;

· Maintain the sovereignty, political freedom, and independence of the United States,

with its values, institutions, and territory

intact; and

· Promote the prosperity and well-being of

the nation and its people.

Beginning with the likely trends that will affect

future national security requirements and the

future military capabilities necessary to carry out

those requirements, this chapter presents the

Army programs for experimenting with new

technologies and building required capabilities.

The potential for significant changes in the

conduct of military operations is the catalyst for

the Army’s efforts to acquire systems that can

exploit the latest information technology. The

Force XXI process and the Army Modernization

Plan are key elements to the identification,

development and acquisition of information-age

systems.

Tomorrow’s Geostrategic

Environment

 Recent studies of military readiness and

national security requirements offer assessments

of the shape of the 21st-century geostrategic

environment based on current demographic,

economic, political and environmental trends.

Population growth, increasing competition for

critical resources, and possible environmental

catastrophes all feature in these projections. The

possibility that some societies will collapse due

to their inability to provide basic services is

another feature common to many projections.

Threats posed by terrorism and regional

competitors, along with the potential emergence

of a peer rival, are likely. Some forecasts are

more optimistic than others. However, since

military capabilities are built over long periods

of time and can erode rapidly, projections of

likely military requirements must address the

less optimistic scenarios. The fact that multiple

threats could confront the United States

simultaneously increases the importance of

preparing now.

 Global trends indicate a continuing need for

the Army to respond to crises and catastrophes

abroad and at home into the next century. To

mitigate and, whenever possible, prevent global

threats, we are also likely to be called on to

continue our current extensive commitment to

shaping operations. The requirement to protect

the lives and safety of Americans demands that

we remain ready to fight and win our Nation’s

wars and to accomplish this mission decisively,

with minimal American casualties.

Joint Vision 2010 and Army

Vision 2010

 Joint Vision 2010, a conceptual template for

America’s armed forces, predicts that the United

States will face a wider range of threats in the

future. Threats to our national interests range

from the possibility of terrorist attacks here in

our own country to potential for full-scale

conflict with a rising global or regional peer.

The proliferation of weapons of mass destruction
 35

http://www.army.mil

and the unpredictability of

rapid technological advances

are dangerous variables that

could affect conflict at any

point along the spectrum of

military operations. Since

mid- to high-intensity

combat operations present us

with the most demanding

requirements, and forces

designed to meet these

requirements are also

capable of conducting

operations in a lower

intensity environment,

JV2010 concludes that we

should continue to build the capabilities required

to conduct direct combat operations.

 JV2010 predicts that joint and, where

possible, combined operations will continue to

be the most effective recipe for defeating threats

in the next century. The four operational

concepts of dominant maneuver, precision

engagement, full dimensional protection, and

focused logistics will guide the application of

combat power in the information age. To

support these operational concepts and achieve

new levels of effectiveness as the land

component member of the joint warfighting

team, Army Vision 2010 distills six essential

Army patterns of operation: Gaining

Information Dominance, Projecting the Force,

Protecting the Force, Shaping the Battlespace,

Decisive Operations, and Sustaining the Force.

By identifying concepts, technologies, and

systems that support these patterns of operation,

AV2010 provides the starting point for the

experimentation necessary to build a 21stcentury Army. The Army envisioned by

AV2010 will be capable of projecting power

globally as part of the joint team and of

conducting prompt and sustained operations on

land throughout the full spectrum of military

operations.

 The term Revolution in Military Affairs

(RMA) refers to the radical enhancement of

warfighting capability enabled by the application

of information technology to military systems.

By adding high-speed computers and

communications to weapons systems and other

Army Experiments and the Revolutions in Military

Affairs and Military Logistics

military equipment, it is possible to provide all

friendly forces with an almost-continuously

updated picture of where they are, where the

enemy is, and where other friendly units are.

Situational awareness on this scale increases the

lethality of friendly forces by allowing the
36

Army Posture Statement FY00

focused application of combat power against

enemy systems and units. At the same time, the

survivability of friendly forces increases because

of the enhanced ability to avoid the enemy’s

combat power and because of the reduction in

accidental casualties, or fratricide, among

friendly units. Finally, information dominance

allows friendly forces to act far more rapidly

than the enemy can react. For these reasons, the

application of the latest information technology

to the military sphere will create a revolutionary

change in the nature of military operations.

 The revolutionary potential of information

technology extends to military logistics as well.

The Revolution in Military Logistics (RML)

harnesses technology to provide an almostcontinuously updated picture of the logistics

requirements of units as well as the location and

status of supplies, equipment, personnel, and

logistics organizations on the battlefield. With

this level of situational awareness, friendly

forces can focus logistics resources where they

are needed, and, in the process enhance both the

effectiveness and the efficiency of the force.

 The potential for revolutionary change

demands that we assess the impact of new

technologies on the Army and make appropriate

adjustments to maintain the best and most

effective force possible. Other nations will

pursue the advantages of information

technology, much of which is commercially

available. The Army cannot afford to pursue the

acquisition of information technology

haphazardly because the systems ultimately

must support information sharing across the

entire joint team and among both active and

reserve component forces. Therefore, as the

potential of emerging information technologies

became apparent, the Army developed an

experimentation process and campaign plan to

guide our investigations of new concepts and

technologies. The Force XXI process, the Army

Experimentation Campaign Plan, and the Army

After Next Project help the Army efficiently

explore how best to match technology against

the practical requirements of soldiers and leaders

now and in the future.

Force XXI:

A Process for Synchronizing

Future Readiness and Change

 The Army has adopted Force XXI as its

process for building the information-age Army.

The Force XXI process leverages the power of

information age technology through a series of

experiments ranging from the large-scale AWE

to smaller-scale efforts focused on particular

functional areas. By streamlining the way we

turn concepts into systems, Force XXI provides

us with the experimental data needed to maintain

the most capable land combat force in the world.

It evolved from the requirement to manage

revolutionary change extending across virtually

all of the functions of joint warfighting. The

process allows rapid evaluation of a broad range

of technologies, identification of promising

areas, and development of new systems in those

areas. To do this, Force XXI incorporates a

holistic approach to change that ensures that

innovations are synchronized with the six

imperatives discussed in Chapter 2.

 The Force XXI process provides

insights into doctrinal and force

structure adjustments necessary to

employ new systems. It also helps

identify leader development and

training necessary to prepare

soldiers to utilize new systems

effectively.
 37

http://www.army.mil

 This innovative approach, which we call

“spiral development,” compresses the

development cycle for new systems by fielding

prototypes and incorporating new technologies on

fielded systems within a designated experimental

force. By locating contractors and program

managers with the experimental force and

conducting various military operations in a

training environment, soldiers and leaders are able

to provide feedback. Valid feedback is

incorporated directly into system improvements,

which are then used in further operational tests.

This “foxhole to factory” linkage leads to a

significantly faster development cycle, and

permits a more rapid fielding of new information

technology capabilities to soldiers and units.

 This process not only develops systems more

rapidly than the traditional developmental process,

it also provides important insights that are often

not evident with more linear development

processes until after the systems are fielded.

Many of the operational and human factors

affecting system characteristics and doctrine do

not appear in isolated tests of the system. Only

when the system is employed in concert with

other Army systems and under demanding

conditions do the full implications, strengths,

and limitations of the system emerge. The

“spiral development” of the Force XXI process

facilitates synchronization of the six

imperatives: it provides insights into doctrinal

and force structure adjustments necessary to

employ new systems and helps identify leader

development and training necessary to prepare

soldiers to use new systems effectively.

The Army Experimentation

Campaign Plan

 The Army Experimentation Campaign Plan

(AECP) maps future experiments and exercises

that support each successive phase of the Force

XXI process. Currently, the AECP is oriented

along three axes: Mechanized Contingency

Force, Light Contingency Force, and Strike

Force. In each of these axes, the AECP

provides the framework upon which new

organizational designs

and concepts will be

developed. The AECP

will move the Army

from concepts to

capabilities in the new

systems and

organizations that will

make up the Army

After Next.

 The mechanized

axis focuses on heavy

forces. Recent heavyforce experiments

conducted with the 4th

Infantry Division

(Mechanized)
38

Army Posture Statement FY00

(4ID(M)) have led to the redesign of the Army

heavy division. Future heavy axis milestones

include the Division Capstone Exercise (DCX).

The DCX concept involves a live, brigade-level

National Training Center rotation at Fort Irwin,

CA in March, 2001, and a computer-based Battle

Command Training Program Warfighter

Exercise at Fort Hood, TX in September, 2001.

These 4ID (M) training events will demonstrate

go-to-war capabilities with the systems to be

fielded over the next few years.

 The light axis includes units that can fight

response and rapid deployment. One objective

for this AWE is to improve the effectiveness and

efficiency of joint command, control,

communication, computers, intelligence,

surveillance and reconnaissance (C4ISR)

through digitization, enhanced communications,

and joint interoperability of systems, processes

and procedures. Another objective is to improve

joint operations in urban and restrictive terrain.

Finally, this AWE will serve as a venue for

experimentation with U.S. Atlantic Command’s

joint experimentation process.

 The Strike Force axis

will lead to the development

of a highly deployable,

agile, lethal, and survivable

middleweight force. Strike

Force will provide a bridge

between early-entry light

forces and slower-to-arrive

mechanized forces,

combining the strengths of

both heavy and light forces

in a rapidly deployable

configuration able to

enhance early-entry

operations as well as operate

in urban and restrictive

terrain. Initially, it will be a

command and control

headquarters that can

assimilate light, airborne, air

assault, mechanized and

motorized joint and combined forces to create a

tailored force package for entry operations. This

Strike Force headquarters will participate in the

JCF AWE.

 The AECP provides key experience and

analysis to guide the development and

employment of new systems. It allows the Army

their way into a theater of operations by seizing

ports, airfields, or other areas. These units also

operate well in urban and restrictive terrain and

are often called “contingency forces” because of

their rapid response capability. A Joint

Contingency Force (JCF) AWE for this axis will

occur in September 2000, focusing on crisis

The Rapid Force Projection Initiative Field Experiment conducted last summer

is an example of the Force XXI process in action. Here, soldiers from the 101st

Airborne Division employ new information technology to provide command and

control during maneuvers against an opposing force.
 39

http://www.army.mil

to synchronize the six imperatives over time. By

employing the latest technology and dedicated

experimental forces in controlled warfighting

experiments, the three axes of the AECP ensure

that the Army will continue to identify and

address evolutionary and revolutionary changes

in the conduct of land warfare.

 Battle Labs and CTCs:

 Enabling Change

 Army Battle Labs and Combat Training

Centers (CTCs) have been critical to the success

of the Force XXI process. Battle Labs facilitate

the spiral development process through different

types of experiments, ranging from large-scale

Advanced Warfighting Experiments to smaller

Advanced Technology Demonstrations (ATD)

and Advanced Concept Technology

Demonstrations (ACTD). While the larger

AWE might involve the integrated efforts of

multiple Battle Labs, ATD and ACTD are most

often managed by individual labs. The recent

Military Operations in Urban Terrain (MOUT)

ACTD provides examples of experiments

conducted by the Battle Laboratories in FY98.

Three experiments were conducted employing

infantry platoons as the experimental force.

Each experiment assessed selected technologies

designed to enhance joint Army and Marine

Corps warfighting capabilities in urban terrain.

Tests such as these offer an efficient way to

identify promising technologies and improve

systems deemed suitable for further

development.

 Advanced Warfighting Experiments leverage

the fully-instrumented training environments of

Army CTCs to enable comprehensive evaluation

of new systems and technologies on a large

scale. The 4th Infantry Division (Mechanized)

Task Force XXI AWE at the NTC (March 97)

and the subsequent Division AWE conducted at

Fort Hood in conjunction with the Battle

Command Training Program (November 97) are

examples of the Force XXI process in action.

The results of these experiments were key to the

Heavy Division Redesign.

The Army After Next Project

 The term “Army After Next” is frequently

used to refer to the Army of 2025, but it also

refers to a project begun in 1996. The mission

of the AAN Project is to conduct broad studies

of warfare out to the year 2025 to assist senior

leaders in developing a vision of future Army

requirements. The project examines a wide

range of areas, including the future strategic

setting, force projection concepts, the use of

AAN-era forces in urban and complex terrain,

AC/RC integration, the role of the Army in

homeland defense, the nature of future joint and

coalition operations, and the identification of

promising technologies. Issues and insights

from the AAN Project help focus the Army’s

science and technology efforts and combat

development program.

 The AAN Project institutionalizes a process

for examining the probable nature of future

Soldiers from the 10th Mountain Division participating

in one of three urban terrain experiments conducted by

the Army in FY98.
40

Army Posture Statement FY00

The Army has sponsored three

major AAN wargames to date, each

involving hundreds of participants

in computer-supported exercises.

warfare. Each year, the Army sponsors a major

wargame, conducts follow-on seminars and

games to examine specific issues in greater

depth, and produces a report capturing the

insights gained. During the FY99 Spring

Wargame, the opposing force will be a major

military competitor equipped with asymmetric

capabilities including weapons of mass

destruction and advanced information

technology systems. Subsequent events will

examine the Army imperatives and the

transformation of the current Army into the

Army of 2025.

 The Army has sponsored three major AAN

wargames to date, each involving hundreds of

participants in computer-supported exercises.

Representatives from all services and from

multiple agencies outside DoD participate in

each game. During the past two years, the AAN

Project has made significant contributions

towards shaping both near-term transformation

efforts and the Army of the future.

Joint and Combined

Experimentation

 As evidenced by the AAN wargames and our

inclusion of other services in our AWE, the

Army fully supports recent initiatives in joint

experimentation. The designation of the

Commander-in-Chief, U.S. Atlantic Command

(USACOM), as the DoD Executive Agent for

joint experimentation last May will accelerate

this process. Joint experimentation will leverage

Army expertise developed in our highly

successful experimentation program and will

employ CONUS-based Army organizations and

facilities.

 Through efforts to shape the development of

joint operational concepts and integrate our

Battle Labs with USACOM joint

experimentation activities, the Army is ensuring

that new systems are compatible with those of

the other services. The Army is also engaged in

a number of forums designed to ensure that we

achieve multinational force compatibility with

our allies and likely coalition partners.

Cooperative research and development efforts

with our NATO allies to field interoperable

information systems is supplementing our own

modernization efforts. Cooperative efforts with

allies can help America gain access to advanced

foreign technologies while at the same time

enhancing the interoperability and effectiveness

of future coalitions.

 The Army’s Modernization Plan balances,

with risk, the demands for current and future

readiness within fiscal constraints. Because of

the great potential of information technologies,

digitization is a high priority for our near-term

efforts. Since maintaining interoperability is

The Army Modernization Plan

vital in fielding digitized systems, the Army will

field digital capability by Brigade Combat

Team, the critical grouping of combined arms

elements that wage the maneuver war.

Maintaining interoperability with the reserve

components is another important consideration
 41

http://www.army.mil

in the Army’s Modernization Plan. The plan

also emphasizes recapitalization of our aging

equipment, because the savings in operations

and sustainment costs generated by

recapitalization are critical to funding the

transition to the Army After Next.

 The long-term strategy for modernization

which the Army Modernization Plan describes

uses modernization goals, the six Army patterns

of operation from AV2010, and the results of

experimentation to prioritize investments and

acquisitions. This prioritization yields a twostage evolution to the AAN. The first stage,

Army XXI, is an essential step to ensure the

Army assimilates the revolutionary capabilities

of information technologies into its training,

force mix, doctrine, equipment, and leader

development while maintaining readiness

through the mid-term. Army XXI will achieve

these objectives by fielding systems that enable

the Army to achieve information dominance.

The AAN will couple these information

dominance capabilities with lighter, more agile

systems we expect to be possible with future

technologies. This section provides an overview

of Army modernization goals and surveys some

major systems that contribute to the six AV2010

patterns of operation.

 Army Modernization Goals

 The Army’s modernization strategy

establishes and pursues specific goals essential

to enabling AV2010 patterns of operation. The

five major goals of Army modernization are:

· Digitize the Army

· Maintain Combat Overmatch

· Sustain Essential Research and Development and Focus Science and Technology

to Leap-Ahead Technologies

· Recapitalize the Force

· Integrate the AC and RC.

The discussion in this section explains how

achieving these goals will equip our Army to

maintain full-spectrum dominance in the 21st

century.

 To achieve the capabilities required by

AV2010, the Army’s number one modernization

priority is to achieve information dominance in

the near- and mid-terms. Information dominance

stems from superior information systems and the

mindset and training that ensure soldiers are

prepared to win on the complex battlefield of the

future.

Digitize the Army

 The first Army modernization goal,

Digitizing the Army, is the means by which we

will achieve information dominance.

Digitization involves the use of modern

communications capabilities and computers to

enable commanders, planners, and shooters to

rapidly acquire and share information. This

enhanced ability to share information will

improve our ability to find and target the enemy

rapidly and precisely. Digitization is not a

This soldier is operating a work station in the Light

Digital Tactical Operations Center (LDTOC) during last

summer’s Rapid Force Projection Initiative Field

Experiment. The LDTOC packages digital technologies

for the Army’s light infantry divisions.
42

Army Posture Statement FY00

program in the traditional acquisition sense.

Rather, it is a broad effort to integrate command

and control hardware and software, the

underlying communications systems, and

weapons systems to provide information-sharing

throughout the battlespace.

The force with the fielded digital capabilities is Army XXI, the

intermediate force between the

Army of today and the Army

After Next.

 Our digitization efforts leverage the latest

advances in information technology from the

commercial sector. We will equip the

experimental force—the 4th Infantry Division

(Mechanized) at Fort Hood—with digital

capabilities by the end of FY00, and will digitize

III Corps by the end of FY04. The force with the

fielded digital capabilities is Army XXI, the

intermediate force between the Army of today

and the Army After Next.

 It is difficult to overstate the importance of

the initial goal of digitization. Since much of

this technology is available commercially,

timely investment is essential to maintain our

status as the world’s preeminent land combat

force in the information age.

Maintain Combat Overmatch

 The Army currently enjoys combat

overmatch in most ground combat systems. The

addition of Comanche and Crusader will add

decisive combat power to Army XXI and the

Army After Next. Modernization of current

systems is important to maintain overmatch as

threat capabilities improve. Improvements in

signature reduction, survivability, and air

defense protection by potential adversaries will

require corresponding improvements in target

acquisition, lethality, and range in order to keep

our current advantage. Preplanned Product

Improvement (P3I) programs will enhance

combat effectiveness through periodic, focused

technology insertions and will maintain much of

the industrial base. Making the minimal

improvements necessary to maintain combat

overmatch was a function of the Army’s decision

to accept risk in modernization in order to fund

near-term readiness requirements. The Longbow

Apache program is an example of how the Army

will use technology upgrades to maintain its

combat overmatch capabilities.

