Glossary-4

MOA Memorandum of Agreement

MOS Military Occupational Specialty

MRI Medical Reengineering Initiative

MUGV Unmanned Ground Vehicle

MULE Multifunction Utility / Logistics and Equipment

MV Medical Vehicle

NCOES Noncommissioned Officer Education Systems

NETCOM Network Enterprise Technology Command

NLOS Non-Line-Of-Sight

NMP National Maintenance Program

NSS National Security Strategy

NTC National Training Center

OCONUS Outside Continental United States

OES Officer Education System

OPTEMPO Operating Tempo

OSD Office of the Secretary of Defense

PAC3 Patriot Advanced Capability 3

PEO Program Executive Office

RC Reserve Component

RCI Residential Communities Initiative

RCR Readiness Command Restructuring

RSTA Reconnaissance, Surveillance, and Target Acquisition

RSV Reconnaissance and Surveillance Vehicle

SBCT Stryker Brigade Combat Team

SDD System Development and Demonstration

SDHSS Shallow Draft High Speed Sealift

SETS Secondary Education Transition Study

SOF Special Operations Forces
Glossary-2

CBRNE Chemical Biological Radiological Nuclear Explosive

CD&E Concept Development and Experimentation

CMTC Combat Maneuver Training Center

CONUS Continental United States

CONUSA Continental United States Armies

CPMS Civilian Personnel Management System

CROP Common Relevant Operating Picture

CS Combat Support

CSS Combat Service Support

CST Combat Service Team

CTC Combat Training Centers

DARPA Defense Advanced Research Projects Agency

DCGS-A Distributed Common Ground System-Army

DHA Direct Hire Authority

DoD Department of Defense

eArmyU Army University Access Online

ERP Enterprise Resource Planning

FCS Future Combat System

FM Field Manual

FORSCOM Forces Command

FRMV FCS Recovery and Maintenance Vehicle

FRRI Federal Reserve Restructuring Initiative

FYDP Future Years Defense Programs

GCSS-A Global Combat Service Support - Army

GIG Global Information Grid

GMD Ground Mobile Defense

GWOT Global War on Terror

HIMARS High Mobility Artillery Rocket System
Army Reserve Transformation Initiatives .................................................................... 35

Institutional Army ........................................................................................................................... 35

Transforming the Way We Do Business ...................................................................................... 35

Personnel Transformation ...................................................................................................... 36

Third Wave ............................................................................................................................... 36

Acquisition Transformation ................................................................................................... 37

Logistics Transformation........................................................................................................ 38

Advanced Medical Technology ............................................................................................. 39

Business Initiatives Council ................................................................................................... 40

A Commitment to the Future ..................................................................................................................... 41

Addendum A ............................................................................................................................................... A-1

Addendum B ............................................................................................................................................... B-1

Addendum C ............................................................................................................................................... C-1

Glossary............................................................................................................................................Glossary-1

2

the way for the arrival of the Objective Force. By 2010, The Army's Objective Force -

organized, equipped, and trained for ground dominance, cyber-warfare, and space

exploitation - will provide the Nation the capabilities it must have to remain the global

leader, the strongest economy in the world, and the most respected and feared military

force, by our friends and allies and our enemies, respectively.

The surprise attacks against our Nation and Operation ENDURING FREEDOM, in

response to those attacks, validated The Army Vision and provided momentum to our

efforts to transform ourselves into an instrument of national power that provides full

spectrum operational capabilities that are strategically responsive and capable of decisive

victory. In a little over three years, we have begun to realize The Army Vision - People,

Readiness, and Transformation.

The transforming Army is enriching as a profession and nurturing to families whose

sacrifice has borne the readiness of the force for the past 10 years. Our Well-Being

initiatives are our commitment to reverse this trend by giving our people the opportunity

to become self-reliant; setting them up for personal growth and success; aggressively

investing in family housing; and revitalizing Single-Soldier living space in our barracks.

Our manning initiatives have filled our line divisions and other early deploying units to

dampen the internal turbulence of partially filled formations and help put a measure of

predictability back into the lives of our families.

The Army has carefully balanced the risk between remaining ready for today's challenges

and preparing for future crises. With unwavering support from the Administration, the

Congress, our Soldiers, and Department of the Army Civilians, The Army has made

unprecedented progress in its efforts to transform.

We will achieve Initial Operating Capability (IOC) for the first Stryker Brigade Combat

Team (SBCT) this summer and demonstrate the increased responsiveness, deployability,

agility, verastility, lethality, survivability, and sustainability that SBCTs provide to

Combatant Commanders. In a little over three years from initial concept to fielded

capability, the SBCTs will allow us to glimpse the potential for acquisition reform in

paving the way for delivery of the Objective Force.

We have constructed the framework for achieving the Objective Force this decade: a

Transformation Campaign Plan with Roadmap; the Objective Force White Paper; the

Operational and Organizational plans for the Objective Force Unit of Action; and the

Operational Requirements Document for the Future Combat System of Systems.

Additionally, The Army is poised to fill ground maneuver's most critical battlefield

deficiency - armed aerial reconnaissance - with Comanche, a capable, survivable, and

sustainable aircraft that is a cornerstone of the Objective Force.

All along the way, we have tested our concepts in wargames and experiments, checked

and rechecked our azimuth to the Objective Force weekly and monthly, and look forward
A-12

Guard and RSC/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 Army restructuring process is complete. All mal-assigned soldiers have been

reassigned or retired. Current and projected strength is 98 to 100 percent. The

goal under The Army's Manning Initiative is 100 percent for combat units. The

Army Personnel Command Strength Branch, Distribution Division will continue

to track titled and non-titled positions.
4

Today's challenges are more complex; threats are elusive and unpredictable. The fight

against international terrorism has overshadowed, but not eliminated, other potential

crises. Tension between India and Pakistan persists; stability between China and Taiwan

is tenuous; and concern over North Korea escalates. Threats of transnational terrorism

and the proliferation of weapons of mass destruction (WMD) - often financed by organized

crime, illicit drug transactions, trafficking in women and children, and the sale of arms -

further complicate the security environment. Geopolitical trends such as scarce resources,

youth population-spike in underdeveloped countries, aging populations in developed

countries, and the growth of mega-cities, among others, presage a future strategic

environment of diverse and widely distributed threats.

Fully appreciating the internal and external difficulties that profound change engenders,

we assessed the operational challenges of the new century against the capabilities of our

Cold War Army, recognized the opportunity to leverage the inherent combat power of

the technological revolution, and set a clear path ahead - The Army Vision.

The 2002 National Security Strategy (NSS) reaffirms our military's highest priority -

defending the United States. To do this effectively, we assure our allies and friends;

dissuade future military competition; deter threats against U.S. interests, allies, and friends;

and decisively defeat any adversary, if deterrence fails. The NSS directs the military to

transform to a capabilities-based force ready to respond to unpredictable adversaries

and security crises. The Objective Force meets these NSS requirements, and Army

Transformation will enhance our ability to conduct rapid and precise operations, achieve

decisive results at the time and place of our choosing, and safeguard the Nation's ability

to exercise our right of self-defense through preemption, when required.

The 2001 Quadrennial Defense Review describes a capabilities-based approach to defense

planning that provides broader military options across the operational spectrum, from

pre- to post-conflict operations. The force-sizing construct - 1-4-2-1 - takes into account

the number, scope and simultaneity of tasks assigned the military: it sizes the force for

defense of the U.S. homeland (1), forward deterrence in four critical regions (4), the

conduct of simultaneous warfighting missions in two regions (2) - while preserving the

President's option to call for decisive victory in one of those conflicts (1) - and participation

in multiple, smaller contingency operations.

THE ARMY - SERVING TODAY, BALANCING RISK, MANAGING

TRANSFORMATION

Soldiers are the most precise and responsive means to strike and then control enemy

centers of gravity on the ground - where people live, work, and govern. American Soldiers

are disciplined, professional, and trained for success in diverse missions; they are the

foundation of a flexible force that accomplishes its missions in the non-linear battlespace

by integrating new, innovative technologies and techniques with current systems and

doctrine. Our people adapt under the harshest conditions, whether in the deserts of
A-10

• The United States Army Reserve Command (USARC) conducts

Organizational Inspection Program (OIP) inspections for RSCs/DSUs. Two

such inspections were conducted in FY 2002. Forces Command maintains

the results of the CONUSA inspections, Training Assessment Models (TAMs),

and holds the data for Reserve component FSP unit inspections.