Sustain Essential Research and

Development and Focus Science and

Technology on Leap-Ahead

Technologies

 In recent years, the Army deferred the

modernization of many systems. Deferred

modernization creates a capability gap as current

systems approach wearout dates without

replacement systems ready for fielding. In order

to have systems with the required capabilities

and characteristics in the far term, the Army

must field some leap-ahead capability systems to

bridge the gap caused by modernization

deferrals. Focused Research and Development

(R&D) investments addresses this challenge by

accelerating essential leap-ahead technologies

and ensuring the industrial base is ready to field

the systems needed for Army After Next.

Developing technologies to make lighter, more

mobile, more supportable vehicles is an integral

part of the focused R&D strategy.
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Recapitalize the Force

 Recapitalization of worn

or dated equipment extends its

usability and effectiveness.

The Army recapitalizes its

equipment through a

combination of replacement

and refurbishment programs

that not only extend useful life,

but also reduce operating

costs. Current production and

fielding rates of many Army

systems do not meet the levels

required to prevent fleet aging

from becoming a chronic

problem.

...the Army’s modernization investments will shift to the procurement of leap-ahead systems...

Some examples of systems requiring

recapitalization include the Abrams and Bradley

powerpacks (engines), other armor systems, and

aviation Service Life Extension Programs.

Integrate the Active and Reserve

Components

 The Army will continue to modernize the

reserve components along a timeline that ensures

that AC and RC forces remain interoperable and

compatible. Initiatives to create multicomponent units underscore the importance of

this modernization goal. The reserve

components are at a historical high point in

modernization due to a combination of

procurement programs and equipment cascading

from AC forces. For example, M1/M1A1

Abrams tanks have replaced M60A3s in all

ARNG tank battalions, and five transport and

supply companies in the USAR have been

equipped with modernized Heavy Equipment

Transports.

 The Army’s modernization plan uses the

goals discussed above to allocate resources over

time to transform the Army from its current state

to Army XXI and then Army After Next.

Current modernization investments emphasize

fielding equipment with the latest information

technologies. This will allow the Army to train

its soldiers and leaders to operate effectively as

part of the digitized force, Army XXI, and give

that force as a whole “mental agility.” As the

evolution to the Army After Next continues, the

Army’s modernization investments will shift to

the procurement of additional advanced, or leapahead, systems that will be lighter and more

mobile. The force which combines the mental

agility of Army XXI with the physical agility

made possible by lighter systems is the Army

After Next, an Army able to assure readiness for

the 21st century.
44

Army Posture Statement FY00

 As stated previously, the Army has derived

six patterns of operations from the operational

concepts of JV2010 and likely land power

requirements of future national security

strategies. The U.S. Army 1998 Modernization

Plan links specific systems to each pattern of

operation. This section highlights some of the

systems and programs that contribute

significantly to the six patterns of operation.

Gain Information Dominance

 Fielding the systems necessary to gain

Information Dominance is essential to realizing

the potential of the Revolution in Military

Affairs. As mentioned previously, digitization is

not a single program but a broad effort affecting

many programs.

 The digitization effort ranges from upgrading

tanks and infantry fighting vehicles to

incorporate onboard computers to the fielding of

the Army Battle Command System (ABCS).

ABCS is the central framework for networking

the battlefield to execute military operations

faster and more decisively. It includes other

critical systems that will form the backbone of

the networked and digitized force. These

systems include the Army Tactical Command

and Control System (ATCCS); Force XXI Battle

Command Brigade and Below (FBCB2);

Maneuver Control System (MCS); Single

Channel Ground Airborne Radio System,

System Improvement Program (SINCGARSSIP/ASIP); Enhanced Position Location

Reporting System, Very High Speed Integrated

Circuitry (EPLRS-VHSIC); and the Joint

Tactical Radio System (JTRS). Together, these

systems will yield near real time situational

awareness throughout the force. Such situational

awareness, in turn, makes it possible to apply

combat power much more rapidly and

effectively than our enemies, increase the

survivability of our systems, and decrease

fratricide.

 Ensuring compatibility with other members

of the joint team is a critical part of attaining

information dominance. The Army Enterprise

Architecture (AEA) is the Army’s process for

developing and maintaining an integrated

information systems blueprint. This blueprint is

being developed in accordance with the 1996

Clinger-Cohen Act and will ensure Army

systems meet required compatibility standards

within DoD.

Project the Force

 In addition to the Army Strategic Mobility

Plan, which ensures the fielding of the Air Force

C17 Globemaster III and the Navy’s expansion

of its RO/RO sealift capability (discussed in

Chapter 2), another group of programs that

support Projecting the Force are those that

provide Logistics Over The Shore (LOTS)

capability. This set of systems includes vessels

to transport cargo from strategic sealift ships to

the beach, pier, or shore. Utility craft, such as

floating cranes, also contribute to LOTS

operations. By ensuring the Army can conduct

operations over unimproved shorelines and

through restricted access ports, LOTS equipment

enhances the Army’s ability to Project the Force.

Protect the Force

 Theater Air and Missile Defense (TAMD) is

a key requirement for Protecting the Force.

From initial entry to redeployment, Army air and

missile defense systems support the joint TAMD

 Fielding Required Capabilities
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architecture. In addition to defending against

aircraft, the Patriot system provides lower tier

protection against Tactical Ballistic Missiles

(TBM) within a limited area. Patriot Advanced

Capability-3 (PAC-3) will more than double the

defended area, defeat more capable TBM that

have more than twice the range of the Gulf War

threat, and increase missile accuracy and

lethality to effectively destroy TBM and cruise

missiles with WMD warheads. The Theater

High Altitude Air Defense System (THAAD),

currently being developed for possible

deployment in 2007, will provide wide-area,

upper-tier protection against TBM. The Army

also supports the continued development of a

system capable of providing force protection for

forward area critical assets against short-range

ballistic missiles and cruise missiles. The

Medium Extended Air Defense System

(MEADS) was being developed for this purpose.

No other planned or programmed TMD system

of any service can fill this role.

 Protection of maneuver forces against

attacking aircraft has been greatly enhanced with

the fielding of the Bradley Linebacker, the

Sentinel radar, and the Forward Area Air

Defense Command and Control System

(FAADC2). The future fielding of Avengers

with Slew-to-Cue capability will further improve

air defense capability. These improvements

provide greater lethality against existing and

emerging air threats and will increase the

survivability of our combat forces on future

battlefields.

Shape the Battlespace

 Shaping the battlespace refers to the

synchronized use of various Army assets and

weapons systems, such as long-range missile

fires, jamming, and deception, in conjunction

with maneuver, to overwhelm an enemy. The

destruction of enemy reinforcements with longrange fires before they can influence the fight is

an example. The capability to detect enemy

forces at great distances and transmit this

information to friendly forces, often referred to

as sensor-to-shooter linkages, are key to shaping

the battlespace. The Joint Surveillance Target

Attack Radar System (JSTARS) Ground Station

Module/Common Ground Station receives,

processes, manipulates, and disseminates data

from the airborne JSTARS radar, unmanned

aerial vehicles, and other tactical, theater, and

national systems. The Army Tactical Missile

System (ATACMS) Block IIA program

combines an extended-range missile (300 km)

with the Brilliant Anti-Tank munition to engage

moving armor formations effectively at great

distances. The capability to detect and disrupt

enemy formations at long range provided by

these systems is an important element of land

combat power.

Decisive Operations

 Decisive Operations compel the enemy to do

what friendly forces want them to do (e.g.,

retreat, surrender, etc.). In combat operations, Patriot Advanced Capability-3 will dramatically improve

lower-tier protection against Tactical Ballistic Missiles.
46

Army Posture Statement FY00

we achieve this result by winning battles. With

the exception of the M109A6 Paladin howitzer,

we currently have better systems than our

potential adversaries. However, other nations

are developing weapons that equal, and, in

some cases, surpass the weapons we currently

field. Further, the dramatic increases in system

capabilities made possible by emerging

information technologies could accelerate the

fielding of more capable systems by other

nations. This makes improving our current

systems critical to maintaining our current

combat overmatch.

 Several other nations, including Russia and

China, currently field howitzers with better

ranges and rates of fire than the Paladin. The

Crusader is the Army’s highest priority ground

combat modernization program. This howitzer

will give the Army a better system for providing

close artillery fire than that of potential enemies.

The Crusader features advanced technology,

including the world’s first fully-automated reload

system, which makes Crusader’s rate of fire more

than three times that of the Paladin. Other

incorporated technology advances ensure that the

Crusader will remain the world’s best close

artillery system well into the 21st century and the

AAN. While heavier than the current howitzer,

the threefold increase in rate of fire that Crusader

provides translates into a dramatic reduction in

the strategic lift required to provide fire support

for deployed forces because fewer Crusaders can

provide better fire support than a larger number

of the current howitzers.

 The reconnaissance, security, and attack

functions of Army aviation are keys to our

capability to conduct decisive operations. The

Longbow Apache fuses new technology with

proven performance to ensure our forces retain

the best attack helicopter into the next century.

The RAH-66 Comanche addresses the current

deficiencies in reconnaissance and security

helicopters (Kiowa, Cobra) by providing a day,

night, and adverse weather armed

reconnaissance capability. Comanche is fully

digitized, highly deployable, and is designed to

operate in the joint environment.

 The Abrams Upgrade and Systems

Enhancement Programs are other key pieces of

the Army’s modernization strategy. The upgrade

consists of converting M1 tanks to an M1A2

configuration through a number of

improvements which include a digital electronics

package, better armor, and better night vision.

The M1A2 System Enhancement Program

further improves the M1A2’s digital, night

vision, and on-board navigation system.

Because they enable each tank to send and

receive reports via digital command and control

systems, these upgrades are an important aspect

of digitizing the battlefield. Since the Army

cannot afford to upgrade all its tanks to the

M1A2 standard and continue to pursue other

important modernization objectives, some M1s

will be converted to M1A1D models. By

adding an applique computer, this upgrade gives

the M1A1D digital capability.

The RAH66 Comanche provides all weather, day and night

armed reconnaissance capability.
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Sustain the Force

 Sustainment enables all other patterns of

operation. The improved situational awareness

afforded by digitization is essential to achieve

both the Revolution in Military Logistics and the

capability for focused logistics envisioned by

JV2010. The Global Combat Support SystemArmy (GCSS-A) will be the automated system

that will provide global visibility of assets and

requirements. GCSS-A will interface with the

Combat Service Support Control System

(CSSCS), which is the component of the Army

Tactical Command and Control System that will

provide instant visibility of tactical logistics

requirements and assets. CSSCS features

automatic connectivity to consumption sensors

that eliminate the need for manual input from

logistical, medical, financial and personnel

systems. These systems, together with other

improvements in equipment, communications,

and organizational design, will help streamline

sustainment and contribute to reduced demand.

GCSS-A and CSSCS are key contributors to a

more responsive logistics system.

 Tactical Wheeled Vehicle (TWV)

modernization is another key to providing the

logistics capabilities required for the 21st

century. Approximately 25 percent of the TWV

fleet has exceeded its life expectancy. Congress

provided additional funds in FY99, which has

helped with the procurement of new vehicles.

To support the requirement of sustaining the

force and avoid the inefficiencies of maintaining

an aging fleet, the Army must continue funding

of TWV modernization, including recapitalization.

 The Total Army has decreased in size by 37

percent since the end of the Cold War. The

endstrengths recommended by the QDR

(480,000 AC and 530,000 RC) make the Army

as small as it can get while continuing to meet

the demands of the National Military Strategy

with acceptable risk. Further, reducing the size

of the Total Army is likely to increase the time

it takes to win future wars, with an attendant rise

in casualties.

 The Army has undertaken a number of

initiatives in the force structure arena. We are

continuing the Total Army Analysis process for

evaluating our force structure. Based on recent

experimentation, we have created a new design

for heavy divisions that exploits the potential of

digitization. Future light force experimentation

and ongoing initiatives to achieve seamless

Future Force Structure

integration of AC and RC forces will also

influence force structure in the near term.

Together, Total Army Analysis 2007 (TAA07),

the Heavy Division Redesign, the ARNG

Division Redesign, and the series of Total Army

integration initiatives reflect the Army’s efforts

to shape the force to best meet the requirements

of the NMS.

Total Army Analysis 2007

 The Total Army Analysis process provides

periodic assessments of Army force structure.

TAA07 will capture the full range of Army

requirements, going well beyond the possibility

of having to fight two nearly simultaneous,

major theater wars (MTW). TAA07 will be the

first study to evaluate the force requirements for

both the institutional and operational forces of
48

Army Posture Statement FY00

Army XXI. It will consider the full range of

emerging requirements, such as Homeland

Defense and Domestic Operations Support, and

will integrate Force XXI organizational designs.

As part of the ongoing TAA process, TAA07

will ensure that our Army is employing its total

strength in the most effective manner possible.

Division XXI: Redesigning the

Heavy Division

 The redesigned heavy division has fewer

people in both its armor and mechanized infantry

variants than the current Army of Excellence

(AOE) division due to the greater synergy and

efficiency made possible by digitizing the force.

The enhanced situational awareness made

possible by digitization allows maneuver forces

to move to points of positional advantage with

greater speed and precision, avoid enemy

strengths, and combine effects of direct and

indirect fires more quickly and effectively than

non-digitized forces. Consequently, the number

of main battle systems (tanks and infantry

fighting vehicles) decreases from 58 to 44 in

each line battalion in the Division XXI force

structure. The increased efficiency gained from

digitization in the logistics arena allows for a

reduction in the number of soldiers performing

the division’s combat service support functions.

In sum, the Division XXI armor and mechanized

infantry divisions are about 12 percent smaller

than their AOE predecessors, with total required

strengths of 15,593 and 15,812, respectively.

 The Division XXI design features a number

of innovations. Each variant has 513 Reserve

Component authorizations, including one ARNG

MLRS battery and one ARNG general support

aviation company. Embedding RC soldiers and

units in the Division XXI force structure

recognizes the essential role they play in Army

operations today and will facilitate sustaining

their readiness and rapid deployability in the next

century. Among its other features, the new

design adds a 49-man reconnaissance troop to

each maneuver brigade, and increases

mechanized infantry strength by including three

squads of nine men each in infantry platoons.

Based on the anticipated increase in direct

support artillery capability provided by the

Crusader, the Division XXI design reduces the

number of howitzers in the new division from 24

to 18. Overall, the new design significantly

reduces the number of people in our heavy

divisions as a result of the increased lethality,

survivability, and efficiency we expect from

digitization.

ARNG Division Redesign Study

 Total Army Analysis 2005 identified a

72,000-soldier shortfall between required and

available combat support (CS) and combat

service support (CSS) force structure. Two years

ago, the ARNG Division Redesign Study

recommended the conversion of approximately

48,000 personnel authorizations currently in

ARNG combat force structure to provide some

of this required CS and CSS structure. The

ARNG will convert six combat brigades (19,000

soldiers) between FY00 and FY05, with the rest

of the conversion taking place by the end of

FY09.

Overall, the new design significantly reduces the number of people

in our heavy divisions as a result of

the increased lethality, survivability, and efficiency we expect from

digitization.
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Total Army Integration

 The pace of operations demanded by the

NMS, resource constraints, and the historical

tradition of the citizen-soldier in America make

the further integration of the AC and RC an

essential priority for America’s Army. The

Army’s integration initiatives employ a

combination of enhanced senior leader

coordination mechanisms, leader and component

exchange programs, and multi-component

composite units to build the shared experience

and trust essential for a seamless Total Army.

Total Army integration initiatives demonstrate

our commitment to ensuring the efficiency and

relevance of Total Army force structure.

 To facilitate the tough force structure

decisions necessary to achieve peak efficiency,

the Army has moved aggressively to improve

communications among the senior leadership of

the components. The Assistant Secretary for

Manpower and Reserve Affairs has emphasized

the role of the Army Reserve Forces Policy

Committee, a committee composed of general

officers of all three components. The Vice Chief

of Staff re-energized another key avenue for

inter-component communication, the Reserve

Component Coordination Council, in order to

better address difficult policy and resourcing

issues. Although resource constraints require

sacrifices by all, retaining the bedrock

commitment to pursue the policies that best

serve the nation will enable our senior Army

leaders to speak with one voice and achieve the

goals of integration.

 The Army is expanding an initiative to embed

both active and reserve elements in one unit.

Programs ranging from simple leadership

exchanges to the establishment of multicomponent units at all levels seek to increase

cross-component understanding through shared

experiences. The Army is currently placing AC

officers in key RC command and staff billets.

This year, this program will be expanded to

include assigning RC officers to command AC

units. The creation of two integrated divisions,

each comprised of ARNG enhanced Separate

Brigades (eSB) under a headquarters

commanded by an AC major general, is another

AC/RC integration highlight for this year. The

division headquarters will be responsible for

training, readiness, and mobilization of the eSB.

We are also experimenting with using RC

companies to replace one of the companies in

our AC light infantry battalions. These

initiatives and others like them will create the

kind of flexible organizations able to respond to

emerging threats in both the international and

domestic arenas.

 Yet another initiative, divisional teaming,

establishes a habitual relationship between an

active component division and a reserve

component division. The RC division would

lead responses to certain kinds of contingencies,

such as disaster relief and response to domestic

emergencies, with the AC division providing

personnel and equipment to augment the reserve

unit. In the case of a contingency involving

deployment abroad, the AC division would

assume primary responsibility while accepting

augmentation from the associated RC division.

 Divisional teaming is in place today between

the 4th Infantry Division (Mechanized) and the

40th Infantry Division (Mechanized) of the

ARNG. Likewise, the 1st Cavalry Division is

teamed with the 49th Armored Division. Next

year, the 1st Cavalry Division will be able to use

its current experience in Bosnia to help prepare

the 49th Armored Division to assume

responsibility for Operation Joint Forge, the U.S.

portion of the Bosnia mission.

 Both the increased communication at senior
50

Army Posture Statement FY00

levels and the various proposals for blending

components at all levels have the potential to

enhance the future readiness of the Total Army.

Any significant Army operation today must draw

on the reserve components. The expanded role

of the Total Army in the execution of the NMS

makes rapport and cooperation among all

components essential for national security.

 The senior officer and NCO leaders of the

AAN are platoon leaders and privates today. In

addition to the fundamental mental and physical

toughness that will always be required of

warriors, the leaders of the AAN will require

broad proficiency in a wide range of complex

skills to win information-age battles. We are

preparing these leaders today just as we prepare

soldiers every day, all over the world—through

demanding training in our units and institutional

schools. The Revolution in Military Affairs

offers dramatic new opportunities on the

battlefield, but it also offers new opportunities to

leverage information technology for training

soldiers and leaders more efficiently and

effectively than we do today. The Total Army

School System (TASS) and improvements in

Training Aids, Devices, Simulators, and

Simulations will contribute significantly to the

preparation of tomorrow’s soldiers and leaders.

The Army Leader Campaign Plan

 The Army Leader Campaign Plan (ALCP) is

designed to integrate current leader development

efforts to produce leaders with the right values,

attributes and skills to be successful in direct,

organizational and strategic leadership roles.

The doctrinal basis for these efforts, Field

Manual 22-100, Army Leadership, has just been

rewritten to establish a common framework

incorporating the redefined Army values, a

character development model, and an ethical

climate assessment instrument. The addition of

Training Soldiers and Leaders

the Army values to new officer, NCO, and

civilian evaluation reports is one initiative under

the ALCP. Another is the increased emphasis on

leadership assessments in an operational setting,

such as at Combat Training Centers.

The Total Army School System

 The Army is using information technology to

improve how it teaches the many diverse

functional skills our soldiers need to acquire. All

soldiers and leaders must complete periodic skill

training to attain proficiency in the new

responsibilities associated with higher ranks.

The Total Army School System (TASS)

provides the requisite training through a network

of schools spread over seven geographical

regions and a distance education program based

largely on correspondence courses. Information

technology is helping streamline the TASS by

ensuring soldiers have easier access to

standardized Total Army Training System
 51

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Courseware (TATSC). TATSC is making it

easier for all soldiers to get the right training at

the right time, regardless of where they are.

 The Total Army Distance Learning Program

(TADLP) is one of the initiatives for making

required instruction more accessible to soldiers.

This program offers a significant means for

delivery of standardized individual, collective,

and self-development training to soldiers and

units at the right place and time through the

application of multiple means and technologies.

TADLP consists of a variety of different types of

instruction, including video tapes and interactive

multimedia instruction. The program is being

significantly improved through the use of videoteletraining (VTT) and web-based instruction.

Over 140 classrooms with VTT and CD-ROM

capability will be fielded by the end of FY99 to

both active and reserve component sites.

 The mission of the Total Army School

System is challenging. Through the TADLP and

TATSC, the Army is changing the education

paradigm for our soldiers and leaders to meet this

challenge. Eventually, these programs will

replace the current system of periodic instruction

with one in which soldiers and leaders participate

continuously in professional education

throughout their careers.

Training Aids, Devices,

Simulators, and Simulations

 As part of our ongoing efforts to increase the

efficiency of the Army, we are incorporating a

wide variety of TADSS to achieve the most

realistic training possible at the lowest cost.

TADSS refers to a wide range of equipment and

software, from the simple laser that replicates the

firing of a rifle or machine gun to the complex

computer programs that drive computer-driven

command post exercises to help train staff

officers and NCOs at battalion and higher levels.

TADSS is a valuable supplement to the live field

training that is the foundation of readiness.

 Computer simulations of combat operations

are useful staff training tools. The Battle

Command Training Program (BCTP), for

example, provides an experience analogous to

the combat maneuver training centers for corps,

division and RC brigade staffs. The BCTP

subjects staffs to fast-paced, simulated combat

operations and generates the associated

information flow to test the staff’s ability to track

subordinate units and plan future operations

around the clock for several days. The virtual

“enemy” is maneuvered by a professional cadre

well-versed in current U.S. doctrine, making

every BCTP event a challenging training

exercise.

 Weapons system simulators replicate the

functioning of advanced weapon systems, such

as the Bradley Infantry Fighting Vehicle or an

attack helicopter. The efficiencies possible

through the appropriate use of these TADSS are

obvious. Helicopter simulators, for instance,

enable air crews to achieve training proficiency

on certain tasks and thus reduce the actual

helicopter flying hours required for training.

 In many cases, TADSS afford the Army a

way to attain levels of readiness that would

otherwise be impossible to achieve within safety,

environmental, and resourcing constraints.

Future TADSS will incorporate the Synthetic

Environment (SE) Core in which a group of

related systems simulators (e.g., Close Combat

Tactical Trainer, Aviation Combined Arms

Tactical Trainer, Fire Support Combined Arms

Tactical Trainer II, etc.) will be integrated to

conduct high fidelity combined arms operations.

The SE Core concept will allow commanders to

simultaneously train all battlefield operating
52

Army Posture Statement FY00

A soldier from the 1st Support Battalion, Multinational Force and

Observers, competes on an obstacle course in the Sinai.

systems, in real time and on the terrain of choice,

across the full spectrum of military operations.

The synthetic environment will link live, virtual,

and constructive domains. These TADSS will

substantially supplement, but cannot replace, the

necessary field training that allows soldiers to

train to proficiency on actual equipment while

exposed to the full effects of weather and terrain.

 The changes embodied in the Army’s

modernization, force structure and training

initiatives are truly revolutionary. As we

implement these initiatives, it is important to

balance our desire to make the changes necessary

to maintain readiness with the need to preserve

the fundamental qualities that have been and

remain the bedrock for success in battle. We

must continue to ensure that our soldiers embrace

the essential values that have been the soul of

our Army since its birth.

 The values of loyalty, duty, respect, selfless

service, honor, integrity, and personal courage

are deeply rooted in our American character.

These values have been the hallmark of the

American soldier for over 223 years. While these

values are not new, competing values in our

society can obscure and dilute them. This

section provides an overview of the initiatives

designed to ensure that our values remain the

central feature of our Army.

The Human Relations

Action Plan

 Our Human Relations Action Plan,

published in September 1997,

responded to incidents that revealed

equal opportunity and sexual

harassment problems in our ranks.

The Army has implemented a series of

initiatives outlined in the plan to fix

these problems: an emphasis on

teaching Army values and traditions in

Preserving Army Values

Initial Entry Training and in the Army at large,

the assignment of additional personnel to

improve supervision of Initial Entry Training,

and the implementation of Army-wide Character

Development XXI initiatives. Additionally, the

Army is increasing the number of Equal

Opportunity Advisors from 350 to 500. This

year, a reassessment of the human relations

environment throughout the Army will

determine the effectiveness of the measures

implemented under the Human Relations Action

Plan.

Character Development XXI

Character Development XXI implements

initiatives in doctrine and policy, training and

education, and communication to strengthen the

values focus of our Army. Policy initiatives

include the revision of the Army leadership

manual and evaluation instruments for officers,
 53

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NCOs, and Army civilians discussed previously.

In the training arena, the Army has lengthened

Initial Entry Training by one week to permit

increased training on Army values and

disseminated an Ethical Climate Assessment

Survey for use by Army leaders.

Communications initiatives emphasized the

Army’s values through measures like the

production of the video “Living Army Values”

and the distribution of soldier cards and values

tags to all soldiers.

The Consideration of Others

Program

 The Consideration of Others Program

consists of regular small-group discussions

oriented on values. Soldiers’ lives are full of

opportunities to meet the high standard of Army

Soldiers’ lives are full of

opportunities to meet the high

standard of Army values...

values, from the way they treat other soldiers in

their units to the performance of routine

inspections during guard duty. The

Consideration of Others Program fosters better

understanding of Army values by allowing

soldiers and leaders to focus on the concrete

aspects of their organizational and training

environment that directly illustrate Army values

in action. The program is based on the

successful approach used at the United States

Military Academy, and it has been implemented

Army-wide as a recurring, mandatory

requirement.

 The Army is implementing a comprehensive modernization plan based on the anticipated

requirements of future strategy and extensive experimentation with emerging technologies. The

execution of this plan will provide the Army with the capability to conduct prompt and sustained

operations on land throughout the full spectrum of military operations in the 21st century. The new

equipment and initiatives that will realize the Revolution in Military Affairs do not change the fact

that quality soldiers are the single most important factor in achieving both current and future

readiness. The Army’s focus on traditional values–the source of our organizational excellenceis a

critical aspect of attracting, developing and retaining quality soldiers and leaders.

“Officers and men must know their equipment. They must train with the equipment they

intend to use in battle. Equipment must be in the best operational condition when taken to the

Theater of Operations.”

General George S. Patton, Jr.

 Conclusion
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Army Posture Statement FY00
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Chapter 4

The Army Community–

Getting the Balance Right

 America’s Army is a community united by its special purpose to defend the Constitution of

the United States. We are a community rooted in service, with installations and organizations

in every state and around the world. These Army communities are good stewards of our

Nation’s sons and daughters, committed to providing a good quality of life and a familyfriendly environment. They are also good stewards of the Nation’s financial, natural and

cultural resources, pursuing every reasonable efficiency and striving to comply with Federal

and state regulations. The Total Army serves the Nation not only through our readiness, but

in the way that readiness is achieved—while taking care of its people and the other resources

entrusted to its care.

 Army installations and organizations take care of soldiers, Army civilians, and family

members through a collection of programs and activities that range from providing medical

care to Morale, Welfare, and Recreation activities. These activities aim to preserve the quality of life within the Army community.

 Whether striving to remain ready through rigorous training or applying the skills gleaned

from training to the execution of the NMS, the Army is committed to be an efficient organization. Army efficiencies and Army support for the wide-ranging DoD Defense Reform Initiatives are making a difference: The Army is programmed to achieve about $10 billion in

savings over the Future Years Defense Plan. By streamlining, privatizing, and seeking cost

reductions across a full range of activities and processes, the Army is harnessing the Revolution in Business Activities to improve both effectiveness and efficiency.

A Community With a Mission

 America’s Army is a community with a

mission: to fight and win America’s wars. For

the Army, this mission requires constant

readiness to conduct prompt and sustained

operations throughout the entire spectrum of

military operations. Military service places

unique demands on military members, their

families, and the civilians who work with them.

These shared sacrifices forge common interests

and form the foundation of the military

community.

 The physical manifestations of the Army

community today are our installations and organizations, just as they were when frontier outposts guarded key routes and points of access to

the nation. Many soldiers and their families live

in military communities located and designed to

support the Army’s mission. Our military communities are also important for the readinessenhancing functions they perform. Installations
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Army Posture Statement FY00

manage the land the Army uses for training as

well as many other resources that contribute to

readiness. They oversee many programs that

contribute to the quality of life of soldiers and

their family members. The sections that follow

describe important Army-wide programs and

procedures for managing installations and organizations. These programs incorporate safety into

Army operations, maintain quality of life, sustain the environment, and improve efficiency.

 Army installations range in size from the

small outposts that support peace operations in

Bosnia and other places around the world to

major bases that combine large maneuver

training areas with communities the size of small

towns. Installation staffs perform over 100

functions that parallel those of a city, business

or commercial enterprise. They operate in

accordance with Army regulations and standards.

Efforts to increase efficiency and readiness

Army-wide have led to the development of a

comprehensive, annual report to monitor the

status of key installation functions and facilities;

a vision to guide the evolution of Army

installations into the next century; and a

comprehensive effort to manage the increasingly

complex network of installation computers and

information systems.

The Installation Status Report

 The Installation Status Report (ISR), a

decision support system designed to assist the

Army’s senior leaders in the management of our

installations, provides an assessment of the status

of facilities, environmental compliance, and

services both on individual installations and

Army-wide. The ISR provides assessments of

installation readiness to perform missions such

as supporting deployments and conducting

mobilization training. In addition to helping

installations and organizations comply with

Federal and state regulations, it is a useful tool

Managing Army Installations and Organizations

for informing resource allocation decisions.

Installation Vision 2010

 Installation Vision 2010 (IV 2010) is the

conceptual template for installations that

supports Army Vision 2010. It is based on five

tenets: Maintaining Readiness, Providing

Power Projection, Maintaining Quality of Life,

Sustaining the Environment, and Operating

Efficiently. For each tenet, IV 2010 assigns

specific goals and strategies to achieve those

goals. By providing guidance and standardized

strategies for achieving common goals, IV2010

will promote installation management

efficiencies Army-wide.

Installation staffs perform

over 100 functions that parallel those of a city, business or

commercial enterprise.

The Installation Information

Infrastructure Architecture

 The Installation Information Infrastructure

Architecture (I3A), a component of the

overarching Army Enterprise Architecture

effort discussed in the last chapter, ensures

Army systems relying on information

technology meet Army and DoD capability and

compatibility requirements. The I3A provides
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a tool for managing installation information

technology resources down to individual building

level. By showing the existing and planned

information technology infrastructure, the I3A

helps the installation Director of Information

Management decide where and how to best use

available resources. A related security

architecture helps the Army protect its

information systems.

 The Army operates the largest, most

comprehensive safety program in the world.

Protecting its people and preventing the

accidental loss of resources is a top priority for

the Army’s leadership. The Army has

experienced dramatic improvements in its safety

record over the past few years.

 Army safety activities are organized to

protect the force and enhance warfighting

effectiveness through a systematic and

progressive process of hazard identification and

risk mitigation that is embedded in Army

doctrine. Commanders use this risk

management process to identify safety problems

before they can degrade readiness or mission

accomplishment. When they identify safety

problems, commanders take action to address

them. The Army integrates risk management

into all its day-to-day processes: from the

sustaining base to combat training centers and

from testing and depot activities to all types of

contingency operations.

 Besides protecting the force during

operations, emphasis on safety at installation

level insures that Army communities are safe

places to live and work. Safety offices on Army

installations are directly linked to the command.

Installation safety managers are direct advisors

to installation commanders. Each installation

safety manager is responsible for the design,

development, and execution of an installation

safety program tailored to the unique mission

functions of the installation. Safety offices on

Army installations monitor safety trends

identified by the Department of the Army and

major command (MACOM) safety offices.

 Quality of life for our soldiers and their

families is a top priority for the Army leadership

because it plays a key role in Army readiness.

Besides influencing recruitment and retention,

installation programs and services help soldiers

and their families cope with increased

PERSTEMPO, frequent relocations and

deployments, and long separations.

Safety

Quality of Life

A NCARNG soldier mans a portable fire suppression

system during training on forward arming and refueling

techniques for his unit’s attack helicopters at Fort Hood,

TX.
58

Army Posture Statement FY00

 To track the attitudes of soldiers and their

families towards quality of life and other

important issues, the Army uses the Sample

Survey of Military Personnel (SSMP). The U.S.

Army Research Institute for the Behavioral and

Social Sciences conducts the SSMP semiannually in the spring and fall. SSMP results

contribute to the development of strategies for

maintaining quality of life. These results indicate

that the programs and facilities discussed in the

following paragraphs––Army family and single

soldier housing; healthcare; commissary and

exchange privileges; family programs; and

morale, welfare, and recreation (MWR)

programs––are all important contributors to

quality of life for soldiers and their families.

Army Family Housing

 The Army’s leadership is committed to

providing high quality Army Family Housing

(AFH). The cost of achieving this goal exceeds

the funding level available. Our strategy for

attaining the goal of quality housing while

avoiding the high cost of revitalizing and

sustaining AFH is to privatize and transition to

a business basis all AFH operations and

management to the maximum extent possible.

 The 1996 Military Housing Privatization

Initiative, also known as the Residential

Communities Initiative (RCI), authorizes the use

of appropriated funds and Army property to

attract private-sector capital and expertise for

operating, managing, repairing, improving and

constructing military housing in the United

States. The principal objective of the RCI, part

of the DoD Defense Reform Initiatives discussed

later in this chapter, is to eliminate inadequate

military housing by the year 2010. Although RCI

has not been authorized overseas, the Army

intends to privatize all Army Family Housing in

the United States by 2005. The first Army RCI

project, at Fort Carson, Colorado, involves

having a business lease land and housing from

the Army and use them to meet Army Family

Housing requirements. The organization will

revitalize the inventory and build 840 new units

within five years. In addition, it will own, operate

and maintain the inventory for 50 years. Families

will pay rent, but the rent will not exceed

allowances. In addition to the Fort Carson

project, additional RCI projects at 42

installations, including about 85,000 units, are

either being planned or are under development.

When complete, the Army community will have

improved quality of life and divested a major

resource burden.

 While the RCI initiative is gaining

momentum, the Whole-Neighborhood

Revitalization Program (WNRP) is an ongoing

program for systematically improving existing

AFH. The goals of this program are to improve

housing to current standards, reduce recurring

maintenance and repair costs, and reduce energy

and utility costs. There are 12 funded WNRP

projects (10 in the United States and 2 in Europe)

for FY99. FY99 is the last year the Army will

fund the WNRP in the United States; beginning

next year the program will be funded exclusively

overseas, where it will remain the Army’s tool

for managing AFH until RCI authority is

extended to overseas areas.

Single Soldier Housing

 Quality barracks for our single soldiers

provide a safe, clean living environment and

support both recruiting and retention efforts.

Modernizing permanent-party, single soldier

housing to what we call a “1+1” standard is our

highest priority for facilities. The 1+1 standard

provides each soldier with a private living/

sleeping area as well as a service area (with

refrigerator and microwave) and a bathroom

shared with one other soldier. The Army aims
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http://www.army.mil

to achieve this standard in the United States by

2008. With some funding assistance from host

nations, we should also achieve the 1+1 standard

in Europe by 2010 and in Korea by 2012.

 The Army has undertaken a reexamination of

barracks design for soldiers undergoing initial

entry training (IET). The Trainee Barracks Design

Subcommittee will work from the existing

standard design developed in 1986. As part of

the process of defining future facility

requirements, this Subcommittee will challenge

all assumptions about how soldiers in IET live and

train.

Medical Care

 The Army completed implementation of the

TRICARE program in the last of eleven

TRICARE regions in June, 1998. The TRICARE

program offers CHAMPUS-eligible beneficiaries

three options for obtaining health care: TRICARE

Prime, Standard or Extra. Automatically enrolled

in TRICARE Prime, active duty personnel

continue to have their health care needs managed

in military medical treatment facilities and pay

nothing out of pocket for referrals to civilian

providers. Depending on the rank of their

sponsor, the enrolled families of active duty

soldiers pay $6 or $12 for each outpatient

visit to nonmilitary medical care facilities.

TRICARE Standard and Extra benefits are

the same as under the CHAMPUS program,

with the exception that TRICARE Extra

offers discounts for beneficiaries who use

providers from a preferred provider

network. Non-Medicare-eligible retirees

under age 65 pay an annual enrollment fee

of $460 per family (or $230 for the retiree

alone) in addition to the copayments.

 Although Medicare-eligible retirees are

currently ineligible for TRICARE coverage,

the Army began a demonstration program in

September 1998 to test using the military

program to provide care for these retirees. The

1997 Balanced Budget Act authorized the

Health Care Financing Administration to

reimburse DoD medical facilities for care

provided to the retirees who participate in this

demonstration. DoD expects to implement

Medicare subvention system-wide upon

successful completion of the demonstration.