• Summary tables depicting CONUSA inspection numbers by state for the

ARNG and by Regional Support Command for the USAR units are available

from DCSOPS, FORSCOM.

20. A listing, for each Army National Guard combat and FSP unit, and the U.S. Army

Reserve FSP units, 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 RSC/GOCOM

for the U.S. Army Reserve:

a. This information is contained in FORSCOM Regulation 350-4, Appendix B and

C. An electronic version can be viewed at www.forscom.army.mil/pubs/Pubs/

2530/SEC1-7_1.HTM and to be accompanied, for each such National Guard

and U.S. Army Reserve unit.

b. 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.

Detailed assessments of specific RC units are maintained at the two numbered

Armies in the continental United States (CONUSA) and three CONUS-based

corps.

c. Army National Guard divisions and eSB.

• Manpower. Several eSB have shortages in enlisted personnel and junior

officers. Duty Military Occupational Specialty Qualification (DMOSQ) is a

training challenge because Military Occupational Specialties (MOS) require

extensive training, during a limited training window, in schools that are taught

simultaneously. Within the eSB Full Time Support (FTS) continues to be a

challenge. In the eSB FTS is approximately 55 percent of requirements. In

divisions, recent force structure authorization increases are causing shortterm fill percentages shortfalls.

• Equipment. Equipment on-hand versus equipment authorized continues to

hamper eSB conversion. Shortages in chemical defense equipment and night

vision devices limit the full range of training for eSB.

• Training. Adequate training resources in FY02 enabled eSB to sustain platoon

pre-mobilization training proficiency. Distances to crew-served weapons ranges

and the availability of adequate maneuver areas continue to challenge most
A-8 

 The ARNG developed a unique partnership with PEO-STRI in the development,

verification, validation and accreditation of systems and system upgrades. Through

the ARNG Distributed Battle Simulation Program (DBSP) civilian infrastructure

Commander's receive assistance from graybeard mentors, TADSS Facilitators, and

JANUS Tech Team Exercise Support in the planning, preparation, and execution of

simulations based training that augments the support provided by TS XXI soldiers

and greatly enhanced unit proficiency and readiness.

The Army Reserve continues to focus on integrating simulations, simulators and

TADSS into training plans. The Army Reserve, through the Battle Command Staff

Training (BCST) Brigades of the Training Support Divisions provided Battle

Command Staff Training exercises to the Reserve Component priority units. In all,

over 300 Commanders and Staffs received training that focused on technical and

tactical proficiency. These exercises replicated the Battle Command Training Program

developed by the National Simulation Center. The Army Reserve continues to

integrate into The Army's synthetic environment community by participating in the

Synthetic Training Environment Periodic Review and as a member of the Synthetic

Training Environment Integrated Concept Team. Through our representation in

these and other forums, the Army Reserve has been identified to receive two Corps/

Division suites during the fielding of the Warfighter Simulation (WARSIM). The

Army Reserve continues to press STRICOM and the National Simulation Center on

the priority for the development of Combat Support and Combat Service Support

capabilities within WARSIM, ensuring training capabilities for the entire spectrum

of Army capabilities. The Army Reserve continues to work the development the

Laser Marksmanship Training System (LMTS), a small arms simulator, to enhance

Army Reserve soldiers' ability to achieve and maintain marksmanship skills. To

achieve this, the Army Reserve has directly supported the Infantry School in the

development of the Operational Requirements Document. The Army Reserve has

begun fielding of the LMTS as well as the Engagement Skills Trainer 2000. The

Army Reserve continues to investigate alternative training mechanisms to simulate

urban terrain and potential terrorist activities, including the Virtual Emergency

Response Training System (VERTS) to replicate the Fort Dix installation, a power

projection platform. The Army Reserve continues to develop the Simulations

Operations functional area assessment to ensure that capabilities exist to support

the DOD Training Transformation goal of integrated live, virtual and constructive

training in a joint environment.

18. Summary tables of unit readiness, shown for each State for Army National Guard

units, and for each RSC/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-
101st Airborne Division, Afghanistan

8

In future joint operations, Objective Force units will be capable of directing major

operations and decisive land campaigns with Army headquarters. Objective Force

headquarters at all levels will provide the Joint Force Commander (JFC) with seamless,

joint battle command and decision superiority. The modularity and scalability of our

Objective Force formations will provide an unprecedented degree of flexibility and

adaptability to the Combatant Commander - providing the right force at the right time

for decisive outcomes.

PEOPLE - OUR MOST VALUABLE RESOURCE

The Army Vision begins and ends talking about people. People are central to everything

else we do in The Army. Platforms and organizations do not defend this Nation; people

do. Units do not train, stay ready, grow and develop leadership - they do not sacrifice

and take risks on behalf of the Nation. People do.

Institutions do not transform; people do. People

remain the engine behind all of our magnificent

moments as an Army, and the well-being of our

people - the human dimension of our Transformation

- is inextricably linked to Army readiness.

In our Vision, we recommitted ourselves to doing

two things well each and every day - training Soldiers

and civilians and growing them into competent,

confident, disciplined, and adaptive leaders who

succeed in situations of great uncertainty. We are

dedicated to preparing our Soldiers to lead joint formations, to enabling our headquarters

to command and control joint forces, and to providing to those joint formations the

capabilities only The Army can bring to the fight: the ability to control terrain and

populations.

MANNING THE FORCE

The objective of our manning strategy is to ensure we have the right people in the right

places to fully capitalize on their warfighting expertise - this is The Army's commitment

to the Nation, Army leaders, Soldiers, and our families. Correctly manning our units is

vital to assuring that we fulfill our missions as a strategic element of national policy; it

enhances predictability for our people; and it ensures that leaders have the people necessary

to perform their assigned tasks. In FY00, we implemented a strategy to man our forces

to 100% of authorized strength, starting with divisional combat units. The program

expanded in FY01 and FY02 to include early deploying units. In FY02, we maintained

our manning goals and continued to fill our Divisions, Armored Cavalry Regiments, and

selected Early Deploying Units to 100% in the aggregate, with a 93-95% skill and gradeband match. We remain on target to accomplish our long-term goal of filling all Army

units to 100% of authorized strength.
A-6

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 RSC/

DRU, who underwent a dental screening during the previous fiscal year as provided

in section 1117 of ANGCRRA.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1117 of ANGCRRA.

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 total Selected Reserve unit membership, of the U.S. Army Reserve,

shown for each RSC/DRU, over the age of 40 who underwent a full physical

examination during the previous fiscal year for purposes of section 1117 of

ANGCRRA.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1117 of ANGCRRA.

15. The number of units of the Army National Guard, and of 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.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1118 of ANGCRRA.

16. The estimated post-mobilization training time for each Army National Guard combat

unit, Army National Guard FSP unit, and Army Reserve FSP unit; a description,

displayed in broad categories, by State for Army National Guard units or by RSC/

GOCOM for Army Reserve units; and of what training would need to be

accomplished for Army National Guard combat units, Army National Guard FSP

units, and Army Reserve FSP units in a post-mobilization period for purposes of

section 1119 of ANGCRRA.

a. Estimated time for post mobilization training is reported through the Unit Status

Report, is classified, and is maintained by the Department of the Army, G-3,

Force Readiness Division.

b. Information on the type of training required by units during post mobilization is

maintained by the Continental United States Armies (CONUSAs).

c. Post mobilization training for enhanced Separate Brigades (eSB) can be categorized

as maneuver, attack, defend, command and control, gunnery, NBC defense, and

sustainment.
10

additional Full-Time Support authorizations as the number one priority of the Army

National Guard and Army Reserve leadership.

Civilian Component

As a comprehensive effort to consolidate, streamline, and more effectively manage the

force, The Army has begun an initiative to transform our civilian personnel system.