 The level of enrollment in TRICARE

indicates the high value military members place

on the benefit of high-quality medical care for

themselves and their families. This benefit

reassures deployed soldiers that their families

will receive adequate care. The Army

aggressively supports the TRICARE managed

care program and managed care support (MCS)

contracts, and continues to work with the Office

of the Assistant Secretary of Defense (Health

Affairs) to tailor TRICARE to better suit service

readiness and patient needs.

 Families of active duty soldiers receive dental coverage through the Family Member Dental Plan that covers a significant portion of dental procedures. Soldiers pay monthly premiThe level of enrollment in TRICARE indicates the high value

military members place on the benefit of high-quality medical

care for themselves and their families.
60

Army Posture Statement FY00

ums of $8.09 for one additional family member

and $20.00 for more than one additional family

member to be covered under this plan. Starting

in February 1998, retirees and their family members began enrolling in the newly established

Department of Defense Retiree Dental Plan that

charges premiums according to a retiree’s geographical region and number of people covered.

The presence of commissaries

and exchanges reduces the

uncertainty of frequent relocations, particularly for soldiers

and family members moving

overseas for the first time.

Commissaries and Exchanges

 Commissaries and exchanges continue to be

a benefit our soldiers, retirees and their families

value highly. Results from a recent SSMP

(Spring, 1998) indicated that commissary and

exchange privileges are the two factors (out of

56) with the highest levels of satisfaction (over

70 percent) for enlisted soldiers. Commissary

privileges also were the single factor with the

highest level of satisfaction among officers (82

percent).

 Commissaries and exchanges are an important

contributor to military quality of life. These

facilities offer an economical alternative to

shopping in commercial grocery and department

stores. Additionally, revenues generated by

exchange profits contribute to installation morale,

welfare, and recreation programs. The presence

of commissaries and exchanges reduces the

uncertainty of frequent relocations, particularly

for soldiers and family members moving

overseas for the first time. For those stationed

overseas, commissaries and exchanges often

offer the only practical access to American

products.

Morale, Welfare, and Recreation

Programs

 Army MWR programs improve soldier

readiness by promoting mental and physical

fitness, increasing family wellness, and

enhancing soldier and Army civilian quality of

life. The programs offer a variety of recreational

activities: sports and fitness facilities, libraries,

indoor recreation centers, outdoor recreation

centers, arts and crafts facilities, automotive skills

facilities, and entertainment and leisure travel

programs. Among enlisted soldiers surveyed in

the SSMP, the quality and availability of Army

recreation services received the third and fourth

highest levels of satisfaction. The availability

of recreation services was also important to the

officers surveyed––rating third overall on the

SSMP.

 Civilian MWR professionals support major

deployments by providing a range of MWR

services for deployed soldiers and Army

civilians. For instance, 139 civilian professionals

have voluntarily served in the Operation Joint

Endeavor/Guard/Forge Area of Responsibility

(AOR), promoting physical fitness and providing

recreation, social and other support services. At

the end of FY98, 21 MWR specialists were

operating 30 MWR service points in the Bosnia

AOR, supporting soldiers with DoD and United

Services Organization (USO) entertainment

programs, recreation programs, and special

events.
 61

http://www.army.mil

Army Family Programs

 Army Family Programs help soldiers and their

families balance the demands of military life,

provide a forum for addressing quality of life

issues, and assist families in handling the stress

of deployments. These programs are an

important asset for our Army because 62 percent

of our soldiers are married, and another four

percent are single parents. By increasing our

families’ self reliance and improving access to

the support available from within our

communities, Army Family Programs are a

“force multiplier” that enhance readiness.

 Army Child and Youth programs support

Army families by making high quality, affordable

services accessible to soldiers. The Army

matches child care fees paid by parents with

appropriated fund support. Family Child Care

homes help meet specialized care requirements.

Computer labs, homework centers, and summer

camps are available for school-age children.

Middle school and teen open recreation programs

go beyond traditional sports and recreation by

providing supervision that helps these

impressionable youngsters learn appropriate and

healthy behavior. All of these programs help

balance the demands of the Army with the needs

of Army families.

 The Army harnesses the volunteer spirit of

its members through Family Support Groups

(FSGs). These groups provide a strong internal

support network for Army families. FSGs are

voluntary organizations centered around the

soldier’s assigned unit. Scheduled meetings,

telephone rosters, and newsletters foster

communication and friendship within the unit

“family.” Many FSGs schedule regular activities

designed to provide social and emotional support.

When a unit deploys, the FSG becomes a

mechanism to focus community support for the

families of deployed soldiers. Family Assistance

Centers (FAC), operated by Army units and

installations during major deployments, work

closely with FSGs to provide assistance,

information, and referral to soldiers and family

members. FACs have direct access to the

resources available in key community agencies,

like the Red Cross, Army Community Service,

and the Judge Advocate General.

Family Support Groups provide support for deployed

soldiers and their families.

 The Army Family Teambuilding Program

(AFTB) enhances personal and family

preparedness for three audiences: soldiers,

civilians serving in positions that might require

deployment, and families. Each track provides

training on Army community resources. AFTB

promotes self-reliance in those new to the Army,

and also prepares leaders in the FSGs and units

to assist others with problems. In the family

member track of AFTB, the training begins with

an orientation to the military for new members,

and it provides a vehicle for welcoming new

people into the community as well as teaching

the “nuts and bolts” of Army life and Army

community resources.

 The Army Family Action Plan (AFAP) is one

of the Army’s most effective tools to manage
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Army Posture Statement FY00

change and help maintain high quality of life

standards for soldiers, family members, and

civilian employees. By providing a forum for

installation and Army quality-of-life issues, the

AFAP gives commanders and leaders an accurate

assessment of how the people in their

organizations view Army quality of life. The

AFAP process begins with local conferences,

where representatives of the installations’

organizations identify issues of concern and

recommend solutions. Most issues are resolved

at local level, but some are forwarded for action

at higher levels. To date, issues raised through

this forum have led to 54 pieces of state and

national legislation that benefit all military

families. The program has also contributed to

Army quality of life by generating important

policy revisions, programs, and services.

 Army Family Programs are an important

resource for making the Army more than just the

sum of its parts. By easing access to essential

services and harnessing the spirit of volunteerism,

these programs foster a spirit of sharing and

caring that help make the Army a “family

friendly” community.

Retired Soldiers

 The Army community includes over 900,000

retirees and surviving spouses. These valuable

members of our community provide a tangible

reminder of the dedicated service of countless

soldiers throughout our Nation’s history. Many

retirees are active members of unit associations

that foster esprit among today’s soldiers through

ceremonies commemorating past unit

achievements. They also sponsor volunteer

projects in local communities and support

recruiting efforts. For today’s soldiers, retirees

are a compelling example of Army values and

an important reminder of our duty to something

larger than ourselves.

 The Army recognizes environmental

stewardship as necessary to conserve the Nation’s

natural resources and promote a world that

supports the quality of life of future generations.

Accordingly, the Army executes no mission

without addressing its environmental impact.

The environmental program sustains readiness,

improves the Army community’s quality of life,

strengthens community relationships, and

provides sound stewardship of resources.

 Compliance with environmental laws and

regulations protects the environment,

demonstrates stewardship, and prevents costly

fines and penalties. The Environmental

Compliance Assessment System (ECAS) is the

cornerstone for Army compliance. These

Sustaining the Environment

external assessments are conducted at active

Army installations, National Guard facilities, and

Army Reserve Centers. In addition, the Army

uses the Installation Status Report as an internal

audit system at all active and reserve installations.

This annual report highlights areas of excellence

in an installation’s environmental program and

pinpoints areas for improvement.

 Pollution prevention shifts the Army’s

environmental focus from compliance and

restoration to reduction or elimination of

pollution at the source before it enters the

environment. It provides a high return on

investment through cost avoidance. Pollution

prevention supports readiness by reducing

maintenance and supply costs through centralized
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management of hazardous materials. By

promoting non-hazardous substitutes for

hazardous materials, it reduces the

volume of hazardous waste disposed and

the associated compliance overhead.

Pollution prevention supports Army

modernization through promotion of

materials and processes that preclude

future environmental liability.

 Conservation of natural and cultural

resources preserves the Army’s 12

million acres for readiness activities.

Conservation enables a realistic training

environment; it also provides a clean,

healthy environment for the recreation

of soldiers, their families and the general

public.

 Through the Installation Restoration Program,

the Army has acted aggressively to evaluate

contamination from past practices and then take

the appropriate steps to restore affected areas.

To evaluate a site, the Army conducts a technical

assessment and classifies each site according to

their relative risks (high, medium or low) The

Defense Planning Guidance (DPG) has

established goals for reducing all such sites by

2014. The Army will fund restoration

sufficiently to maintain progress towards meeting

DPG goals.

 Over the last ten years, the Army has made

great progress in reducing costs and increasing

the effectiveness of its business processes. The

latest effort–the Defense Reform Initiative–

includes several efficiencies that are already

included in our Future Years Defense Program.

We expect to achieve about $10 billion in savings

from efforts like the Revolution in Military

Logistics, acquisition reform, A-76 cost

competitions, and infrastructure management

initiatives. By reducing costs or improving

effectiveness, each of these programs has helped

the Army to meet the requirements of the

Defense Reform and Army Initiatives:

Assuring A Revolution In Business Affairs

National Military Strategy as our force and

funding has grown significantly smaller.

 Though not strictly a part of the Defense

Reform Initiatives, Total Army Quality (TAQ)

and Army Performance Improvement Criteria

(APIC) support the intent of the DRI by fostering

efficient processes throughout the Army. TAQ,

an adaptation of successful commercial

management practices to the “business” of

military readiness, is the Army’s strategic

management approach. The APIC provides a

systematic framework for assessing continuous

improvement through seven proven criteria.

Fort Carson received awards from both the Secretary of the Army

and the Secretary of Defense last year for its use of innovative

technologies and integration of pollution prevention techniques in

military operations.
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Army Posture Statement FY00

They are based on the Malcolm Baldrige Criteria

for Performance Excellence used by leading

American businesses and industry. By applying

TAQ and APIC, the Army is streamlining and

continually improving business operations and

practices. This is evidenced by the three Army

organizations that have earned the Presidential

Award for Quality, the highest recognition given

by the Federal government to organizations that

implement best business management

techniques, strategies, and performance

practices: the U.S. Army Tank-Automotive

Research, Development and Engineering Center

in Warren, MI (1995), the U.S. Army Research,

Development and Engineering Center in

Picatinny Arsenal, NJ (1996), and the U.S. Army

Infantry Center and Fort Benning in Fort

Benning, GA (1997). TAQ has contributed to

many of the efficiencies discussed in this section.

Reinvention

 The National Partnership for Reinventing

Government (NPR) is an attempt to improve efficiency by implementing the imperatives of putting customers first, empowering employees,

cutting red tape, and eliminating activities that

do not support core missions. Army support for

this program has led to the creation of 47 reinvention laboratories and six reinvention centers.

The commanders of these organizations have the

mandate to reinvent processes and waive DoD

regulations as needed. At the end of FY98, the

Army had implemented 333 reinvention waivers, and in concert with DoD, is developing a

process to review reinvention waivers for broader

application department-wide. Army

reengineering efforts continue to receive executive branch recognition through competition for

the Vice President’s Hammer Award. The Hammer Award recognizes teams whose reinvention

actions have led to new processes that support

the NPR imperatives. Through FY98, 55 Army

teams had received a Hammer Award. The 23

Hammer Awards approved last year (FY98)

promise savings in excess of $465 million.

Acquisition Reform

 Acquisition reform is a key component of the

Defense Reform Initiative and has been a major

part of the business transformation of the Army.

Continuing to lead the way in acquisition reform,

the Army is acquiring equipment and services

more quickly and at less cost. The Army continues to lead the way in acquisition reform. Our

successful Government Purchase Credit Card

program for simplified acquisitions (95 percent

usage) led to the Deputy Secretary of Defense

directing the Army to lead a joint Program Management Office. This office is responsible for

ensuring that over 90 percent of DoD is using

the card by January 1, 2000. We are also a leader

in implementing the DoD “paperless contracting” initiative, and are scheduled to complete

fielding of the Standard Procurement Systems

during the first quarter of next fiscal year. The

Past Performance Information Management System (PPIMS) has been another contributor to

Army contracting efficiency since it was implemented at the beginning of FY98. With PPIMS,

contracting officers can quickly check the past

performance of contractors to determine their

history of contract execution. Overall, the Army

has reduced its cost to contract per dollar obligated by over 50 percent in the last 14 years.

 Our proactive training and continuing education program for Army contractors have been

instrumental in the success of our acquisition

reform effort. We are leading DoD in requiring

and offering continuing education for its contracting workforce. The Army Civilian Training Education Development plan requires contractors to

complete 80 Continuing Education Units (CEU)
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every two years. The Office of the Deputy

Assistant Secretary of the Army (Procurement) awards CEUs for the Acquisition

Reform training that it offers. Since 1993,

the Army has trained over 12,000 acquisition professionals on acquisition reform.

Streamlining Civilian

Personnel Administration

 In response to NPR streamlining mandates to reduce overhead, the Office of

the Secretary of Defense (OSD) directed

the military departments to regionalize civilian personnel services. The Army is

leading DoD in the implementation of this

initiative, with regionalized civilian personnel

services in effect for approximately 96 percent

of the Army’s civilian workforce at the end of

FY98. Army Civilian Personnel Operations

Centers (CPOCs) achieve economies of scale by

performing automated functions that do not require face-to-face interaction. Small on-site

staffs at Civilian Personnel Advisory Centers

(CPACs) remain at installations to provide advisory services to commanders, managers, supervisors and employees.

Financial Management

 Financial management practices have steadily

improved as DoD struggles to improve its accountability and stewardship of the nation’s resources. In the Army, these efforts are directly

responsive to the Government Performance and

Results Act (GPRA) and the Chief Financial

Officer’s (CFO) Act. The GPRA, established in

1993, requires Federal agencies to develop and

establish strategic plans, performance measures,

annual performance plans, and performance reporting. In support of DoD execution of GPRA

requirements and in accordance with DoD guidance, the Army continuously reviews and monitors its strategic plans and mission objectives.

The CFO Act, established in 1990, puts the Federal government on a “private industry” standard

for financial reporting by requiring annual, audited financial statements. To meet the intent of

this law, the Army has made great progress in

integrating its functional and financial systems

to achieve single-source, transaction-driven financial control. When completed, decision makers will have accurate and timely financial management information and financial statements

with unqualified audit opinions.

Activity-Based Costing

 Activity-Based Costing (ABC) is the Army’s

tool for implementing cost management, a

process of continuous improvement that focuses

on cost and performance to gain efficiencies and

improve operations. Local managers trace the

cost of resources consumed to provide products

or services. The program encourages cost control

through rewards and incentives. The Army has

a number of ABC efforts ongoing. U.S. Army

Forces Command (FORSCOM) is instituting

ABC methodologies across all of their

installations. Installation directorates have

developed models to measure the cost of the

Acquisition Reform Week at U.S. Army Forces Command

(FORSCOM) highlights acquisition reform efforts at many

FORSCOM installations.
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Army Posture Statement FY00

garrison support activities. These installations

have identified areas for business process

reengineering through their ABC efforts.

TRADOC has ABC efforts underway at Fort

Huachuca, AZ and Fort Knox, KY. Army

Materiel Command has implemented ABC at

Picatinny Arsenal, NJ and Corpus Christi Army

Depot, TX.

A-76 Cost Competition Studies

 The Army’s A-76 Cost Competition Studies

are a major part of the Defense Reform Initiative.

These studies evaluate whether a given activity

can be provided most efficiently by a streamlined

government work force or by a commercial

provider. The Army plan is to complete A-76

studies of about 73,000 positions by FY05,

including all commercial activities and some

activities currently considered governmental.

Since FY79, the Army has completed A-76 cost

competitions for functions covering over 25,000

positions. Nearly two-thirds of these positions

(13,000 civilian and 2,900 military) were

converted to contract. The average savings

achieved by these studies, either by outsourcing

to a private competitor or instituting a

reengineered process within the current activity,

has been about 28 percent of the pre-competition

cost.

Base Realignment and Closure

 Base Realignment and Closure (BRAC) is one

way the Army reduces its excess infrastructure.

The Army has already closed 102 of the 112

bases scheduled for closure in the United States

and has nearly completed the 667 overseas

closures resulting from the BRAC process thus

far. The Army is on schedule to complete the

closures authorized in the most recent BRAC

process.

 The annual savings from BRAC actions

currently being implemented exceeds the annual

costs of implementation. Although the Army will

spend $5.2 billion implementing current BRAC

actions, about 32 percent of that amount is

invested in constructing or modifying facilities

at locations that are gaining realigned activities.

With the completion of scheduled closures under

current BRAC authority in FY01, the Army will

have reduced its infrastructure by 30 percent

since the Cold War. Additional base closures

can realize even more cost-effective savings.

While closing installations costs alot in the near

term, the long-term benefits in terms of Army

efficiencies and property made available for

public use exceed the costs. The Army supports

the DoD position requesting additional BRAC

authorizations as part of our continuing defense

reform efforts.

Other Infrastructure Management

Initiatives

 In addition to implementing BRAC decisions, the Army also has a host of other equally

important initiatives that contribute to improved

economic efficiency and combat capability in

both the active and reserve components. The

Army is reducing costs and managing its infrastructure more efficiently through several infrastructure management programs that are part of

the Defense Reform Initiatives. These efforts

include initiatives to dispose of excess infrastructure, use its infrastructure in innovative ways and

privatize utilities. In 1997, the Army completed

the seventh year of a Facilities Reduction Program that disposed of more than 57 million

square feet of excess infrastructure. By the end

of FY99, we expect to have eliminated an additional 7 million square feet, at a cost of $99.6

million in FY99 RPM funds.
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By the end of FY99, the Army

will have eliminated 64 million

square feet of excess infrastructure over eight years.

 Three major initiatives improve how the

Army uses its current infrastructure. The first

moves Army units from commercially-leased

space to renovated Army facilities. Four Army

activities were moved into renovated Army

facilities in FY98, eliminating the expense of

leasing the 69,500 square feet of commercial

space these activities required. The FY99 budget

contains another $15.9 million to construct

buildings and renovate space to support moving

another 35 activities out of commercially-leased

space by FY02.

 The second initiative is to lease Army real

property temporarily available for other use to

private organizations in accordance with the

provisions of 10 U.S.C. 2667. The Army earns

about $20 million annually in revenues and an

unknown amount of in-kind benefits through this

initiative.

 Under the third initiative, the Asset

Management Strategy, the Army seeks to obtain

private sector financing to accomplish

installation objectives and generate revenues in

exchange for shared use of real property with

commercial firms. The result is a win-win

situation for all–the Army, the private sector

partner, the local community, and the American

taxpayer. Three pilot Asset Management

Strategy programs are currently underway at

Yuma Proving Ground, AZ; Picatinny Arsenal,

NJ; and Fort Sam Houston, TX.

 The utilities privatization initiative transfers

ownership and responsibility for operation,

maintenance and upgrade of Army-owned

utilities to the local utility provider who can

ensure safe, efficient operation at a savings to

the Army. The privatization goal is to transfer

ownership of all Army-owned utilities by 30

September 2003, except for those not

economically justifiable or that meet unique

security requirements. Forty-nine of the 1,101

Army-owned utilities have been privatized, and

privatization has been determined either

undesirable or economically unjustifiable for

another 34. One hundred thirty-six utilities are

currently under study. Eighty-seven are either

awaiting negotiation, under negotiation, or have

requests for proposal under development. The

remaining 795 utilities require study.

Logistics Efficiencies

 The Revolution in Military Logistics is a

major component of Army and DoD efforts for

reducing costs. The RML is also important to

ensuring that the Army remains dominant on the

battlefields of tomorrow. The RML, part of the

Defense Reform Initiatives, will convert Army

logistics over several years from a system based

on maintenance of large stockpiles (mass) to one

based on the ability to move required items to

the point they are needed at the time they are

needed. This transition includes a number of

Army logistics initiatives that offer potential

savings of over $2 billion during the period FY98

to FY03. RML initiatives follow three strategies

to achieve cost savings: inventory reductions

through better management and faster deliveries

(Army repair parts inventories have been reduced

$9.5 billion, or 50 percent, from FY89 to FY98),

demand reductions through increased reliability

of parts, and cost reductions.

Total Asset Visibility and Velocity
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Army Posture Statement FY00

Management

 Army Total Asset Visibility offers

one example of a comprehensive

initiative that will make the Army a

more efficient organization while

enhancing Army warfighting

capabilities. ATAV will realize the

JV2010 operational concept of focused

logistics. It employs existing and

emerging information technologies to

furnish managers and leaders

throughout the Army with information

on the location, quantity, condition,

and movement of assets worldwide.

Radio frequency technology, laser

optical technology, and bar coding are

examples of technologies that allow

Army logisticians to monitor cargo movements,

redirect crucial shipments and locate critical

supplies. We are currently able to track more

than three million types of equipment and

supplies throughout DoD and the Army.

 In support of the DoD-directed Lateral

Redistribution and Procurement Offset Initiative,

ATAV provides asset data to all services and to

the Defense Logistics Agency (DLA). This

information is used to redistribute critical assets

to meet user requirements.

 A related initiative, Velocity Management,

achieves savings by substituting velocity (rapid

delivery from wholesale level) for mass (large

stockpiles in theater). The work of a number of

process improvement teams (PIT) has served to

accelerate the overall delivery process. The

Order-Ship Time PIT, for example, has reduced

Order-Ship Time for high priority shipments

worldwide by coordinating regular shipments

between Army installations and the DLA,

providing dedicated transportation support, and

eliminating wasted time in the supply distribution

chain. The key to improving Order Ship Time is

the fielding of the Standard Army Retail Supply

System-Objective (SARSS-O) and related

automatic identification technology throughout

the Army. We are already seeing tangible

improvements. Comparisons conducted by

RAND’s Arroyo Center indicate our Order- Ship

Time results are far better than those of the private

sector.

Integrated Sustainment Maintenance

 Integrated Sustainment Maintenance (ISM)

streamlines all maintenance organizations and

activities in the Army at general support level

(the second level of maintenance support above

the using unit) and higher by bringing them all

under a single management structure and by

establishing regional component repair

programs. Centers of Excellence (COE) within

each region support several major commands

and all components of the Total Army. COE

focus the demand for specific types of

maintenance within a particular region. A

national-level management structure under

control of the Army Materiel Command provides

Barcodes and scanners helped track the 1st Cavalry Division’s

equipment when it was deployed to Bosnia last year.
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inter-region coordination. Local Sustainment

Maintenance Management (LSMM) offices feed

installation requirements into the regional and

national system. Cost savings from all facets of

ISM are expected to total $142 million over the

period from FY98 to FY03. Actual savings from

FY98 totaled $26.7 million.

The Army’s Operating and

Support Cost Reduction

program currently has 71

active projects, and the Army

Audit Agency has concluded

that the program should save

$295 million over the FY98-03

time period.

Operating and Support Cost

Reduction

 An internal initiative, the Army’s operating

and support cost reduction program, seeks to

lower costs by funding the redesign of selected

high-cost spare parts in order to increase

reliability, reduce manufacturing and repair

costs, and optimize the financial benefit of repair

instead of replacement. For instance, adding a

replaceable, leading edge erosion strip to the tail

rotor of the AH64 helicopter extends the life of

the blade and is replaceable at depot maintenance

level. Through this measure, the Army reduces

the frequency with which it must replace the

relatively expensive tail rotor by adding a less

expensive component to absorb wear and tear.

The Army’s Operating and Support Cost

Reduction program currently has 71 active

projects, and the Army Audit Agency has

concluded that the program should save $295

million over the FY98-03 time period.

Depot Consolidation and Competitive

Sourcing

 Depot consolidation and competitive

sourcing is an effort that balances the savings

possible through BRAC and commercial

procurement with the requirement to preserve

organic core depot capabilities as part of

America’s industrial base. From the BRAC

perspective, there are obvious savings to

consolidating core capabilities at remaining

depots. The relocation of core capabilities often

allows commercial enterprises to move into

vacated depot facilities. Competitive sourcing

of the depot workload has historically been

limited by Title 10 U.S.C., Section 2466, to no

more than 40 percent of the total required

workload per fiscal year. The FY98 Defense

Authorization Act increased this threshold to 50

percent, allowing DoD to utilize the private

sector to perform more non-core depot

maintenance work.

Prime Vendor Initiatives

 The Prime Vendor program is another major

Defense Reform Initiative. A number of

programs achieve savings for the Army by

providing one or more prime vendors with the

Army’s high-volume market for various

commodities. Prime vendor programs focus

Army purchases to allow vendors to achieve

efficiencies possible with high-volume sales.

The benefit is passed on to the Army through

the reduced total cost of the purchases.

 A recent DoD success with Subsistence

Prime Vendor (SPV) illustrates an additional

benefit of this initiative. Installations using SPV
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Army Posture Statement FY00

reduce Defense Logistics Agency depot support

demands by procuring products through local

prime vendors. The DLA recently reduced its

surcharge for installations using SPV. The

surcharge reduction was in part the result of

decreased operational costs in depot support due

to installation purchases from prime vendors.

All AC CONUS installations, which have been

under SPV since the end of FY97, benefited

from this surcharge reduction.

 As the largest Service component of the DoD,

the Service with the largest reserve component

force structure, and the proponent of the Army

Civil Works Program, the Army has a special

relationship with American communities nationwide. Through over 190 major installations and

many thousands of readiness and reserve centers across the country, the Army is rooted in the

nation we serve.

 America’s Army: The

Community Next Door

 More Americans serve in the Total Army than

in any other branch of Service. For many

Americans and for many people around the

world, contact with an American soldier is the

most tangible contact with our government they

experience. Army leaders often say that soldiers

are our credentials, but American soldiers are

America’s credentials as well. The nature of the

Army’s contribution to the NMS brings soldiers

into direct contact with civilians, in our

communities and abroad, to a greater extent than

for any other branch of Service. The Army is a

quality team of America’s sons and daughters

representing all Americans today. The values,

diversity and teamwork of our soldiers are

compelling examples for people at home and

abroad.

 Contributing to the well-being of the nation

we serve both directly and indirectly, Army

installations and organizations are good

neighbors for America’s communities. They

provide a market for community goods and

services and are committed to safety,

environmental stewardship, and maintaining

good relations with local authorities. The Army

was the largest single source of prime DoD

contracts (those worth more than $25,000) in 17

states and the second largest source of such

contracts in 19 additional states in FY97.

 The 530,000 soldiers of the Selected Reserve

balance their military service with full-time

civilian jobs. These soldiers and their families

bring the vitality of America to the Total Army.

They also take Total Army values to their civilian

endeavors.

 By the same token, American communities

support our soldiers. Community organizations

sponsor soldiers deployed around the world. On

a recent Multinational Force and Observers

(MFO) peacekeeping deployment, sponsored

units received “care packages” of magazines and

disposable cameras from community

organizations at home. Soldiers returned pictures

and letters describing their duties and activities.

“Grassroots” programs such as these build

morale for deployed soldiers and keep

communities in touch with the contributions of

their Army.

Army Installations and Organizations: Good Neighbors Nation-wide
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http://www.army.mil

The values, diversity, and

teamwork of our soldiers are

compelling examples for

people at home and abroad.

The Army Civil Works Program

 Civil Works missions conducted by the U.S.

Army Corps of Engineers (USACE) are

extremely beneficial to the Nation. The Army’s

harbor projects are vital to the import and export

trade, and waterways maintained by the USACE

help move inter-city cargo. Flood protection

projects have prevented billions of dollars in

damage. The Army produces 25 percent of the

Nation’s hydropower and provides water to about

10 million people. Civil Works missions in

natural resources, water quality, flood plain

management, and toxic waste control assist the

Army in complying with Federal environmental

statutes and help the Army maintain a grass-roots

presence in communities across the Nation.

 The Army maintains a force of approximately

300 military and 27,000 civilians, supported by

tens of thousands of contractor employees, to

carry out the Civil Works program. The USACE

provides the Army experience in many

specialized fields. This significant force stands

ready to meet the engineering and technical needs

of the Army and the Nation.
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Army Posture Statement FY00

Conclusion

 America’s Army supports our Nation through more than simply our military capabilities. In

addition to doing America’s heavy lifting in the execution of the National Military Strategy, the

character of America’s Army—a community with a mission—supports the well-being of all American communities and the American people. The Army’s commitment to taking care of its soldiers

and Army civilians benefits the Nation by fostering strong families, safe communities, and

volunteerism. Our commitment to service makes America’s Army a good custodian of the Nation’s

financial, natural and cultural resources. For America, the Total Army is a high-yield investment,

ready to fight and win the Nation’s wars and striving to be all we can be.
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Chapter 5

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 Recent funding constraints and increasing operational demands are stretching the fabric

of our Army in three major areas: people, readiness, and modernization. During recent

testimony before Congress, the Chief of Staff, Army, identified the need to increase the Army’s

Total Obligation Authority by $5 billion per year in addition to funding for contingency

operations and increases in military pay and retirement. In response, Congress authorized

a FY99 supplemental funding measure which included $377.5 million for Army readiness

and $1,859 million for contingency operations, of which the Army received $1,495 million.

The President’s FY00 Budget builds on the progress begun with the supplemental. The FY99

supplemental appropriations and the FY00 President’s Budget Request are steps in the right

direction; these measures begin to address our concerns in people and near-term readiness.

Modernization needs are being addressed with investment levels remaining roughly at the

same level as in FY99, with the expectation for increases in future years.

 Army concerns in people, readiness, and modernization programs voiced last year are

real concerns that cannot be addressed with a one-time funding fix or in one year’s budget.

Manning the force adequately by recruiting and retaining quality men and women requires

a sustained commitment to a pay and benefits package that makes military service a

competitive option. The Army must also carefully manage PERSTEMPO and quality of life

while meeting the increased demands of the NMS. To assure current readiness, the Army

requires more than just the OPTEMPO dollars that fund the bulk of Army training. Sustained,

adequate funding for contingency operations, base operations, and real property maintenance

also protect training dollars and enhance readiness. Modernization is a continuous process

that requires disciplined investment to achieve and sustain an effective fighting force.

 The complexities of readiness today require careful allocation of resources to meet national

objectives. Readiness across the full range of missions we must perform to execute the NMS

remains our fundamental precept. The Army’s increased role in the execution of the NMS

since the end of the Cold War requires increased resources for Army readiness. The readiness

warning signs that emerged last year were a function of trying to meet expanded requirements

with reduced resources. The FY00 Budget Request represents the best possible balance of

available resources applied across the priorities of people, readiness, and modernization.

These three areas require a sustained commitment to an increased level of funding for the

Army. This chapter describes the issues associated with each area and points out how the

FY00 Budget addresses many of the Army’s concerns in the areas of people and current

readiness for the coming year. This budget, with timely and non-offset funding for any

unfunded contingencies, will allow the Army to execute the NMS in FY00.
74

Army Posture Statement FY00

 Quality soldiers are the single most important

factor in achieving and sustaining readiness, but

recruiting and retaining them is increasingly

difficult. The Army must recruit, train, and retain

enough soldiers to meet the requirements of 511

different specialty skills needed to generate the

Army’s warfighting capabilities; our studies

show that the population of young males today

is less willing to enlist for military service than

their counterparts of a decade ago. Keen

competition for the quality people we seek to

enlist and for those we seek to retain, coupled

with a decrease in the propensity for military

service, has doubled the cost to recruit a soldier

since 1986. To meet the challenge of attracting

and retaining enough quality people for our

Army, it is important to reduce dissatisfaction

with compensation and restore the retirement

Taking Care of People

benefits lost with the introduction of the Military

Retirement Reduction Act (MRRA) retirement

plan. We must also mitigate the challenging

PERSTEMPO associated with executing the

NMS and provide commanders the tools to help

them manage PERSTEMPO and quality of life.

Recruiting, Retention, and

Compensation

 As indicated in the chart on the next page, the

Total Army is having difficulty recruiting

sufficient numbers of high-quality young men

and women to meet requirements. The AC

missed its FY98 target of 72,550 new recruits

by 797 soldiers. The United States Army

Recruiting Command missed their USAR target

by 3,729 soldiers, and the ARNG fell 1,237

soldiers short of their recruiting goals.
 75

http://www.army.mil

Compounding this problem, the cost of

recruiting each individual soldier has doubled

since 1986 from $5300 to more than $10,000.

Recruiting enough soldiers to meet our targets

is important for filling the ranks today, but it

is also critical to ensure that we have enough

high quality NCOs for the future.

 Meeting quality goals is another area of

concern. Eighty-nine percent of the Total

Army FY98 enlistees who had no previous

military service were high school diploma

graduates. Both the AC and the USAR met

the 90 percent target for high school diploma

graduates. To achieve this goal, however, the

active component had to draw upon some of its

pool of Delayed Entry Program (DEP) candidates

for FY99. Because the DEP is traditionally a

way to begin building the pool of recruits for any

given year, the fact that we inducted some of the

FY99 DEP pool in FY98 is making it harder to

meet this year’s goals. Sixty-five percent of Total

Army non-prior-service enlistees in FY98 had

AFQT scores in the top three ASVAB categories.

All three components satisfied the third quality

criterion by accepting two percent or less of nonprior service enlistees with AFQT scores in

Category IV. The Army is resourcing its

recruiting efforts to improve future recruiting

performance.

 Because the recruiting goals of all three

components are higher for FY99 than they were

last year, the Army has taken active steps to

increase the number of recruiters and revamp its

advertising strategy. The $13 million devoted

to recruiting under the FY99 supplemental has

helped address the increased costs of recruiting

by providing money for increased enlisted

bonuses and additional advertising for the USAR.

Other incentives include increasing the College

Fund maximum from $40,000 to $50,000 and

extending enlistment bonus and Loan Repayment

Program maximums. In spite of these incentives,

current projections indicate that the active

component will fall several thousand recruits

short of its FY99 goal.

Retention and Compensation

 Our soldiers and leaders are working hard.

Frequent deployments result in a challenging

pace. Because many of our soldiers have

families, they must balance training and

operational deployments with Little League,

child care, and other important responsibilities

to their spouses and families. Many of our single

soldiers are among those still wrestling with

important career choices. For all of our soldiers,

compensation, retirement benefits, and quality

of life are important factors for determining

whether they remain in the Army.

 In general, the Army exceeded its retention

(or reenlistment) goals for FY98. However,

these overall percentages mask retention

difficulties in certain ranks and specialty skills.

Between 1991 and 1998, the percentage of both

officers and enlisted soldiers indicating they

intended to remain on active duty until

retirement declined by over five percent.

According to a recent (Spring 1998) Sample
76

Army Posture Statement FY00

Survey of Military Personnel, the top two

reasons cited by officers for leaving the military

were the amount of time they were separated

from their family and the amount of basic pay.

The top two reasons for leaving cited by enlisted

soldiers were the amount of pay they receive and

the quality of Army life. The survey reflected a

statistically significant increase (up 5.6 percent

for officers and 6.9 percent for enlisted soldiers

between 1993 and 1998) in the percentage of

both officers and enlisted soldiers citing

inadequate retirement pay as a reason for leaving

the Army. These results confirm that

compensation, retirement benefits, and quality

of life issues are important factors for recruiting

and retaining quality people in our Army.

 A soldier’s regular military compensation has

three components: basic pay, various cost of

living allowances that accrue to each soldier

based on his or her marital status and area of

assignment, and other factors such as hazardous

duty, special skill pay, and deployment pay.

Military pay raises have been capped at .5 percent

below the Employment Cost Index (ECI). Over

time, the perception of a gap between military

pay and pay for comparable work in the civilian

sector has grown to the point that it is

a frequent complaint among soldiers.

Research indicates soldiers believe

they receive less pay than Americans

doing comparable work in the civilian

sector. The Army supports increasing

pay over time, but the money to

achieve this goal must come from an

increase in the Army’s Total

Obligation Authority. We cannot

accept further reductions in force

structure or other Army accounts

without increasing readiness risks

unacceptably.

 Military retirement pay is another factor that

affects individual decisions to enlist, reenlist, or

remain in the Army. Consequently, changes to

military retirement can have repercussions for

force structure and readiness. Depending on

when they entered service, our soldiers are

covered by one of three retirement plans. As

shown in the graph at the top of the page, each

of these retirement systems provide retired

soldiers with some percentage of their base pay

multiplied by the number of years of military

service. As of the end of FY98, the 8.4 percent

of the AC who entered service prior to 1980 were

under the traditional plan, the 14.4 percent who

entered service between 1980 and 1986 were

under the “High Three” system, and the 77.2

percent who entered service after 1986 were

under the MRRA system. In addition to using a

smaller percentage of base pay to calculate the

retired benefit, the MRRA system features a

smaller annual cost of living allowance that

further erodes the benefit over time. The

disparity between the MRRA plan and the other

retirement systems is an issue of growing concern

among soldiers who will begin retiring under this

plan in 2006. For these and other reasons, the
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Army opposes any further reduction in military

retirement and supports the Administration’s

proposal to restore the 20-year retirement at 50

percent of final base pay.