High quality, well-trained civilians are absolutely essential to the readiness of our force

and our ability to sustain operations today and in the future. Recruiting, training, and

retaining a highly skilled, dedicated civilian workforce is critical in meeting our obligations

to the Combatant Commanders and the Nation. Aggressive transformation of our civilian

force - in which projections through FY05 indicate a 16% annual turnover due to

retirements and other losses - will ensure we continue to meet those obligations.

As of FY02, The Army employed 277,786 civilian personnel. To forecast future civilian

workforce needs with precision, we developed the Civilian Forecasting System

(CIVFORS), a sophisticated projection model that predicts future civilian personnel

requirements under various scenarios. The Army is working closely with the Office of

the Secretary of Defense (OSD) and other federal agencies to demonstrate the power of

this system so they can fully leverage its capabilities, as well.

The Civilian Personnel Management System XXI (CPMS XXI) has identified the

reforms necessary to hire, train, and grow a civilian component that supports the

transforming Army. To achieve this, we have redefined the way civilians are hired,

retained, and managed. Mandatory experiential assignments will become the vehicle by

which we develop future leaders. CPMS XXI fully responds to current mandates in the

President's Management Agenda and incorporates the results of the Army Training and

Leader Development Panels. For example, two initiatives for recruiting well-trained

civilians are:

• The Army Civilian Training, Education, and Development System (ACTEDS) -

a centrally managed program that accesses and trains civilian interns and grows a

resource pool of personnel who can accede to senior professional positions.

• The DoD Appropriations Act for FY02 and FY03 provided Direct Hire Authority

(DHA) for critical, hard-to-fill medical health care occupations and enabled the

reduction in average fill-time for these positions to 29 days.

ARMY WELL-BEING

The readiness of The Army is inextricably linked to the well-being of our people, and

Army Well-Being is the human dimension of our Transformation. Well-Being responds

to the physical, material, mental, and spiritual needs of all Army people - Soldiers, civilians,

retirees, veterans, and their families. We recognize the fundamental relationship between

Well-Being programs and institutional outcomes such as readiness, retention, and

recruiting. To support mission preparedness as well as individual aspirations, Well-Being
A-4

FY00 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:

 a. In FY02, the number of ARNG non-deployable personnel was: 41,824. The

National Guard Bureau (NGB) maintains the detailed information.

 b. The USAR makes a substantial investment in training, time, equipment, and

related expenses when persons enter military service. Separation before completion

of an obligated period of service is wasteful because it results in loss of this

investment and generates a requirement for increased accessions. Consequently,

attrition is an issue of significant concern at all levels of responsibility within the

USAR. USAR identifies soldiers exhibiting the propensity for early separation

and provides counseling in an attempt to retain a qualified and trained force.

Reasonable efforts are made to identify soldiers who exhibit likelihood for early

separation and to improve their chances for retention through counseling,

retraining, and rehabilitation prior to initiation of separation proceedings. Non

Prior Service (NPS) enlistees in USAR units will normally be ordered to IADT

within 270 days of enlistment. NPS direct enlistees in the IRR must enter IADT

within 180 days after date of enlistment. NPS enlistees may be authorized an

additional period of delay from reporting as provided in AR 601-25, paragraph

3-4. In accordance with DA Pam 611-21, USAR unit commanders determine

alternate MOSs for qualified enlisted soldiers incapable of completing initial

training. An enlisted Soldier who cannot satisfactorily complete the MOS training

for which selected will be required to accept training to qualify for an alternate

MOS as determined by the USAR unit commander (DA Pam 611-21).

The tracking of new soldiers who have not completed training is done by the use

of the Training Pay category codes. All soldiers who are awaiting shipment to

Basic training are listed as Pay Category 'P'. Those soldiers who have completed

Basic training, returned to their USAR unit, and are now waiting to attend

Advanced Individual Training are coded as Pay Category 'Q'. Those soldiers

attending training are carried in Pay Category 'F' while they are at school. Those

soldiers who are not "deployable" for reasons other than lack of IET are listed

on the personnel databases with a code indicating the reasons for their nondeployable status.

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 FY01 for discharging members of the USAR who have not completed

the minimum training required for deployment within 24 months of entering the

USAR.
69th Air Defense Artillery Brigade,

Giebelstadt Army Airfield, Germany

12

LEADER DEVELOPMENT - TRAINING SOLDIERS AND CIVILIANS,

AND GROWING LEADERS

The Army is a profession - the Profession of Arms. Conducting decisive ground combat

operations in defense of the United States and its interests is a core competency of this

profession. The development of each member of The Army is the foundation of lifelong

devotion to duty - while in uniform and upon returning to the civilian sector.

By its nature, our profession is extraordinarily complex and dangerous. The American

people entrust The Army with the sacred responsibility to apply lethal force in defense

of U.S interests. As such, the Profession of Arms must remain firmly grounded in

constitutional values and must constantly change and grow to preserve its competitive

advantage in an evolving strategic environment. At all levels, our leaders - military and

civilian - must apply their professional knowledge in increasingly varied and unique

situations that are characteristic of today's strategic

environment. Ultimately, we must grow professional Army

leaders who provide wise and discerning military

judgments founded on long experience and proven

professional expertise. This capacity is developed only

through a lifetime of education and dedicated service - in

peace and in war.

Soldiers serve the Nation with the full realization that

their duty may require them to make the supreme sacrifice

for others among their ranks. Soldiers fighting the war on

terrorism today, those who will fight our future wars, and

those who have fought in our past wars are professional

warfighters and a precious national asset. To ensure we remain the greatest landpower in

the world defending the greatest country in the world, The Army and the Nation rely

upon their unique and hard-earned experiences and skills. To develop the operational

skills required to defend the Nation, training must remain our number one priority.

The evolving strategic environment, the gravity of our responsibilities, and the broad

range of tasks The Army performs require us to review and periodically update the way

we educate, train, and grow professional warfighters. The Army's strategic responsibilities

to the Nation and Combatant Commanders now embrace a wider range of missions.

Those missions present our leaders with even greater challenges than previously

experienced. Therefore, leader development is the lifeblood of the profession. It is the

deliberate, progressive, and continuous process that trains and grows Soldiers and civilians

into competent, confident, self-aware, and decisive leaders prepared for the challenges

of the 21st Century in combined arms, joint, multinational, and interagency operations.

In June 2000, we convened the Army Training and Leader Development Panel (ATLDP).

The ATLDP's purpose is to identify skill sets required of Objective Force Soldier and

civilian leaders. Further, ATLDP assesses the ability of current training and leader
A-2

 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 or the U.S. Army Reserve Selected

Reserve units.

a. Army National Guard (ARNG) officers: 21,108 or 57.9 percent

b. U.S. Army Reserve (USAR) officers 84,466 or 20.9 percent

2. The number and percentage of enlisted personnel with at least two years of activeduty before becoming a member of the Army National Guard or the U.S. Army

Reserve Selected Reserve units.

a. ARNG enlisted: 143,501 or 45.6 percent

b. USAR enlisted: 30,199 or 18.2 percent

3. The numbers of officers who are graduates of one of the service academies and

were released from active duty before the completion of their active-duty service

obligation. 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:

• In FY02, 26 officers were released to the selective reserve to complete their

obligation.

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:

• In FY02, no waiver, for mental disorder, was granted by the Secretary of the

Army.

 4. The number of officers who were commissioned as Reserve Officers' Training Corps

graduates and were released from active duty before the completion of their activeduty service obligation:

• In FY02, 13 ROTC graduates were released before completing their active duty

service obligation

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:

• In FY02, 10 ROTC waivers were released from AD and assigned to ARNG

to complete their obligation.

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:
14

READINESS - WINNING OUR NATION'S WARS

HOMELAND SECURITY (HLS)

Defending our Nation - abroad and at home - against foreign and domestic threats is

fundamental to The Army's legacy, and our warfighting focus provides capabilities relevant

to HLS requirements. HLS missions range from traditional warfighting

competencies that defeat external threats to the non-combat tasks

associated with supporting civil authorities in domestic contingencies.