 The Army is aggressively pursuing better

marketing and recruiting techniques to help meet

the challenge of recruiting and retaining enough

quality people to assure readiness for today and

tomorrow. We support measures to reduce our

soldiers’ perception of a gap between military and

civilian pay and redress the disparity between the

MRRA retirement plan and previous plans. Our

success in recruiting and retention will ultimately

depend on making military service attractive to

the pool of high-quality young people eligible to

serve.

Managing PERSTEMPO

 Deployments and separations have always been

a part of military life, and the increased operational

commitment of American soldiers abroad

combined with necessary readiness training and

training deployments make them even more

common today. While the excitement of military

deployments and travel is part of the attraction of

military life for many people, the time that soldiers

spend away from home can negatively affect

morale, quality of life, recruiting and retention if

not managed properly. Deployments can also

disrupt our units’ normal training rythyms,

particularly when the deployments are for missions

that emphasize nonstandard skills.

 There are a number of benefits to the

nontraditional missions the Army has been called

upon to execute in recent years. We believe the

peace operations the Army is executing today

serve to reduce the need to respond to potential

crises tomorrow. Finally, many Army combat

support and logistics units are doing substantially

the same thing in Bosnia and other peace

operations that they would in full-scale conflict.

All soldiers participating in such operations get

some training benefit from their experience,

whether it is implementing rules of engagement,

conducting force protection missions, or

executing deployment operations.

 These benefits notwithstanding, however,

the pace of operations since the end of the Cold

War has increased the “wear and tear” of

military life. Ongoing peacekeeping and peace

enforcement commitments affect many more

units and soldiers than are actually deployed at

any given time. Because these missions require

special skills not associated with most combat

units’ normal wartime tasks, units committed

to peacekeeping and peace enforcement roles

must conduct preparatory training before they

deploy and refresher training to regain

warfighting skill proficiency after they return.

Peacekeeping and peace enforcement missions

also require augmentation from sister units and

from soldiers with certain low-density skills or

Military Occupational Specialties (MOS). The

net effect is that missions such as Bosnia affect

the combat readiness training of more units than

are actually deployed at any given time. A good

rule of thumb to assess the readiness impact of

these kinds of missions is to count two

additional units as committed for each one

actually deployed.

 The increased pace of contingency

operations and associated training cuts into time

available for home station training on essential

tasks. This contributes to the decline in

proficiency noted in our CTCs. We are still

proficient, but we are not as proficient as we

were a few years ago.

 The employment of the reserve components

for contingency operations helps the Army

manage PERSTEMPO. The RC has been a big
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Army Posture Statement FY00

contributor and has helped greatly in our

missions abroad. We need the RC to conduct

operations if we are to sustain readiness training

and manage PERSTEMPO. With the expansion

of Total Army integration initiatives,

employment of reserve forces will increase in the

future. For example, the 49th Armored Division

(ARNG) will provide the division headquarters

for the Bosnia mission in FY00.

 While the employment of the 49th Armored

Division is significant, the Army must manage

RC PERSTEMPO also. The PERSTEMPO

impact on a reserve component unit performing

a mission such as Bosnia is even greater than the

impact on AC units. Including the time required

to conduct the necessary preparatory training,

committing RC soldiers to Bosnia requires us to

pull them away from their jobs, and from their

employers, for about a year. When one considers

that over 16,000 RC soldiers have served in

Bosnia thus far, and the Army will continue to

rely on their contribution, the message is clear.

We must manage RC PERSTEMPO carefully.

 Total Army Integration initiatives offer a

variety of combinations to capitalize on the

strengths of the various components and manage

PERSTEMPO. We must explore these initiatives

to help continue the effective use of both AC and

RC units in peacekeeping and peace enforcement

roles, while minimizing the costs and negative

impacts on individuals and units. For this reason,

the divisional teaming initiative focuses

extensively on keeping the main efforts of the

reserve components on missions like Homeland

Defense and Disaster Relief. These are important

missions, and they are compatible with the

special PERSTEMPO considerations of

employing RC personnel in peacetime.

 Managing PERSTEMPO is an important

consideration for Army operations. Excessive

PERSTEMPO is one of a number of factors that

can undermine the attractiveness of military life

and erode our ability to recruit and retain quality

people. Commanders must manage soldier

PERSTEMPO while meeting the demands of

their operational and training missions. We can

help commanders manage some PERSTEMPO

by funding modernization, training, BASOPS,

and RPM because the equipment and other

resources available to our soldiers affect the time

it takes to accomplish necessary training and to

maintain equipment.

 From FY89 to FY99, Army Total Obligation

Authority declined 37 percent in FY00 dollars

(normalized for one-time transfers). The

Army’s share of Department of Defense TOA

declined from 27.5 percent in FY89 to 25

percent in FY99. Concurrently, the Army has

played an increasing role in executing the

National Military Strategy, providing over 60

percent of the people for 32 of the 36 major

military operations since the end of the Cold

Concerns With Readiness and Modernization

War. While we have preserved readiness for

today by deferring modernization and taking

advantage of our soldiers’ extraordinary efforts,

sustaining readiness requires increased

resourcing to enable the Army to take care of

people, meet current readiness requirements, and

prepare for the future.

 The difference between funding levels and

actual readiness costs in the last decade has

required Army leaders to take increased risk in
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modernization (including recapitalization) and

maintenance of facilities so they could resource

current readiness. The funding for many of the

direct costs associated with training

(OPTEMPO) has also suffered, in part due to the

migration of funds to shore up readiness-related

elements of BASOPS and RPM. The FY00

Budget provides funds to address the most

significant of our near-term readiness concerns.

Funding current readiness and taking care of

people precludes increasing modernization

accounts at this time.

Readiness

 Properly resourced training prepares our

quality soldiers to do their current jobs and

assume increased responsibilities in the future.

Assets such as our combat training centers make

the American Army the best-trained Army in the

world. Frequent deployments and scarce

resources, however, have decreased our ability

to conduct home-station unit field training at

battalion and brigade level in recent years. The

result has been a major challenge in maintaining

unit proficiency between CTC rotations.

 Army leaders plan training in detail,

integrating their training plans with other units

to ensure that training is properly resourced and

efficient. Leaders evaluate training and lead

after action reviews (AARs) with all participants

to ensure soldiers get the maximum benefit from

each event. This systematic approach allows the

Army to identify resource requirements with

some precision. Additional resource

requirements identified in recent testimony

before Congress included fully funding the

training costs of some RC units, upgrading

ranges Army-wide to support quality training

with our most modern weapon systems and

targetry, and protecting OPTEMPO dollars from

being used for funding contingency operations

or other readiness-related expenses. Although

funding for CONOPs must be addressed with

each new contingency, the FY00 Budget

Request satisfies most of the near-term readiness

requirements we have identified.

 Recent funding constraints have forced the

Army to adopt a tiered-resourcing strategy to

fund training for first-to-fight units. The

resource tiers are related to a given unit’s place

in one of four “force packages.” Force Packages

(FP) are groupings of units based on their order

of anticipated commitment to support

contingencies. Units in FP 1 through 3 are

funded for 100 percent of the operations, spare

parts, and training costs associated with each

unit’s Combined Arms Training Strategy

(CATS). We have not been able to fully fund

training for reserve component units in FP4 in

recent years. The FY00 Budget and outyear

plan increases OPTEMPO funding for these

units.

 The Army must also upgrade its range

facilities to ensure soldiers are properly trained

to employ new weapon systems and

technologies. Ranges must enable training at

greater distances and must allow the integration

of weapon systems with information

technologies. The Army Ranges and Training

Lands Requirements Review and Prioritization

Board has prioritized 157 range and training land

projects. These projects include digital ranges

to support our modern weapon systems, urban

terrain training facilities, and qualification

ranges. High quality ranges with advanced target

systems are important tools to train soldiers to

fire and maneuver effectively and safely. Such

ranges contribute to reducing fratricide in

combat. The budget request funds some

improvements to ranges in FY00, with additional
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Army Posture Statement FY00

funding planned through FY05.

 Contingency deployments have become

routine in recent years. Since they are technically

“unforeseen” requirements, they generally are not

funded in advance. When the Army sends

soldiers to these deployments, the funding comes

out of our TOA for the year of execution;

specifically it comes out of our OPTEMPO

funds. These funds also support our training.

When a large chunk of this money is

unexpectedly committed to cover the costs of a

contingency mission, the training that money was

earmarked to support is jeopardized. Though the

funding may eventually be provided, there is no

way to recapture the lost time if a training event

must be cancelled. Timely, non-offset

reimbursement for contingency missions is

essential to protect training. The FY00 Budget

provides funding for known contingency

operations.

BASOPS and RPM

 BASOPS and RPM accounts are important.

They affect readiness because they fund the

installation facilities and activities that support

training, maintenance and deployment. They

also affect morale by impacting the quality of

life of soldiers and their families. In the FY00

Budget and outyear plan, our BASOPS and RPM

accounts are funded at 95 percent and 75 percent

of requirements, respectively. RPM funding

increases to 90 percent from FY02 through FY05.

 Deterioration of facilities and activities that

support training, maintenance, and deployment

over the past several years resulting from

underfunded BASOPS and RPM accounts has

forced commanders to use training money to

provide needed funds for the maintenance of

readiness-related infrastructure. In an effort to

identify the readiness-related components of

these two accounts more clearly for the purpose

of readiness reporting, the Army has developed

the concept of Operational Readiness (OPRED).

The OPRED concept will give better visibility

to the resources needed to fund the infrastructure

that contributes to readiness. This includes

infrastructure such as ranges, land, power

projection facilities and facilities housing supply

operations, TADSS, and maintenance activities.

The FY00 budget and outyear plan fund

BASOPS and RPM at a level that should help

stem the migration of training money and will

allow the Army to prevent further deterioration

of critical facilities.

 Better funding of RPM will also makes it

easier to streamline infrastructure. As described

in the previous chapter, the Army is pursuing a

wide range of programs that divest excess

infrastructure to free resources for better care of

needed facilities. Divestiture takes place through

a number of programs, ranging from Base

Realignment and Closure (BRAC) to demolition

of old facilities unsuitable for other purposes.

Proper funding of RPM facilitates getting rid of

unusable facilities and saves the money that

would otherwise be spent on them.

Modernization

 Shaping and responding operations compete

for the same limited resources needed to

modernize. At the same time, the increased wear

and tear on Army equipment associated with

supporting contingency operations causes a

higher than programmed toll on that equipment’s

useful life, thus shortening potential life cycles

and further increasing the need for

recapitalization. Maintaining current readiness

at the cost of modernization has resulted in

slowing, stretching, or canceling key programs.

In accepting the inefficiencies of these actions,
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the Army has deferred the capabilities these

systems would provide.

 Declining Army TOA has had the most acute

effect in our modernization accounts. Over the

past decade, Army Research, Development, and

Acquisition funding has dropped 47 percent.

Furthermore, Army RDA spending constitutes

only 16 percent ($14 billion including Chemical

Demilitarization funds) of total DoD RDA

dollars. In acquisition, procurement programs

are generally most efficient and yield the lowest

cost per item when manufacturers can produce

equipment at rates that optimize the efficiency

of production facilities and people. Due to

funding constraints, the Army has terminated or

restructured over 100 programs since 1987 and

has maintained procurement programs at

minimum sustaining rates rather than more

efficient rates.

 While the funding increases contained in the

FY00 budget begin to address many concerns in

the areas of people and near-term readiness, the

Army continues to carry the largest burden of

risk in its modernization funding. This budget

holds modernization accounts at roughly the

same level as last year. This level of funding is

sufficient to sustain our highest priority programs

at the minimum essential levels to ensure

development of future capabilities, but at a pace

slower than desired. The Army expects to be

able to fund modernization at a higher level in

future years. Among the priorities for these funds

will be increasing the pace for the modernization

of soldier support systems, replacement of aging

equipment, improvement of combat systems,

procurement of modernized munitions,

expansion of RC modernization, and Force XXI

digitization.

.

 The FY00 Budget

submission for the Army

totals $67.4 billion. The

chart to the right shows both

the FY99 (current year)

budget and the proposed

FY00 budget by major

spending categories:

 The budget reflects

almost a $2.0 billion increase

from last year’s budget.

Increases in funding for

contingencies, pay,

retirement, and near-term

readiness are included. The

budget funds OPTEMPO at

100 percent for both AC and

RC units in Force Packages

Resources Available: The FY00 Budget
82

Army Posture Statement FY00

(FP) 1 through 3. OPTEMPO for the RC units

in FP4 has been increased. Funding for BASOPS

covers 95 percent of requirements. This increase

from last year’s budgeted level of 84 percent (91

percent after the supplemental), is significant

because it will reduce the need to migrate funds

from OPTEMPO accounts. Funding for RPM is

75 percent, which is also an increase from last

year. This level of Real Property Maintenance

funding will allow the Army to begin reversing

the deterioration of its facilities, and anticipated

increases to 90 percent of requirements in future

years will enable a modest revitalization program

beginning in FY03. By providing funds for

modernizing ranges, the budget supports another

key near-term readiness requirement. Finally,

the budget funds modernization programs at

roughly the same level as last year.

Conclusion

 Today’s Total Army is one-third smaller than the Cold War Army, yet it conducts many times

the number of operations per year as that larger force. The NMS places unique demands on America’s

Army and American soldiers because of the nature of our missions as well as the nature of our

readiness and modernization requirements. The Army should receive resources commensurate

with its role in executing the NMS.

 Assuring readiness for today and for the 21st century requires a steady commitment to providing

funds for people, readiness, and modernization. The cost avoidances made possible by reduced

defense spending in the wake of the Cold War, now in excess of $750 billion dollars, support such
 83

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a commitment. Adequately funding readiness requires keeping BASOPS and RPM accounts at

levels that protect training dollars. Contingency operation funding must be provided early and

must come above the Army’s top line. Adequate funding is essential to preparing American soldiers

for the full spectrum of military operations necessary to support national security.

 Attracting and retaining quality people requires funding the programs that provide those people

and their families with an adequate quality of life. At a time when the NMS requires sending

soldiers abroad more than at any time in recent history, we must strive to improve pay and retirement

to a level that provides adequate compensation for a career of service to our Nation. In short, we

must let America’s sons and daughters know that the Nation values their service. By providing

funds to increase pay, the FY00 Budget sends the right message, at a critical time, to our soldiers,

civilians, and families.

 The FY00 Budget addresses most of the Army’s people and current readiness concerns.

Modernization funding continues at roughly the same level as in FY99, which allows the Army to

sustain its highest priority programs. The Army will continue to do our part to implement Defense

Reform Initiatives and other cost-saving measures to help generate funding for unfunded

modernization priorities.

 Shaping, responding, and preparing now––the elements of our NMS––are landpower intensive

and are essential to protecting America’s interests. The Army has been increasingly, and almost

continuously, called upon to commit our soldiers to operations that serve the Nation’s interests

both at home and around the world. The execution of the NMS has dramatically increased the

operational pace of America’s Army even as we have reduced the size of that Army by one-third.

The proper execution of the Army’s substantial piece of this strategy demands adequate resourcing.

American soldiers, trained and ready, serving the Nation’s interests around the world, deserve no

less.

“We must be prepared to pay the price for peace or assuredly we will pay the price for war.”

 President Harry S. Truman
84

Army Posture Statement FY00
85

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AAN

Army After Next

ATCCS

Army Tactical Command and

Control System

ABC

Activity-Based Costing

ABCS

Army Battle Command

System

AC

active component

ACOM

Atlantic Command

ACRI

African Crisis Response

Initiative

AD

Armored Division

ADRS

Army National Guard

Division Redesign Study

AEA

Army Enterprise Architecture

AECP

Army Experimentation

Campaign Plan

AFAP

Army Family Action Plan

AFQT

Armed Forces Qualification

Test

AFTB

Army Family Team Building

ALCP

Army Leader Campaign Plan

AOR

Area of Responsibility

APIC

Army Performance

Improvement Criteria

ARNG

Army National Guard

ASMP

Army Strategic Mobility

Program

ASVAB

Armed Services Vocational

Aptitude Battery

ATACMS

Army Tactical Missile System

AT/FP

Anti-Terrorism/Force

Protection

AV2010

Army Vision 2010

AWE

Advanced Warfighting

Experiment

BASOPS

base operations

BAT

Brilliant Anti-Armor

Submunition

BCTP

Battle Command Training

Program

BMDO

Ballistic Missile Defense

Organization

BRAC

Base Realignment and

Closure

CA

Civil Affairs

CATS

Combined Arms Training

Strategy

CCTT

Close Combat Tactical

Acronyms

Trainer

CENTCOM

Central Command

CEU

continuing education unit

CFO

Chief Financial Officer

CHAMPUS

Civilian Health and Medical

Program of the Uniformed

Services

C4ISR

Command, Control,

Communications, Computer,

and Intelligence, Surveillance,

and Reconnaissance

CMTC

Combat Maneuver Training

Center

COE

Centers of Excellence

CONOPS

contingency operations

CONUS

continental United States

CPAC

Civilian Personnel Advisory

Center

CPOC

Civilian Personnel Operations

Center

CTC

Combat Training Center

DLA

Defense Logistics Agency

DLEA

Drug Law Enforcement Agency

DoD

Department of Defense
 86

Army Posture Statement FY00

DPG

Defense Planning Guidance

ECAS

Environmental Compliance

Assessment System

ECI

Employment Cost Index

EPLRS-VHSIC

Enhanced Position Locating and

Reporting System-Very HighSpeed Integrated Circuit

EXFOR

experimental force

FAADC2

Forward Area Air Defense

Command and Control

FBCB2

Force XXI Battle Command,

Brigade and Below

FLIR

forward-looking infrared radar

FMTV

Family of Medium Tactical

Vehicles

FORSCOM

Forces Command

FP

Force Package

FSG

Family Support Group

FSP

Force Support Package

FY

fiscal year

GBCS

Ground-based Common

Sensor

GCCS-A

Global Command and Control

System-Army

GPRA

Government Performance

and Results Act

GPS

Global Prepositioning System

GRCS

Guardrail Common Sensor

HTI

HorizontalTechnology

Integration

ID

Infantry Division

ISV

Integrated Sustainment

Maintenance

ITAS

Improved Target Acquisition

System

JSTARS

Joint Surveillance Target

Attack Radar System

JTF

Joint Task Force

JTRS

Joint Tactical Radio System

LMSR

Large, Medium-Speed Roll-on,

Roll-off Vessel

LOTS

Logistics-Over-the-Shore

LSMM

Local Sustainment

Maintenance Management

MCS

Maneuver Control System

MEADS

Medium Extended Air Defense

System

MEDRETE

Medical Readiness Training

Exercise

MFO

Multinational Force and

Observers

MLRS

Multiple Launch Rocket System

MOS

Military Occupational

Specialty

MRRA

Military Retirement Reduction

Act

MRS

Mobility Requirements Study

MTW

Major Theater War

MWR

Morale, Welfare, and

Recreation

NATO

North Atlantic Treaty

Organization

NCO

Non-commissioned officer

NEO

Non-combatant Evacuation

Operation

NMD

National Missile Defense

NMS

National Military Strategy

NSD APL

non-self destructing antipersonnel landmine

NSS

National Security Strategy

NTC

National Training Center

OCONUS

out of the continental United

States
 87

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OSD

Office of the Secretary of

Defense

OMA

Operations and Readiness,

Army

OPFOR

opposing force

OPRED

Operational Readiness

OPTEMPO

operations tempo

PAC-3

Patriot Advanced Capability-3

PACOM

Pacific Command

PERSTEMPO

Personnel Tempo

PfP

Partnership for Peace

PIT

process improvement team

PSRC

Presidential Selected Reserve

Call-up

PSYOP

psychological operations

QDR

Quadrennial Defense Review

RAID

Rapid Assessment and Initial

Detection detachment

RC

reserve component

RMA

Revolution in Military

Affairs

RML

Revolution in Military

 Logistics

RO/RO

Roll-on/Roll-off Vessel

ROWPU

Reverse Osmosis Water

Purification Unit

RPM

real property maintenance

SARSS-O

Standard Army Retail Supply

System-Objective

SEP

System Enhancement Program

SINGCARS

Single Channel Ground and

Airborne Radio System

SIP

System Improvement Program

SOF

Special Operations Forces

SOUTHCOM

Southern Command

SPV

Subsistence Prime Vendor

SSMP

Sample Survey of Military

Personnel

SWA

Southwest Asia

TADLP

Total Army Distance Learning

Program

TAQ

Total Army Quality

TASS

Total Army School System

TATSC

Total Army Training System

Courseware

TAV

Total Asset Visibility

THAAD

Theater High-Altitude Air

Defense

TMD

Theater Missile Defense

TOA

Total Obligation Authority

TRADOC

Training and Doctrine

Command

TRICARE

(New system replacing

CHAMPUS )