Operation NOBLE EAGLE mobilized over 16,000 Army National

Guard Soldiers to protect critical infrastructure. These Soldiers assisted

the Department of Transportation in securing our Nation's airports while

also playing a vital role in securing our Nation's borders. The Army is

moving forward to provide one Civil Support Team (CST) to each state,

as required by the National Defense Authorization Act for FY03. The

CSTs support Incident Commanders and identify Chemical, Biological,

Radiological, Nuclear, and Explosive (CBRNE) agents and substances,

assess current and projected consequences, advise on response measures,

and assist with appropriate requests for additional support. To date,

OSD has certified 30 of 32 teams, and The Army is working to establish

additional teams. Collectively, the certified teams have performed 890

operational missions since 11 September 2001. The Army remains committed to HLS,

dedicating Active Component (AC) and Reserve Component (RC) staffs to focus on

training, doctrine, planning, and execution of DoD missions in support of civil authorities.

Missile Defense

Robust Missile Defense is a vital warfighting requirement that protects both our homeland

and our deployed forces. Missile Defense includes far more than a reactive capability to

shoot down missiles in their reentry phase. Missile Defense requires a coherent system

of sensors; battle command; weapons systems; and active, passive, proactive, and reactive

operational concepts, all aimed at destroying enemy missiles - not only

during their reentry phases. Missile Defense must also be able to destroy

enemy missiles on the ground, before they launch or during their boost

phase once launched. Missile Defense is inherently a joint capability

to which The Army is a major contributor.

The Army is deploying and employing Ground Mobile Defense (GMD)

assets to contribute to this warfighting capability, accelerating the

fielding of the Patriot Advanced Capability 3 (PAC3) system, and

developing directed energy weapons that will bring new defense

measures to The Army and the Nation. We are postured to assume

control of the Medium Extended Air Defense System (MEADS) program in FY03 and

intend to begin fielding by FY12.

MIM-104

Patriot Air Defense Missile

Homeland Security,

Salt Lake City, UT
42
M1 Abrams Tanks, Udari Range, Kuwait

16

120th Adjutant General Battalion (Reception),

Fort Jackson, SC

dedicated joint training environments for functional

warfighting and complex joint tasks. The Army is

scheduled to host the first joint National Training

Center (NTC) event at Fort Irwin, California, in May

2003. During June 2003, the U.S. Army Forces

Command will execute the 2nd joint NTC event - JCS

exercise ROVING SANDS.

During the late 1990s, funding for the recapitalization

and modernization of The Army's Combat Training

Centers (CTCs) was reduced, eroding their capability

to support their critical missions. Additionally, the

Multiple Integrated Laser Engagement System

(MILES) equipment and current force instrumentation

systems have become difficult to maintain. The

Army's CTC modernization program will ensure that

our premier training areas (NTC at Fort Irwin, Combat

Maneuver Training Center (CMTC) in Germany, the

Joint Readiness Training Center (JRTC) at Fort Polk,

and the Deep Attack Center of Excellence near Gila

Bend, AZ) are modernized to provide high quality,

realistic, full-spectrum joint training. To address these

problems, The Army will invest nearly $700M over the next six years to modernize these

training centers.

OPTEMPO

In accordance with Congressional directives, The Army developed a new methodology

to prepare budget requests that accurately reflect Operations and Maintenance

requirements. In the report submitted in July 2002, The Army outlined updated processes

that ensure consistency in reporting of tank miles and reflect requirements and execution

with more precision. Management controls initiated in FY01 to prevent migration of

OPTEMPO funds to other areas were highly successful and remain in effect.

The Army's combined arms training strategy determines

the resourcing requirements to maintain the combat

readiness of our forces. For the Active Component, The

Army requires 800 ground OPTEMPO miles per year for

the M1 Abrams tank and corresponding training support;

the Active Component flying hour program requires an

average of 14.5 live flying hours per aircrew each month.

Both Army National Guard and the Army Reserve aircrew

training strategies require 9.0 hours per crew each month.

The ARNG ground OPTEMPO requirement is a 
40

MRI supports both the current forces and the Stryker Brigades, and is the bridge to the

Objective Medical Force. We have implemented innovative strategies make the most

efficient use of our budget. Medical modernization, which includes the acquisition of

current medical equipment and technology, is partially funded within MRI units.

Business Initiatives Council

In June 2001, the Secretary of Defense established the Department of Defense Business

Initiatives Council (DoD BIC). The DoD BIC's goal is to improve business operations

and processes by identifying and implementing initiatives that expand capabilities, improve

efficiency and effectiveness, and create resource savings in time, money, or manpower.

The Army has aggressively explored ways to improve its internal business practices, and

has established The Army BIC (ABIC), under the leadership of the Secretary and the G8. Effective November 13, 2002, the Secretary of the Army has approved a total of 35

initiatives under the ABIC. Subsequently, The Army submitted a number of the initiatives

through the formal DoD BIC process for implementation across the Services and other

DoD activities. The BIC process has helped to create a culture of innovation and interservice cooperation. The superb level of cooperation across the military departments,

the Joint Staff and OSD has made this possible.
National Maintenance Program,

Fort McCoy, Wisconsin

18

Soldiers, Active and Reserve, are heavily engaged in force protection and anti-terrorism

missions. Soldiers guard military installations, nuclear power plants, dams and power

generation facilities; tunnels, bridges, and rail stations; and emergency operations centers.

During the 2002 Winter Olympics in Salt Lake City, Utah, nearly 1,500 ARNG Soldiers

provided security, and Soldiers guarded key infrastructure sites during Super Bowl XXXVII

in January 2003. Over 12,500 Reserve Component Soldiers are currently mobilized for

Operation NOBLE EAGLE to fulfill Force Protection requirements, and in February

2003, over 8,000 Army National Guard Soldiers will support Air Force security

requirements - a requirement that could reach 9,500 Soldiers. Security of detention

facilities and detainees at Guantanamo Bay Detention - a long-term detainee mission -

requires approximately 1500 Army personnel, 50% of whom are Military Police. Army

Reserve Internment and Resettlement battalions on 6-month rotations impact military

police availability to CONUS Force Protection requirements.

SUSTAINMENT

The Army is revolutionizing its logistics process. One initiative, the Single Stock Fund

(SSF), redirected more than $540M worth of secondary items from stocks to satisfy

customer demands between May 2000 - SSF inception - and November 2002. During

that same period, we redistributed more than $218M worth of secondary items from the

authorized stockage levels to meet higher priority

readiness requirements. By extending national

visibility of stockage locations and capitalizing

inventories into the Army Working Capital Fund, we

reduced customer wait time by an average of 18.5%.

The SSF will continue to reduce inventory

requirements and generate even more savings for The

Army by creating greater flexibility for the

management of inventories.

Another initiative, the National Maintenance Program

(NMP), enhances weapon system readiness, reliability,

and availability rates by bringing Army Class IX repair

parts to a single national standard. Ultimately,

increased reliability will reduce overall weapon system Operating and Support cost.

Additionally, the NMP centralizes the management and control of Army maintenance

activities for components and end items. NMP will produce appropriately sized Army

maintenance capacity that still meets total maintenance requirements.

STRATEGIC READINESS REPORTING

The National Defense Authorization Act for FY99 requires the Secretary of Defense to

implement a comprehensive readiness reporting system that objectively measures readiness

to support the NSS. The Army's Strategic Readiness System (SRS) responds to and

provides a baseline in achieving this critical initiative.
TSV-1X, Operation Enduring Freedom

38

We have also transformed the way we conduct business through the organization of the

Army Contracting Agency (ACA) that realigns our previously decentralized installation

and information technology contracting processes into one organization. Responsible

for all contracts over $500K and tasked to eliminate redundant contracts, ACA leverages

Army-wide requirements to achieve economies of scale. ACA supports Army

Transformation efforts by aligning all base support contracting into a single organization

that best supports installation management transformation. All of these initiatives use

information technology to leverage enterprise-wide buying capabilities. Additionally,

ACA will act as the single coordinating element and form the base from which to deploy

contingency-contracting, operational support to the warfighting commands. The Army

Contracting Agency and other contracting activities will continue to support small business

awards in the outstanding manner it did in FY02.

Logistics Transformation

We cannot transform The Army without a transformation in logistics. We must incorporate

the logistician's view into the design of our systems even before we begin to build

platforms. Collaboration between the acquisition and logistics communities will give

the Objective Force the rapid deployability and sustainability we demand - by design -

without compromising warfighting capability.