UAV

Unmanned Aerial Vehicle

UN

United Nations

USAR

United States Army Reserve

USO

United Services Organization

WMD

weapons of mass destruction

WRAP

Warfighting Rapid Acquisition

Program
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Army Posture Statement FY00
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 ADDENDUM

DATA REQUIRED BY THE

 NATIONAL DEFENSE AUTHORIZATION ACT FOR FY 1994

(BOLD ITALICS INDICATE SUPPLEMENTAL DATA REQUIRED BY HQDA)

Section 517 (b)(2)(A): The promotion rate for officers considered for promotion from within the

promotion zone who are serving as active component advisors to units of the Selected Reserve of

the Ready Reserve (in accordance with that program) compared with the promotion rate for other

officers considered for promotion from within the promotion zone in the same pay grade and the

same competitive category, shown for all officers of the Army. For FY98 the promotion rate to Major

was 67.2% for officers serving as Active component advisors to the Selected Reserve. The promotion

rate to Lieutenant Colonel was 38.55%. The table below compares these rates with the Army average as

well as rates within other selected commands.
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Army Posture Statement FY00

Section 517(b)(2)(B): The promotion rate for officers considered for promotion from below the

promotion zone who are serving as active component advisors to units of the Selected Reserve of

the Ready Reserve (in accordance with that program) compared in the same manner (as the para

above). The promotion rates for officers within the promotion zone and below the zone are summarized

below:

AC/RC ARMY AVG. AC/RC BZ ARMY BZ

FY98 MAJ 67.2% 76.8% 4.4% 6.5%

FY98 LTC 38.55% 67.5% 0.0% 3.4%

Section 521(b):

(1) The number and percentage of officers with at least two years of active-duty before becoming a

member of the Army National Guard; and the number and percentage of officers with at least two

years of active-duty before becoming a member of U. S. Army Reserve Selected Reserve units. In FY98

there were 17,479 officers with at least two years of active-duty before becoming a member of a U.S.

Army Selected Reserve unit for a percentage of 51.87%. The Army National Guard (ARNG) has 19,077

or 48.53% of the assigned officer strength with at least two years of active-duty before becoming a

member of the Army National Guard.

(2) The number and percentage of enlisted personnel with at least two years of active-duty before

becoming a member of the Army National Guard or the U.S. Army Reserve Selected Reserve units:

In FY97 there were 55,375 soldiers with at least two years of active-duty before becoming a member of a

U. S. Army Selected Reserve unit for a percentage of 36.98%. The Army National Guard has 155,144 or

48.01% of the assigned enlisted strength with at least two years of active-duty before becoming a

member of the ARNG.

(3) The number of officers who are graduates of one of the service academies and were released

from active duty before completion of their active-duty service obligation: 92 officers who were

graduates of one of the service academies were released from active duty before they completed their

active duty service obligation in FY 98. Of those officers –

(A) the number who are serving the remaining period of their active-duty service obligation as

a member of the Selected Reserve pursuant to section 1112(a)(1) of ANGCRRA, 39 academy

graduates are serving the remainder of their active duty commitments as members of the Selected

Reserve.

(B) the number for whom waivers were granted by the Secretary under section 1112(a)(2) of

ANGCRRA, together with the reason for each waiver: No officer received waivers by the Secretary

of the Army in FY 98.

(4) The number of officers who were commissioned as distinguished Reserve Officers’ Training

Corps graduates and were released from active duty before the completion of their active-duty

service obligation: – 18 officers who were commissioned as Distinguished Reserve Officers’ Training

Corps graduates were released from active duty before they completed their active-duty service

obligation. Of these officers—

(A) the number who are serving the remaining period of their active-duty service obligation as
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a member of the Selected Reserve pursuant to section 1112(a)(1) of ANGCRRA; ten officers who

were commissioned as Distinguished Reserve officers’ Training Corps Graduates are now serving in the

Selected Reserve.

(B) the number for whom waivers ere granted by the Secretary under section 1112(a)(2) of

ANGCRRA, together with the reason for each waiver: No officer received waivers by the Secretary

of the Army in FY 98.

(5) The number of officers who are graduates of the Reserve Officers’ Training Corps program

and who are performing their minimum period of obligated service in accordance with section

1112(b) of ANGCRRA by a combination of (A) two years of active duty, and (B) such additional

period of service as is necessary to complete the remainder of such obligation served in the National

Guard and, of those officers, the number for whom permission to perform their minimum period of

obligated service in accordance with that section was granted during the preceding fiscal year.

Twenty-four ROTC graduates were released after serving a minimum of two years of active duty.

Effective FY95, the Army initiated a program to insure these officers have a letter of acceptance from a

National Guard or Army Reserve unit prior to release from Active Duty.

(6) The number of officers for whom recommendations were made during the preceding fiscal

year for a unit vacancy promotion to a grade above first lieutenant and, of those recommendations,

the number and percentage that were concurred in by an active duty officer under section 1113(a)

of ANGCRRA, shown separately for each of the three categories of officers set forth in section

1113(b) of ANGCRRA:

ARMY NATIONAL GUARD

In the Army National Guard, FY 98, the number of officers recommended for a unit vacancy

promotion was 958. All of these officers were approved for promotion.

U.S. ARMY RESERVE

The U.S. Army Reserve FSP units promoted 11 officers by unit vacancy promotion in FY 98.

The remaining units promoted 39 officers by unit vacancy boards in FY 98. The Army Reserve does not

have a federal recognition program like the National Guard. U.S. Army Reserve unit vacancy boards are

centralized under HQDA management. Active duty officers are an integral part of all the U.S. Army

Reserve’s unit vacancy board selections.

(7) The number of waivers during the preceding fiscal year under section 1114(a) of ANGCRRA of

any standard prescribed by the Secretary establishing a military education requirement for

noncommissioned officers and the reason for each such waiver. There were no waivers granted in

FY98 for either the ARNG or the USAR.

(8) The number and distribution by grade, shown for each State, of personnel in the initial entry

training and nondeployability personnel accounting category established under 1115 of ANGCRRA

for members of the Army National Guard who have not completed the minimum training required

for deployment or who are otherwise not available for deployment and a narrative summarizing

procedures to be followed in FY98 to account for members of the USAR who have not completed

the minimum training required for deployment or who are otherwise not available for deployment:

NATIONAL GUARD

The number and distribution of ARNG soldiers in initial entry training and other
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nondeployable personnel accounting status are maintained by National Guard Bureau. The total number

of non-deployables in the ARNG is 31,076. Information by grade and state is maintained by National

Guard Bureau (NGB).

ARMY RESERVE

The U.S. Army Reserve identifies the number and distribution of non-deploying personnel in

the Units Status Report (USR). In the Reserve Forces, DoD requires a complete USR each quarter and

change report in each month that a change occurs.

(9) The number of members of the Army National Guard, shown for each State, that were

discharged during the previous fiscal year pursuant to 1115(c)(1) of ANGCRRA for not completing

the minimum training required for deployment within 24 months after entering the National

Guard and a narrative summarizing procedures to be followed in FY98 for discharging members

of the USAR who have not completed the minimum training required for deployment within 24

months of entering the USAR.

NATIONAL GUARD: None.

ARMY RESERVE: Soldiers who have not completed minimum training required for deployment within

24 months of entering the U.S. Army Reserve are discharged in accordance with Army Regulations 135-

175 Separation of Officers, and 135-178 Enlisted Separations. Enrollment and completion of minimum

training requirements are monitored through personnel (Total Army Personnel Database – Reserve) and

training (Army Training And Requirements Resources System) databases that identify USAR soldiers’

military education and their adherence to regulatory guidelines.

(10) The number of waivers, shown for each State, that were granted by the Secretary during the

previous fiscal year under section 1115(c)(2) of ANGCRRA of the requirement in section 1115(c)(1)

of ANGCRRA described in paragraph (9), together with the reason for each waiver. Account was

fully implemented in July 1994. During FY98, there were no waivers granted within either the National

Guard or the U.S. Army Reserve.

(11) The number of Army National Guard members, shown for each State, and the number of U.S.

Army Reserve members shown by each Army Reserve Command/General Officer Commandwho

were screened during the preceding fiscal year to determine whether they meet minimum physical

profile standards required for deployment and, of those members—

(A) the number and percentage who did not meet minimum physical profile standards

required for deployment; 39,706 soldiers were screened medically and 1,159 failed to meet the

minimum physical profile standards required for deployment for a percentage of 2.91% of all soldiers

screened.

(B) the number and percentage who were transferred pursuant to section 116 of ANGCRRA

to the personnel accounting category described in paragraph (8). 186 soldiers were transferred to the

personnel accounting code category described in paragraph (8).

(11) The number of members, and the percentage of total membership, of the Army National

Guard, shown for each State, and of the U. S. Army Reserve shown by each Army Reserve

Command/General Officer Command, who underwent a medical screening during the

previous fiscal year as provided in section 1117 of ANGCRRA. During FY98, 253,911 or 69%
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of Army National Guard members completed medical screening. During FY98, 39,706 or 21.6% of

USAR unit members completed medical screening.

(13) The number of members, and the percentage of the total membership, of the Army National

Guard, shown for each State, and the number of members, and the percentage of the total

membership, of the U. S. Army Reserve shown for each Army Reserve Command/General Officer

Command who underwent a dental screening during the previous fiscal year as provided in section

1117 of ANGCRRA. Note: Funding is not approved for implementing this provision at this time.

Funds were not available to conduct dental screening during FY98. Twenty percent of USAR members

received a visual check by a physician, not a dentist, during their periodic physical exam. This is not a

true dental screen, which by definition of the Dental Consultant at the Army Surgeon General’s office

would have to be performed by a dentist, to include x-rays of teeth.

(14) The number of members, and the percentage of the total membership, of the Army National

Guard, shown for each State, and the number of members, and the percentage of the total Selected

Reserve unit membership, of the U. S. Army Reserve, shown for each ArmyReserve Command/

General Officer Command, over the age of 40 who underwent a full physical examination during

the previous fiscal year for purposes of section 1117 of ANGCRRA. Section 1074a of Title 10 covers

the requirement for full physical examinations (personnel over 40) and annual medical screenings (all

personnel). The over 40 population of the Army National Guard is 77,170 or 20.9% of the total

membership. Of the over 40 population, 13,234 (17.1%) received full physical exams during FY98.

(National Guard Bureau maintains the state breakdown.) The over 40 population of the USAR unit

membership is 43,957 or 24% of the total unit membership. Of the over 40 population, 7,588 (17.3%)

received full physical exams during FY98.

(15) The number of units of the Army National Guard, and the U. S. Army Reserve, that are

scheduled for early deployment in the event of a mobilization and, of those units, the number that

are dentally ready for deployment in accordance with section 1118 of ANGCRRA. Section 1118 of

the ANGCRRA was repealed in Section 740 of the 1996 ANGCRRA. The requirement for annual

medical screenings and care is now covered under Section 1074a of Title 10. 155 Army National Guard

units and 371 USAR units are scheduled for early deployment in the event of mobilization. Dental

readiness screening has not begun due to lack of approved funding in FY99.

(16) The estimated post-mobilization training time for each Army National Guard combat and

FSP unit, and U.S. Army Reserve FSP unit, and a description, displayed in broad categories and by

State for Army National Guard units, and by the ARCOM/GOCOM for U.S. Army Reserve units,

of what training would need to be accomplished for Army National Guard combat and CFPunits,

and U.S. Army Reserve units, in a post-mobilization period for purposes of section 1119 of

ANGCRRA.

(A) Estimated time required by units for postmobilization training is reported through the Unit

Status Report and is available from the unit readiness rating system. This classified information is now

included in classified summary tables of unit readiness, which are compiled and reported by DCSOPS,

DAMO-ODR.

(B) Information on types of training required by units during postmobilization is maintained by

CONUSA. That information is summarized in paragraphs and tables that are maintained by DCSOPS,

DAMO-TRC.

1. Types of postmobilization training required for Enhanced Separate Brigades (eSB)
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can be generally categorized as maneuver, attack, defend, protect the force, gunnery and NBC defense.

Tables showing types of postmobilization training required for each eSB is maintained by DCSOPS,

DAMO-TR.

2. Types of postmobilization training required for Force Support package (FSP) units

can be generally categorized as Common Task Testing, NBC Defense, Force Protection, Sustainment,

Command and Control, Weapons Qualification, and Tactical communications Training. Virtually all

units also required branch specific technical training to meet deployment standards. Tables showing

types of postmobilization training required for FSP1 and FSP2 units organized by component and branch

are maintained by DCSOPS, DAMO-TR.

Enhanced Brigades.

Initiatives continue to ensure that each Enhanced Brigade is prepared to deploy within 90 days of its

mobilization. Mobilization timelines will coincide with availability of training areas and lift capability.

FORSCOM/Army National Guard Regulation 350-2, which is currently being rewritten, remains the

guidepost for Enhanced Brigade training in the near term. Specific data regarding the training

requirements of the individual Enhanced Brigades is maintained by Directorate of Operations (G-3),

Forces Command.

The following diagram depicts the Post-Mobilization Training phases of the ARNG Enhanced Brigades.

THIS DIAGRAM DISPLAYS THE COMPOSITION AND SEQUENCE OF THE ENHANCED BRIGADE

POST-MOBILIZATION TRAINING PLAN. IT ENCOMPASSES FOUR PHASES AND WILL TAKE 90 DAYS.
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The following diagram demonstrates how ARNG Enhanced Brigades would flow into the

various post-mobilization training sites.

- THIS DIAGRAM DEPICTS HOW UNITS WOULD FLOW INTO THE NUMBER OF HEAVY ENHANCED

BRIGADE POST-MOBILIZATION TRAINING SITES RECOMMENDED BY RAND (3), AND LIGHT ENHANCED

BRIGADE SITE.

- THE NATIONAL TRAINING CENTER, AT FORT IRWIN, WOULD TRAIN THREE MECHANIZED ENHANCED

BRIGADES,

- FORT HOOD WOULD BE USED TO TRAIN THREE HEAVIES

- ENHANCED BRIGADES HOME-STATIONED IN THE NORTHWEST, NEAR I CORPS, AS WELL AS THE 29TH

HAWAII, WOULD TRAIN AT YAKIMA.

- THE LIGHT ENHANCED BRIGADES (EXCEPT FOR THE 41ST IN OREGON AND 29TH IN HAWAII)

WOULD GO TO THE JOINT READINESS TRAINING CENTER, TO MRC REQUIREMENTS.

(17) A description of the measures taken during the preceding fiscal year to comply with the

requirement in section 1120 of ANGCRRA to expand the use of simulations, simulators, and

advanced training devices and technologies for members and units of the Army National Guard

and the U.S. Army Reserve. The ARNG has continued to incorporate simulation and simulators into

individual, crew/team, platoon, and battalion and brigade battlestaff training. The ARNG’s use of virtual

and constructive simulation provides a solution to reduced funding and a method to increase individual

and unit readiness.

The use of virtual simulators provides for increased proficiency when the crew/team move into

the collective training event. The ARNG has been fielding the Abrams Full-Crew Interactive Simulation
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Trainer (A-FIST) – a full-crew precision gunnery trainer for armor units, and the Engagement Skills

Trainer (EST). There are currently two mobile platoon sets of the Close Combat Tactical Trainer (CCTT)

being used by the ARNG. There is one platoon set for each of the Abrams and the Bradley versions of the

M-CCTT. The two M-CCTT platoon sets are currently based at Camp Beauregard, Louisiana. The EST is

a multi-task trainer for dismounted infantry teams and squads. The EST also functions as a

marksmanship trainer and training support tool for mortars, the Mark 19 40mm Grenade Launcher and

other crew-served weapons. They have fielded the Fire Support Combined Arms Tactical Trainer

(FSCATT) Howitzer Crew Trainer (HCT), the GUARDFIST II (Guard Armory Device Full-crew

Interactive Simulation Trainer - GFII) observed fire trainer, and the Digital Systems Test and Training

Simulator (DSTATS) for Field Artillery units. The ARNG has also expanded collective battlestaff

training using SIMITAR Janus, and the USAR’s Brigade and Battalion Battlestaff Simulation System

(BBS).