Designing the right logistics architecture - systems, business processes, enterprise, for

example - is fundamental to success. The Army's Logistics Transformation will focus on

creating an overarching corporate logistics enterprise that employs industries' best business

practices. Within this enterprise, The Army established three

principal goals for Logistics Transformation: enhance strategic

mobility and deployability; optimize the logistics footprint;

and reduce the cost of logistics support without reducing

readiness or warfighting capability.

The Army's mobility and deployability goals for the Objective

Force are to deploy a combat brigade within 96 hours after

lift off, a division on the ground in 120 hours, and a fivedivision corps in theater in 30 days. To achieve this strategic

responsiveness, the Army Strategic Mobility Program (ASMP)

serves as a catalyst to bring about force projection changes

both in The Army's and in our Sister Services' lift programs. Platforms like the IntraTheater Support Vessel (TSV) and Inter-Theater Shallow Draft High Speed Sealift

(SDHSS) provide transformational capabilities for operational and strategic maneuver

and sustainment of Army formations.

Because strategic air and sealift cannot meet deployment requirements, Army

Prepositioned Stocks (APS) ashore and afloat continue to be a critical component of

Army power projection. The Army is currently participating in a joint-led Worldwide

Prepositioning Study to determine if location, mix, and capabilities in existing stocks of
20

2002, The Army placed the management of Army installations under the Installation

Management Agency (IMA). IMA is a new field-operating agency of the Assistant Chief

of Staff for Installation Management (ACSIM). Its mission is to provide equitable,

efficient, and effective management of Army installations worldwide to support readiness;

enable the well-being of Soldiers, civilians and family members; improve infrastructure;

and preserve the environment. This new management approach eliminates the migration

of base operations funds to other operational accounts below the HQDA level. It also

enables the development of multi-functional installations to support evolving force

structure and Army Transformation needs. The Army is poised to capitalize on

opportunities TIM gives us to provide excellence in installations.

Two programs that significantly increase the well-being of our Soldiers and their families

are the Barracks and the Family Housing programs. The Army established the Barracks

Upgrade Program (BUP) in the late 1990's to improve single Soldiers' housing conditions.

Through 2002, we have upgraded or funded-for-upgrade 70% of our permanent party

barracks to Soldier suites that consist of two single bedrooms with a shared bath and

common area. The Army will continue the BUP until all permanent party barracks

achieve this standard.

With the strong support of Congress, The Army established the Residential Communities

Initiative (RCI) for our families. This program capitalizes on commercial expertise and

private capital to perform a non-core function for The Army - family housing management.

The program provides greater value to The Army by eliminating the housing deficit at

our first eleven sites, while leveraging a $209M Army investment into $4.1B of initial

private development. The Army's privatization program began with four pilot projects

and will expand to 18 active projects by the end of FY03. Pending OSD and Congressional

approval, 28 projects are planned through 2006 that will impact over 72,000 housing

units or 80% of Army Family Housing in the United States. By the end of 2007, we will

have the programs and projects in place to meet the OSD goal of eliminating inadequate

family housing. We will accomplish this goal through RCI and increased Army investment

in family housing Military Construction (MILCON) at non-privatized installations. The

Reserve Component (RC) enhances RCI through real property exchange authority that is

only available to the RC. This legislative authority allows the exchange of RC owned

property with public or private entities and has a tremendous potential to improve future

Reserve Component infrastructure at no governmental cost.

The Army has also aggressively reduced its financial burden and physical footprint by

disposing of 34% of its facilities from a 1990 high of 116 billion square feet. The Army

anticipates that the Congressional FY05 Base Realignment and Closure (BRAC) authority

will permit additional appropriate reductions. BRAC will enable The Army to dispose

of excess infrastructure and realign the remaining facilities with the requirements of the

transforming Army and the Objective Force. BRAC will also allow The Army to reallocate resources from closed or realigned installations to other high priority requirements.
36

Personnel Transformation

The Secretary of the Army's key management initiative is personnel transformation. Its

goal is to modernize and integrate human resource programs, policies, processes, and

systems into a multi-component force that includes civilians and contractors. We will

evaluate our processes and implement the most efficient program, policies, and

organizations to support the Objective Force.

The centerpiece of Personnel Transformation is a comprehensive effort focused on a

potential Army-wide implementation of unit manning and unit rotation. We are

aggressively examining the feasibility of a unit manning and rotation

system that would better support the new national defense strategy,

improve cohesion and combat readiness within the operational

Army, provide highly cohesive well-trained units to Combatant

Commanders, and improve well-being for families by providing

greater stability and predictability in assignments. The Army

currently uses unit rotations in support of operational missions in

the Balkans, Sinai, and Afghanistan. The Army is studying the use

of unit rotations for other locations and in the war on terrorism.

Units would know of these rotations well in advance, providing

families with greater predictability and enabling focused preparation,

both of which contribute to increased combat readiness of the unit.

Unit manning seeks to synchronize the life cycle of a unit with the

life cycle of the Soldier within that unit. All Soldiers and leaders

would be stabilized, resulting in a significant increase in cohesion

and combat readiness over our present individual replacement

system. Such a system has significant second and third order effects across the force -

training and leader development, recruiting and retention, unit readiness levels, and total

Army endstrength, among others. All of these are being studied intensively, and we

anticipate senior Army leadership decisions on unit manning and unit rotation in July

2003.

Third Wave

Because we operate in an environment in which there are increasing demands for military

capabilities - the Secretary of the Army's Third Wave initiative seeks to ensure that we

are achieving the best value possible for our taxpayers' dollars.

There are three phases to the Third Wave process. First, we determined what activities

were core or non-core to The Army's mission. In the second phase, we are validating the

breakout between core and non-core functions by determining if any non-core functions

should be exempted. This phase has an anticipated completion date of mid- to late

February 2003. Upon completion, The Army leadership will notify Congress of the

results of this phase. In the third phase, key Army leaders will assess appropriate plans

122nd Signal Battalion

Camp Red Cloud, Korea
22

In the final analysis, The Army's combat power does not wear tracks or wheels - it wears

boots. No platform or weapon system can match a Soldier's situational curiosity and

awareness. It is the Soldiers' ability to discern and to think, their ingenuity and

resourcefulness, their endurance and perseverance, and their plain grit that make them

the most reliable precision weapon in our inventory. Soldiers remain the centerpiece of

our formations.

To help guide our Transformation efforts, The Army leverages lessons-learned from

extensive experimentation and wargaming. We are working to harness the power of

knowledge, the benefits of science and technology, and innovative business solutions to

transform both the Operational and Institutional Army into the Objective Force. The

Army's annual Title 10 Wargames provide critical

insights for developing the Objective Force. Likewise,

results from joint experiments - Millennium Challenge

'02 and other service Title 10 Wargames like Global

Engagement, Navy Global, and Expeditionary Warrior,

to name a few - also inform these efforts.

The Army is fully committed to joint experimentation

as a means to examine and assess Objective Force

contributions to the strategic, operational, and tactical

levels of joint warfare. The Army has established a

joint / Army Concept Development and

Experimentation (CD&E) Task Force to ensure that

Army CD&E efforts are synchronized with joint CD&E. This task force makes certain

that joint experiment lessons-learned inform the design and development of the Objective

Force. This year, The Army's Title 10 Wargame - co-hosted by Commander, Joint Forces

Command - will focus on the Joint Force that will fight the next battle. Linked to Joint

Forces Command's Pinnacle Impact 03 experiment, it will be conducted within the context

of a future 1-4-2-1 global scenario and the emerging Joint Operations Concept. The

Army is committed to these efforts, and in this budget we have nearly doubled last year's

funding of these exercises.

Joint, interagency, multinational, and Army warfighting experiments provide invaluable

opportunities for The Army to experiment with innovative approaches to warfighting

and to test new tactics, techniques, procedures, organizations, processes, and technology.

In Millennium Challenge 2002, the largest joint experiment in U.S. history, The Army

demonstrated four vital capabilities it brings to the joint fight:

• the ability to attain and maintain information superiority (knowledge)

• the ability to conduct decisive maneuver to enable dominant joint maneuver

• the ability to defeat the opposition in an anti-access environment through rapid

entry and employment capabilities
AH-64 Apache, Bagram, Afghanistan

34

SOF structure. The recent initiatives will transfer 1,788 manpower spaces to Major

Force Program-11 beginning in FY03. Since the commencement of ARSOF operations

in support of the GWOT, the U.S. Army has provided over $1.4B in new equipment to

enhance Special Operations Forces firepower, communications, and ground and air

mobility.

The Army will remain the largest user of space-based capabilities among the Services.

Army space assets are providing tangible support to the war on terrorism and Operation

ENDURING FREEDOM - they ensure Army and Joint Force Commanders optimize

communications, satellite intelligence, Global Positioning System, imagery, weather,

missile warning, and other space-based capabilities in every aspect of planning and

operations. We are working diligently with the joint and interagency space community to

ensure that Army and joint space systems continue to provide their essential capabilities

now and for the Objective Force.

Aviation Transformation and Restructuring

Aviation Transformation further demonstrates The Army's hard choices in balancing

risk to resource Transformation. Our interim plan - now in progress - lowers operating

and sustainment costs while posturing aviation for arrival of the Objective Force by

2010. Apache modernization is an integral part of the Army Aviation Transformation

Plan. The AH-64D Longbow heavy attack team will enhance domination of the maneuver

battlespace and provide the ground commander with a versatile, long-range weapon system

against a range of fixed and moving targets. The UH-60 Blackhawk continues to be the

assault workhorse of Army Aviation, executing over 40% of The Army's annual flying

hours. We are extending the life of the UH-60 while providing it with capabilities required

of the future battlespace. Similarly, The Army is fully

committed to the CH-47F Chinook program. Its heavylift capability is invaluable to transforming The Army.

As we restructure and standardize attack and lift

formations across the force, we will also adjust the

stationing and alignment of Reserve Component aviation

units to mitigate the near-term risk.

Army National Guard Aviation comprises almost 50%

of The Army's aviation force and is one of the Nation's

most valuable assets both for wartime and for peacetime

missions. Essential for successful execution of the

Nation's military strategy, the ARNG currently has aviation units deployed in Afghanistan,

Kuwait, Bosnia, Europe, and Saudi Arabia, as well as Central and South America.

Army National Guard Restructuring Initiative (ARNGRI)

ARNGRI seeks to transform a sizeable portion of ARNG combat structure into more

deployable, flexible fighting forces to support Army requirements at home and abroad.
Single Channel Tactical Satellite, Narizah, Afghanistan

24

AN INFORMATION ENABLED ARMY

Achieving the full spectrum dominance of the Objective Force requires changing the

way we fight. Changing the way we fight requires a holistic transformation of Logistics,

Personnel, Installation Management, Acquisition, Aviation, business practices - every

aspect of The Army must transform. The Objective Force requires innovative changes

and out-of-the-box ingenuity in the way we take care of our people and manage the

information and material that enhances their readiness and answers their needs - both

personal and professional, at home and in the short sword warfight at foxhole level.

Simply put, we cannot achieve the Objective Force capabilities without leveraging the

full potential of the technological advances that our Nation's industrial base and science

and technology communities are developing. The Army has consolidated management

of Information Technologies (IT) into a single effort - Army Knowledge Management

(AKM). AKM capitalizes on IT resources

unique to our Nation and harnesses them

for Transformation, for The Army, and for

the Combatant Commanders.

Information management is critical to

achieving The Army Vision, and Army

Knowledge Management supports

Transformation through the development

and implementation of a network-centric,

knowledge-based Army architecture

interoperable with the joint system. AKM

will accelerate the Detect-Decide-Deliver

planning processes and enable warfighters

to see the adversary first - before our forces

are detected; understand the Common Relevant Operating Picture (CROP) first; act against

adversaries first; and finish the warfight with decisive victories - see first, understand first,

act first, finish decisively. AKM will provide knowledge at the point of decision for all

leaders - from the factory to the foxhole.

Enabling collaborative mission planning and execution among widely dispersed locations

around the globe, Army Knowledge Management will provide a rapid and seamless flow

and exchange of actionable information and knowledge. The Network-centric operations

that AKM enables will decrease our logistic footprint and enhance sustainability of the

Objective Force through multi-nodal distribution networks - reaching forward to the

theater and back to installations. Advanced information technologies will dramatically

enhance Battle Command. Command, Control, Communications, and Computer (C4)

decision tools seamlessly linked to Intelligence, Surveillance, and Reconnaissance (ISR)

assets produce a radically improved Common Relevant Operating Picture (CROP) and

enable Battle Command.
Stryker rolls off a C-130, Ft. Lewis, WA

32

The High Mobility Artillery Rocket System (HIMARS) is a lighter weight, more deployable

multiple rocket launcher capability that will integrate into the joint fires network.

BRIDGING THE CAPABILITIES GAP-STRYKER BRIGADE COMBAT

TEAMS

Announcing our intent to field an Interim Force in October 1999, The Army responded

to a capabilities gap between its lethal, survivable, but slow-to-deploy heavy forces and

its rapidly deployable light forces that lack the protection, lethality, and tactical mobility

that we seek. Just two-and-a-half years later in 2002, The Army began fielding the first

Stryker Brigade Combat Team to bridge that gap. In

2003 - less than four years after the announcement -

we are on track to achieve IOC with the first SBCT

at Fort Lewis, Washington. Stryker Brigades will

provide the Combatant Commander vastly increased

operational and tactical flexibility to execute fastpaced, distributed, non-contiguous operations.

Stryker Brigade Combat Teams respond to

Combatant Commander requirements across the

spectrum of military operations. Optimized for

combat in complex and urban terrain, the Stryker

Brigades will be decisive in other major combat operations, as well. The SBCT

Reconnaissance, Surveillance, and Target Acquisition (RSTA) Squadron provides both

organic human intelligence capabilities and UAVs embedded at the brigade level. Its

military intelligence and signal companies - working through a digitally enabled battle

command bridge - leverage theater and national assets to create an information-enabled

force. SBCTs will use this enhanced joint C4ISR capability to revolutionize combat

paradigms from "make contact, develop the situation, maneuver the forces" to "understand the

situation, maneuver the forces, make contact at the time and place of your own choosing, and finish

decisively."

Moreover, leveraging platform commonality, enhancing logistics practices and enablers,

and reorganizing logistics formations, the SBCT is vastly more deployable and sustainable

than our heavy forces, while significantly increasing combat power generating capabilities.

Augmented for sustained operations, the SBCT requires 37% fewer CSS personnel than

a digitized heavy brigade. While capitalizing on these advantages, developing and

available technologies allow us to mass effects - rather than massing formations - and

create a robust, reliable capability to conduct operational maneuver over strategic distances.

Finally, SBCTs provide an invaluable means of spearheading Transformation. The SBCT

trains junior officers and noncommissioned officers - tomorrow's commanders and

command sergeants major - in the tactics, techniques, and procedures that will inform

employment of the Objective Force.
Conceptual --Objective Force Warrior

26

and sustainable than we are today - across the full spectrum of military operations as an

integral member of a cohesive joint team.

The Nation will continue to face adaptive, asymmetric threats that capitalize on the

power of information. To dominate and maintain superiority over these emerging

challenges, The Army is changing the way we fight - a paradigm shift more significant

than the 20th Century's introduction of the tank and the helicopter. The Army is changing

from sequential and linear operations to distributed and simultaneous operations. The

Objective Force - characterized by networks of people enabled with systems that provide

actionable information and decision superiority - will dissuade, deter or decisively defeat

our adversaries anytime, anyplace, and anywhere.

The Objective Force will consist of command structures scaled to meet Joint Force

Commander requirements and modular combined-arms units tailored according to each

situation. Objective Force integrated, mobile, air-ground teams will conduct mounted

and dismounted operations and employ both manned and unmanned platforms to achieve

decisive victories. Capable of forcible entry and operations in austere environments to

address the spectrum of military operations - from humanitarian assistance to warfighting

- the Objective Force will conduct simultaneous combat and

stability operations and master transitions between phases of

operations. It will be an offensively oriented, multi-dimensional

force enabled by advanced information technologies that give

Soldiers real-time intelligence and actionable information.