The Total Army Distance Learning Program (TADLP) is in the process of establishing Distance

Learning (DL) classrooms on Active Army Posts, in Total Army School System (TASS) battalions

quartered in National Guard Armories, and in Army Reserve Centers. These classrooms will be used by

all components of the Army to include the civilian workforce. The National Guard has been aggressively

pursuing the establishment of additional DL classrooms with special Congressional funds. Currently, the

Guard has placed 32 DL classrooms into operation. In FY 1998, an additional 112 were planned for

installation, which would bring the total to approximately 144 operational DL classrooms. The addition

of hardware, software, and an integrated strategy now provides the Total Army with a method to

distribute training to a large geographic area. The Army Reserve has also developed plans for fielding DL

classrooms beginning in FY 1998.

 The Simulation Brigades U.S. Army Reserve Divisions (Exercise) (Div(Ex)) under the Training

Support XXI (TSXXI) training initiative conduct Battle Command and Staff Training (BCST) annually

to: Force Support Packages (FSP) units; units with a Latest Arrival Date (LAD) of less than 30 days;

Divisional Round Out units; and, ARNG Enhanced Separate Brigades (eSB). All other units conduct

BCST triennially. Five USAR Battle Projection Centers (BPC’s) provide both Army Reserve and Army

National Guard units with the ability to train using Army standard simulation tools: the Battalion and

Brigade Battlestaff Simulation System (BBS), the Corps Battle Simulation (CBS), the Janus Battle Focus

Trainer, and the Combat Service Support Training Simulation System (CSSTSS). Constructive

simulations will facilitate realistic large scale training for commanders, battlestaffs and their units and

soldiers. The USAR has also expanded its ability to support collective and staff training using the

SPECTRUM (a computer software program for battlestaff training) constructive simulation system.

The five Battle Projection Centers (BPC’s) continue to use legacy constructive simulation

systems: CBS, BBS, and CSSTSS. The fielding of the Warfighter’s Simulation 2000 (WARSIM 2000) to

the 78th and 91st Divisions (Exercise) is currently scheduled for FY 2002. The three other Div(Ex)’s (the

75th, the 85th, and the 87th) are scheduled to receive WARSIM 2000 during FY 2003. Legacy simulations

are still required to provide training to the force WARSIM 2000 is fully fielded to the USAR Div(Ex)’s.

Continued funding is necessary for continued functionality and development crosswalks and transition

requirements. This way the Army Reserve meet its mission to train the priority warfighting and

supporting commands of the Reserve Components in the field.

Funding constraints limit Active Army, Army National Guard, and Army Reserve efforts to

increase the use, to the extent desired, of training devices, simulations, simulators, and advanced training

technologies, to support individual and unit training. These constraints impact the Reserve Components

especially hard due to the limited time available for units to train.
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(18) Summary tables of unit readiness, shown for each State for Army National Guard units, and

for each ARCOM/GOCOM for the U.S. Army Reserve units, and drawn from the unit readiness

rating system as required by section 1121 of ANGCRRA, including the personnel readiness rating

information and the equipment readiness assessment information required by that section,

together with–

(A) explanations of the information shown in the table: Classified tables have been

developed by NGB and OCAR with a detailed narrative analysis of personnel and equipment readiness

trends indicated since implementation of the January, 1994, revision to Army Regulation 220-1 on Unit

Status Reporting. They are currently maintained by the Office of the Deputy Chief of Staff for

Operations and Plans (DAMO-TR).

(B) based on the information shown in the tables, the Secretary’s overall assessment of the

deployability of units of the Army National Guard, and U.S. Army Reserve, including a discussion

of personnel deficiencies and equipment shortfalls in accordance with such section 1121: The

classified overall assessment of the deployability of ARNG combat units, and FSP units of both Reserve

Components is currently maintained by the Office of the Deputy Chief of Staff for Operations and Plans

(DAMO-TR).

(19) Summary tables, shown for each State, for units of the Army National Guard and for each

ARCOM/GOCOM for units of the U.S. Army Reserve, of the results of inspections of units of the

Army National Guard by inspectors general or other commissioned officers of the Regular Army

under the provisions of section 105 of title 32, together with explanations of the information shown

in the tables, and including display of–

(A) the number of such inspections;

(B) identification of the entity conducting each inspection;

(C) the number of units inspected; and

(D) the overall results of such inspections, including the inspector’s determination for each

inspected unit of whether the unit met deployability standards and, for those units not meeting

deployability standards, the reasons for such failure and the status of corrective actions. For

purposes of this report, data for Operational Readiness Evaluations will be provided on Enhanced

Brigade and FSP units of the Army National Guard and for FSP units of the U.S. Army Reserve.

Training Assessment Model data will be provided to meet this reporting requirement for all other units

of the Army National Guard and U.S. Army Reserve. Data on Army National Guard units will be

reported by State and on U.S. Army Reserve units by Army Reserve Command/ General Officer

Command.

Forces Command (FORSCOM) conducted 1,957 inspections, evaluations and assessments of

Reserve Component (RC) Force Support Package (FSP) units during FY97. These included Training

Assessment Model (TAM) assessments, Operational Compliance Evaluations (OCE) formerly

Operational Readiness Evaluations (ORE), and Aviation Resource Management Surveys (ARMS). These

were conducted primarily by CONUSA, installations, and associated units. The ARMS were conducted

by FORSCOM ARMS teams. The number of inspections, evaluations and assessments of eSB and FSP

units in FY 98 exceeded FY 97 by 326%, from 600 in FY 97.
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a. First U.S. Army: During FY 98, First U.S. Army conducted a total of 1,132 inspections,

evaluations, and assessments of eSB and FSP units. The number of inspections, evaluations

and inspections conducted on eSB and FSP units increased 343% in FY 98, from 330 in FY 97.

Of the total evaluations, 137 OCEs were conducted on company, battery, or detachment sized

eSB and FSP units. Operational Compliance Evaluations conducted on eSB and FSP units

increased 274% in FY 98, from 50 OREs in FY 97.

 b. Fifth U.S. Army: During FY 98, Fifth U.S. Army conducted a total of 485 inspections,

evaluations, and assessments of eSB and FSP units. The number of inspections, evaluations and

inspections conducted on eSB and FSP units increased 179% in FY 98, from 270 in FY 97. Of the total

evaluations, 94 OCEs were conducted on company, battery, or detachment sized eSB and FSP units.

Operational Compliance Evaluations conducted on eSB and FSP units increased 208% in FY 98, from 45

OREs in FY 97.

 c. Summary tables depicting CONUSA inspection numbers by state for the ARNG and by Regional

Support Command for the USAR units are available in DCSOPS, DAMO-TR. Results of FORSCOM

ARMS on RC units are also maintained there.

(20) A listing, for each Army National Guard combat and FSP unit, and the U.S. Army Reserve

FSP unit, of the active-duty combat and other units associated with that Army National Guard and

U.S. Army Reserve unit in accordance with section 1131(a) of ANGCRRA, shown by State for the

Army National Guard and ARCOM/GOCOM for the U.S. Army Reserve and to be accompanied,

for each such National Guard and U.S. Army Reserve unit, by-

(A) the assessment of the commander of that associated active-duty unit of the manpower,

equipment, and training resource requirements of that National Guard or U.S. Army Reserve unit

in accordance with section 1131(b)(3) of ANGCRRA. Completed assessments are maintained by the

Office of the Directorate of Operations (G-3) FORSCOM. A summary of responses addressing eSB and

FSP units are found below.

and

(B) the results of the validation by the commander of that associated active-duty unit of the

compatibility of that National Guard or U.S. Army Reserve unit with active duty forces in

accordance with section 1131(b)(4) of ANGCRRA. Completed assessments are maintained by the

Office of the Directorate of Operations (G-3) FORSCOM. A summary of responses addressing eSB and

FSP units are found below.

In April 1994, the Secretary of the Army designated the Army National Guard Enhanced

Separate Brigades as the principal Reserve Component maneuver forces of the Army. Enhanced Separate

Brigade locations and Active Army training associations are shown below.
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Training Associations for Divisions and Brigades

ARNG DIVISION/BRIGADE PEER MENTOR SENIOR MENTOR NOTE

28 IN DIV HARRISBURG, PA 3 IN DIV (M) FT STEWART XVIII CORPS

29 IN DIV (L) FT BELVOIR, VA 82 AB DIV (ABN) FT BRAGG XVIII CORPS

34 IN DIV ST PAUL, MN 101 AB DIV (AASLT) FT CAMPBELL XVIII CORPS

35 IN DIV (M) FT LVNWTH, KS FT RILEY FT RILEY III CORPS TAM BY CONUSA

38 IN DIV INDIANOPLIS, IN 10 MTN DIV FT DRUM XVIII CORPS TAM BY CONUSA

40 IN DIV (M) LONG BEACH, CA I CORPS FT LEWIS I CORPS TAM BY CONUSA

42 IN DIV (M) NEW YORK, NY 4 IN DIV (M) FT HOOD III CORPS

49 AR DIV AUSTIN, TX 1 CAV DIV FT HOOD III CORPS

27 IN BDE SYRACUSE, NY 10 MTN DIV, BDE FT DRUM 10 MTN DIV E BDE

29 IN BDE FT RUGER, HI 25 IN DIV (L), BDE SCHOFLD BKS 25 IN DIV (L) E BDE

30 IN BDE (M) CLINTON, NC 3 IN DIV (M), BDE FT STEWART 3 IN DIV (M) E BDE

39 IN BDE LITTLE ROCK, AR 101 AB DIV (AASLT), BDE FT CAMPBELL 101 ABN DIV E BDE

41 IN BDE PORTLAND, OR 25 IN DIV (L), 1 BDE FT LEWIS I CORPS E BDE

45 IN BDE EDMOND, OK 1 CAV DIV, BDE FT HOOD 1 CAV DIV E BDE

48 IN BDE (M) MACON, GA 3 IN DIV (M), BDE FT STEWART 3 IN DIV (M) E BDE

53 IN BDE TAMPA, FL 82 AB DIV (ABN), BDE FT BRAGG 82 ABN DIV E BDE

76 IN BDE KOKOMO, IN 101 AB DIV (AASLT), BDE FT CAMPBELL 101 ABN DIV E BDE

81 IN BDE (M) SEATTLE, WA 2 IN DIV (M), 3 BDE FT LEWIS I CORPS E BDE

116 AR BDE BOISE, ID 4 IN DIV (M), 3 BDE FT CARSON 4 IN DIV (M) E BDE

155 AR BDE TUPELO, MS 1 CAV DIV, BDE FT HOOD 1 CAV DIV E BDE

218 IN BDE (M) NEWBERRY, SC 1 IN DIV (M), 1 BDE FT RILEY FT RILEY E BDE

256 IN BDE (M) LAFAYETTE, LA 4 IN DIV (M), BDE FT HOOD 4 IN DIV (M) E BDE

278 AR CAV RGT KNOXVILLE, TN 3 AR CAV RGT FT CARSON FT CARSON E BDE

31 AR BDE NORTHPORT, AL 1 AR DIV, 1 BDE FT RILEY FT RILEY TAM BY CONUSA

92 IN BDE SAN JUAN, PR 82 AB DIV (ABN), BDE FT BRAGG 82 AB DIV (ABN) TAM BY CONUSA

207 IN SCT GP FT RCHDSN, AK 6 IN DIV (L), 1 BDE FT RICHDSN USARPAC

1. Enhanced Separate Brigades (eSB).

 Information on the manpower, equipment and training resource shortfalls for the eSB is

annotated below. The above chart shows the AC Training Associations for the eSB and ARNG

Divisions. The column that is identified as certifier means that the AC associated commander will have

the responsibility to conduct an assessment at the two and one year mark prior to a potential rotation by a

Combat Training Center (CTC) by an eSB. The results are then provided through command channels to

the Commander FORSCOM for review. The decision on whether a brigade will continue in its program

for an NTC or JRTC rotation will be made by the state authority based on the value of the anticipated

training experience weighed against the cost of the rotation. The 41st IN light and the 116th AR heavy

completed their CTC rotations, NTC and JRTC respectively, in Training Year 1998.

a. Manpower. The majority of the eSB reported shortages in both junior and senior enlisted

personnel (11B, 11M, 13B, 13F, 19K) and officers. Throughout the eSB, Duty Military Occupational

Skill Qualification (DMOSQ) tends to be the major training challenge with many soldiers attending

DMOSQ schools instead of Annual Training.

b. Equipment. Equipment on hand in some eSB have not kept up with the MTOE changes.

Across the board, the eSB are short ERC-A communications equipment (primarily SINCGARS radios)

which impacts on their ability to communication with their AC counterparts. Shortages exist in chemical

defense equipment, especially chemical alarms. Shortages in night vision devices limits the ability of the

eSB to conduct night training. One brigade is short HEMMTS and MICLICS and lacks dedicated signal

support. Additionally, the engineers are short bridging equipment.
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c. Training Resource Shortfalls. Funding constraints have limited units from sending soldiers

to MOS producing schools, such as 11M, 13F, 19F, 19K, 77F and 88M. Reported shortfalls in school

allocations, particularly for master gunners and aviation specialties, are harming professional

development and unit leader training programs. Changes to MTOE and accompanying reclassification

and retraining in Air Defense Artillery and Military Intelligence skills exacerbate the situation with

regard to training funding and school seats. Extant shortfalls in Additional Flight Training Periods

(AFTP) cut into the flying hour budget, causing reduced aircraft availability, which, in turn, impact air

crew proficiency. Shortage of available ranges and adequate maneuver areas, and distance to ranges and

areas increases the cost of conducting training and hampers platoon and crew training readiness.

d. Compatibility. Compatibility is limited due to lack of communications equipment, especially

SINCGARS and MSE radios. Incompatibility of automation equipment and lack of equipment at the unit

level hampers connectivity and training. After completion of the Aviation Restructuring Initiative, one

air cavalry squadron is organized instead as an attack battalion, thus reducing its ability to conduct

aviation reconnaissance operations. Recent fielding of M1s and M3A2s has enhanced compatibility of

the ARNG heavy brigades with the AC force.

2. ARNG and USAR Force Support Package Units.

a. ARNG and USAR FSP units are represented by the following branches or areas of

concentration: Chemical; Combat Engineer; Engineer; Aviation; Military Police; Signal Corps; Adjutant

General; Logistics; Maintenance; Rear Tactical Operations Center; Supply; Corps Headquarters; Finance;

Supply Command Headquarters; Public Affairs; Medical; Military History; Military Intelligence,

Ordnance; Quartermaster; and Transportation. The ARNG had Air Defense Artillery, Field Artillery and

Armor units in addition to those types listed; the USAR had Military Intelligence and Judge Advocate

General units within their FSP units.

b. Information on the manpower, equipment and training resource shortfalls for the FSP units is

available in reports submitted by associated AC commanders. These reports are maintained at DCSOPS,

DAMO-TRO. That information is also summarized below:

 (1) Manpower. Several FSP units have soldier shortages in the range of 8-12 percent. Also

a shortfall in DMOSQ soldiers affects a number of units. The most predominant shortcoming is in

Military Intelligence units, in language skills.

 (2) Equipment. Some FSP units are short NBC equipment and some lack tactical

communications equipment, especially SINCGARS. A number of units are lacking ERC-A equipment,

which renders them non-deployable, placing the burden of acquiring the equipment on the mobilization

station. If FSP units remain without essential equipment for extended periods of time, it will seriously

degrade their ability to perform their wartime mission without significant training and time at

postmobilization.

 (3) Training Resources. Several FSP units do not have an adequate training area by which to

perform their mission essential task list training. Some engineer, air defense artillery and aviation FSP

units are reporting inadequate funding. Others are having problems getting school seats, i.e. for training

engineer, military intelligence language and quartermaster water specialities.

 (4) Overall Comments on RC Force Compatibility with AC Force. Communications

equipment shortages, particularly SINCGARs, is having the greatest impact on compatibility. As MTOE
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changes and unit reorganizations continue to mature, and, coupled with distribution of equipment by

priority fill, communications and automation compatibility between AC and RC units will progressively

improve.

(21) A specification of the active-duty personnel assigned to units of the Selected Reserve pursuant

to section 414(c) of the National Defense Authorization Act for Fiscal Years 1992 and 1993 (10

U.S.C. 261 note), shown (A) by State for the Army National Guard and ARCOM/GOCOM for the

U.S. Army Reserve, (b) by rank of officers, warrant officers, and enlisted members assigned, and

(c) by unit or other organizational entity of assignment. The Total Army Personnel Command

does not maintain assignment data as specified above, as active component personnel are not managed by

state or reserve component command.

 The Active Component/Reserve Component (AC/RC) reorganization consisted of a three-phase

program. The first phase of this Congressionally mandated program was the Pilot Program, which

assigned 2,000 Active Duty personnel as full-time advisors to selected Army National Guard and U.S.

Army Reserve Units. Personnel rotations for phase one took place in FY 94 and FY 95. Phase two

followed enactment of Sec 1132, Title XI, FY 93, National Defense Authorization Act. This expanded

the dedicated Active Component (AC) support by 3,000 active duty personnel, bringing the total to 5,000

Congressionally mandated active duty personnel beginning in FY 95. The original target for 100%

fielding was 1 October 1997.

During FY 96 and 97, FORSCOM conducted a Support to Organizational Training Functional

Area Assessment (SOT FAA). Its mandate was to streamline command and control, and reduce any

redundancy in unit missions and functions. In March 1997, the Vice Chief of Staff, Army approved

FORSCOM’s plan to restructure the AC/RC program, resulting in over 1200 duty position and location

changes.

Beginning in FY 98 and continuing throughout FY 99, FORSCOM is executing the third phase of

the AC/RC restructuring program. This restructure moved titled positions within the AC/RC program to

meet force structure needs. The new structure also created two dual component (AC, ARNG) Integrated

Division Headquarters at Fort Riley and Fort Carson which will each serve as the division headquarters to

three National Guard Enhanced Brigades. Furthermore, five tri-component (AC, USAR, ARNG)

Training Support Division Headquarters were added to command and control the training of the Reserve

Component. DA PERSCOM is now assigning against the future structure.

The charts below depict the current enlisted and officer fill for titled positions based on the

current force structure mandated by TDA 3098. These charts show personnel fill for AC/RC titled

positions by command and grade:

The current reorganization will cause some soldiers to be assigned to unauthorized positions as

the AC/RC force structure changes to meet the TDA 1000 requirement. Where possible, these personnel

will be reassigned to vacant Title XI positions in the new structure. The remainder of these soldiers have

been identified and placed on orders to move from the AC/RC assignment to the mainstream Army

beginning May 1999 through September 1999.

The Army is committed to providing enough personnel to fill titled positions to 100%. As the

Army reaches the end of its three-phased AC/RC restructure process in October 1999 and the force

stabilizes, fill for titled positions is projected to reach 100% by the end of 1st Quarter FY 00. Assignment to Title XI positions is included in the highest priority of fill in the Army.
A-14

Army Posture Statement FY00