The Objective Force will arrive in theater combat capable -

deployment will be synonymous with employment. The

Objective Force will be strategically responsive and rapidly

deployable on the U.S Air Force family of inter-theater and intratheater aircraft. An Objective Force Unit of Action (UA) will

deploy on approximately one-third the number of aircraft required

to deploy a heavy brigade combat team today. It will be

operationally deployable and capable of operational maneuver

over strategic distances by air, land, or sea. Soldiers will overcome

anti-access and area denial strategies and environments through

precision maneuver and decision superiority.

Equipped with new systems designed to meet the needs of The

Army's future fighting formations, the Objective Force will be a

networked system of systems. This system of systems includes Soldiers equipped with

the Land Warrior system; a family of 18 integrated, synchronized, manned and unmanned

Future Combat Systems (FCS); and critical complementary systems such as the Comanche

and the Future Tactical Truck System. The components of the FCS are being

synchronously developed and fielded as a complete family to achieve the warfighting
RAH-66 Comanche Helicopter

30

mobility, survivability, and sustainability for the individual warfighter while reducing

logistics demands.

Future Combat Systems are networked in the joint C4ISR architecture - including

networked communications, networked options, sensors, battle command systems,

training, and both manned and unmanned reconnaissance and surveillance capabilities.

These networked systems will dramatically enhance situational awareness and

understanding and operational level synchronization well beyond today's standards.

Improved C4ISR capabilities will enable network-centric Objective Force operations.

The results of the investments will allow leaders to capitalize on sensor and processing

technology to see, understand, and shape the battlespace before the enemy can react -

increasing combat force effectiveness and survivability. The S&T program will develop

and demonstrate real-time, continuous situational understanding by integrating data from

manned and unmanned air- and ground-based sensors.

S&T investments in military logistics are an important enabler for the Objective Force.

We are placing our emphasis on sustainment's big drivers - fuel, ammunition, maintenance,

and water - to dramatically reduce our logistics footprint and lift requirements in these

areas. Key technologies include on-board water generation, real-time logistics command

and control processes and distribution management, enhanced multi-purpose munitions

and packaging, efficient propulsion and power technologies, real-time diagnostics and

prognostics, and Micro-Electro Mechanical Systems (MEMS).

Transformational Systems

Several transformational systems were under development prior to announcement of

The Army Vision in October 1999. The Army has completed an extensive analysis to

identify those systems that complement FCS and the Objective Force system of systems.

The Comanche Helicopter is the centerpiece of the Aviation Modernization Plan (AMP)

and represents the first new system to reach Initial Operational Capability (IOC) within

The Army's Objective Force. Comanche is our

armed reconnaissance platform with attack

capabilities. It will leverage the situational

awareness and situational curiosity of a scout

augmented with revolutionary, state-of-the-art

Intelligence, Surveillance, and Reconnaissance

(ISR) technologies. Comanche supports

vertical and horizontal maneuver as an integral

part of network centric operations and extends

human eyes and decision-making beyond the

ground maneuver force. Utilizing stealth

technologies, it will network with all joint

C4ISR and joint weapons systems. Comanche will leverage maximum effect of future

standoff precision weapon systems such as the Common Missile and allow us to maneuver
Predator Unmanned Aerial Vehicle

28

processes are being updated to accommodate the Department of Defense's (DoD)

direction to field a networked system of systems rapidly through spiral development and

an open architecture that allows maturing technological insertions as they occur.

The Army embraces the ongoing DoD and Joint Staff Capabilities and Acquisition

processes reform efforts to achieve revolutionary capabilities in the fielding of a new

generation of equipment. This collaborative DoD and JCS effort enables The Army to

design new information-age capable organizations holistically, use evolutionary acquisition

strategies to equip those organizations, and see the Objective Force fielded before the

end of this decade.

Science and Technology - Moving Toward the Transformed Army

Preempting our adversaries' technological surprises over the past three years, Army Science

and Technology investments are already providing America's Army with sustained

overmatch in all materiel systems. And The Army has increased and focused its Science

and Technology (S&T) investments. We are demonstrating the enabling joint interoperable

technologies essential for Objective Force capabilities and accelerating their arrival. Our

S&T program is pursuing a wide spectrum of technologies for unmanned air and ground

systems that will expand the range of joint warfighting capabilities, reduce risk to Soldiers,

and reduce the logistics footprint of the force. Realizing the full potential of unmanned

systems requires technological development in

sensors that improve navigation and mission

performance, in intelligent systems for semiautonomous or autonomous operation, in

networked communications for mannedunmanned teaming, and in human-robotic

interfaces, among many others.

The Defense Advanced Research Projects Agency

(DARPA) and Army partnership contracted for a

Lead Systems Integrator (LSI) to accelerate the

transition of FCS to the System Development and

Demonstration (SDD) Phase, with a Milestone B decision in May 2003. The Army is on

track to achieve first unit equipped in 2008 and an initial operating capability of one

Objective Force Unit of Action (UA) in 2010. To accelerate development and in

partnership DARPA, the focus on key transformation technologies for the FCS has been

narrowed to the systems with the most promise. Our highest priority S&T efforts remain

technological advances for the Future Combat System (FCS).

The Army will field FCS as a family of systems built on information age technologies

embedded in manned and unmanned air and ground platforms. Integral to joint fires, the

family of systems will integrate long-range air- and ground-based sensors with longrange cannon and missile precision munitions. The family of systems will also provide

increased joint capabilities to conduct battle command, reconnaissance, mounted combat
Predator Unmanned Aerial Vehicle

28

processes are being updated to accommodate the Department of Defense's (DoD)

direction to field a networked system of systems rapidly through spiral development and

an open architecture that allows maturing technological insertions as they occur.

The Army embraces the ongoing DoD and Joint Staff Capabilities and Acquisition

processes reform efforts to achieve revolutionary capabilities in the fielding of a new

generation of equipment. This collaborative DoD and JCS effort enables The Army to

design new information-age capable organizations holistically, use evolutionary acquisition

strategies to equip those organizations, and see the Objective Force fielded before the

end of this decade.

Science and Technology - Moving Toward the Transformed Army

Preempting our adversaries' technological surprises over the past three years, Army Science

and Technology investments are already providing America's Army with sustained

overmatch in all materiel systems. And The Army has increased and focused its Science

and Technology (S&T) investments. We are demonstrating the enabling joint interoperable

technologies essential for Objective Force capabilities and accelerating their arrival. Our

S&T program is pursuing a wide spectrum of technologies for unmanned air and ground

systems that will expand the range of joint warfighting capabilities, reduce risk to Soldiers,

and reduce the logistics footprint of the force. Realizing the full potential of unmanned

systems requires technological development in

sensors that improve navigation and mission

performance, in intelligent systems for semiautonomous or autonomous operation, in

networked communications for mannedunmanned teaming, and in human-robotic

interfaces, among many others.

The Defense Advanced Research Projects Agency

(DARPA) and Army partnership contracted for a

Lead Systems Integrator (LSI) to accelerate the

transition of FCS to the System Development and

Demonstration (SDD) Phase, with a Milestone B decision in May 2003. The Army is on

track to achieve first unit equipped in 2008 and an initial operating capability of one

Objective Force Unit of Action (UA) in 2010. To accelerate development and in

partnership DARPA, the focus on key transformation technologies for the FCS has been

narrowed to the systems with the most promise. Our highest priority S&T efforts remain

technological advances for the Future Combat System (FCS).

The Army will field FCS as a family of systems built on information age technologies

embedded in manned and unmanned air and ground platforms. Integral to joint fires, the

family of systems will integrate long-range air- and ground-based sensors with longrange cannon and missile precision munitions. The family of systems will also provide

increased joint capabilities to conduct battle command, reconnaissance, mounted combat
RAH-66 Comanche Helicopter

30

mobility, survivability, and sustainability for the individual warfighter while reducing

logistics demands.

Future Combat Systems are networked in the joint C4ISR architecture - including

networked communications, networked options, sensors, battle command systems,

training, and both manned and unmanned reconnaissance and surveillance capabilities.

These networked systems will dramatically enhance situational awareness and

understanding and operational level synchronization well beyond today's standards.

Improved C4ISR capabilities will enable network-centric Objective Force operations.

The results of the investments will allow leaders to capitalize on sensor and processing

technology to see, understand, and shape the battlespace before the enemy can react -

increasing combat force effectiveness and survivability. The S&T program will develop

and demonstrate real-time, continuous situational understanding by integrating data from

manned and unmanned air- and ground-based sensors.

S&T investments in military logistics are an important enabler for the Objective Force.

We are placing our emphasis on sustainment's big drivers - fuel, ammunition, maintenance,

and water - to dramatically reduce our logistics footprint and lift requirements in these

areas. Key technologies include on-board water generation, real-time logistics command

and control processes and distribution management, enhanced multi-purpose munitions

and packaging, efficient propulsion and power technologies, real-time diagnostics and

prognostics, and Micro-Electro Mechanical Systems (MEMS).

Transformational Systems

Several transformational systems were under development prior to announcement of

The Army Vision in October 1999. The Army has completed an extensive analysis to

identify those systems that complement FCS and the Objective Force system of systems.

The Comanche Helicopter is the centerpiece of the Aviation Modernization Plan (AMP)

and represents the first new system to reach Initial Operational Capability (IOC) within

The Army's Objective Force. Comanche is our

armed reconnaissance platform with attack

capabilities. It will leverage the situational

awareness and situational curiosity of a scout

augmented with revolutionary, state-of-the-art

Intelligence, Surveillance, and Reconnaissance

(ISR) technologies. Comanche supports

vertical and horizontal maneuver as an integral

part of network centric operations and extends

human eyes and decision-making beyond the

ground maneuver force. Utilizing stealth

technologies, it will network with all joint

C4ISR and joint weapons systems. Comanche will leverage maximum effect of future

standoff precision weapon systems such as the Common Missile and allow us to maneuver
Conceptual --Objective Force Warrior

26

and sustainable than we are today - across the full spectrum of military operations as an

integral member of a cohesive joint team.

The Nation will continue to face adaptive, asymmetric threats that capitalize on the

power of information. To dominate and maintain superiority over these emerging

challenges, The Army is changing the way we fight - a paradigm shift more significant

than the 20th Century's introduction of the tank and the helicopter. The Army is changing

from sequential and linear operations to distributed and simultaneous operations. The

Objective Force - characterized by networks of people enabled with systems that provide

actionable information and decision superiority - will dissuade, deter or decisively defeat

our adversaries anytime, anyplace, and anywhere.

The Objective Force will consist of command structures scaled to meet Joint Force

Commander requirements and modular combined-arms units tailored according to each

situation. Objective Force integrated, mobile, air-ground teams will conduct mounted

and dismounted operations and employ both manned and unmanned platforms to achieve

decisive victories. Capable of forcible entry and operations in austere environments to

address the spectrum of military operations - from humanitarian assistance to warfighting

- the Objective Force will conduct simultaneous combat and

stability operations and master transitions between phases of

operations. It will be an offensively oriented, multi-dimensional

force enabled by advanced information technologies that give

Soldiers real-time intelligence and actionable information.

The Objective Force will arrive in theater combat capable -

deployment will be synonymous with employment. The

Objective Force will be strategically responsive and rapidly

deployable on the U.S Air Force family of inter-theater and intratheater aircraft. An Objective Force Unit of Action (UA) will

deploy on approximately one-third the number of aircraft required

to deploy a heavy brigade combat team today. It will be

operationally deployable and capable of operational maneuver

over strategic distances by air, land, or sea. Soldiers will overcome

anti-access and area denial strategies and environments through

precision maneuver and decision superiority.

Equipped with new systems designed to meet the needs of The

Army's future fighting formations, the Objective Force will be a

networked system of systems. This system of systems includes Soldiers equipped with

the Land Warrior system; a family of 18 integrated, synchronized, manned and unmanned

Future Combat Systems (FCS); and critical complementary systems such as the Comanche

and the Future Tactical Truck System. The components of the FCS are being

synchronously developed and fielded as a complete family to achieve the warfighting
Stryker rolls off a C-130, Ft. Lewis, WA

32

The High Mobility Artillery Rocket System (HIMARS) is a lighter weight, more deployable

multiple rocket launcher capability that will integrate into the joint fires network.

BRIDGING THE CAPABILITIES GAP-STRYKER BRIGADE COMBAT

TEAMS

Announcing our intent to field an Interim Force in October 1999, The Army responded

to a capabilities gap between its lethal, survivable, but slow-to-deploy heavy forces and

its rapidly deployable light forces that lack the protection, lethality, and tactical mobility

that we seek. Just two-and-a-half years later in 2002, The Army began fielding the first

Stryker Brigade Combat Team to bridge that gap. In

2003 - less than four years after the announcement -

we are on track to achieve IOC with the first SBCT

at Fort Lewis, Washington. Stryker Brigades will

provide the Combatant Commander vastly increased

operational and tactical flexibility to execute fastpaced, distributed, non-contiguous operations.

Stryker Brigade Combat Teams respond to

Combatant Commander requirements across the

spectrum of military operations. Optimized for

combat in complex and urban terrain, the Stryker

Brigades will be decisive in other major combat operations, as well. The SBCT

Reconnaissance, Surveillance, and Target Acquisition (RSTA) Squadron provides both

organic human intelligence capabilities and UAVs embedded at the brigade level. Its

military intelligence and signal companies - working through a digitally enabled battle

command bridge - leverage theater and national assets to create an information-enabled

force. SBCTs will use this enhanced joint C4ISR capability to revolutionize combat

paradigms from "make contact, develop the situation, maneuver the forces" to "understand the

situation, maneuver the forces, make contact at the time and place of your own choosing, and finish

decisively."

Moreover, leveraging platform commonality, enhancing logistics practices and enablers,

and reorganizing logistics formations, the SBCT is vastly more deployable and sustainable

than our heavy forces, while significantly increasing combat power generating capabilities.

Augmented for sustained operations, the SBCT requires 37% fewer CSS personnel than

a digitized heavy brigade. While capitalizing on these advantages, developing and

available technologies allow us to mass effects - rather than massing formations - and

create a robust, reliable capability to conduct operational maneuver over strategic distances.

Finally, SBCTs provide an invaluable means of spearheading Transformation. The SBCT

trains junior officers and noncommissioned officers - tomorrow's commanders and

command sergeants major - in the tactics, techniques, and procedures that will inform

employment of the Objective Force.
Single Channel Tactical Satellite, Narizah, Afghanistan

24

AN INFORMATION ENABLED ARMY

Achieving the full spectrum dominance of the Objective Force requires changing the

way we fight. Changing the way we fight requires a holistic transformation of Logistics,

Personnel, Installation Management, Acquisition, Aviation, business practices - every

aspect of The Army must transform. The Objective Force requires innovative changes

and out-of-the-box ingenuity in the way we take care of our people and manage the

information and material that enhances their readiness and answers their needs - both

personal and professional, at home and in the short sword warfight at foxhole level.

Simply put, we cannot achieve the Objective Force capabilities without leveraging the

full potential of the technological advances that our Nation's industrial base and science

and technology communities are developing. The Army has consolidated management

of Information Technologies (IT) into a single effort - Army Knowledge Management

(AKM). AKM capitalizes on IT resources

unique to our Nation and harnesses them

for Transformation, for The Army, and for

the Combatant Commanders.

Information management is critical to

achieving The Army Vision, and Army

Knowledge Management supports

Transformation through the development

and implementation of a network-centric,

knowledge-based Army architecture

interoperable with the joint system. AKM

will accelerate the Detect-Decide-Deliver

planning processes and enable warfighters

to see the adversary first - before our forces

are detected; understand the Common Relevant Operating Picture (CROP) first; act against

adversaries first; and finish the warfight with decisive victories - see first, understand first,

act first, finish decisively. AKM will provide knowledge at the point of decision for all

leaders - from the factory to the foxhole.

Enabling collaborative mission planning and execution among widely dispersed locations

around the globe, Army Knowledge Management will provide a rapid and seamless flow

and exchange of actionable information and knowledge. The Network-centric operations

that AKM enables will decrease our logistic footprint and enhance sustainability of the

Objective Force through multi-nodal distribution networks - reaching forward to the

theater and back to installations. Advanced information technologies will dramatically

enhance Battle Command. Command, Control, Communications, and Computer (C4)

decision tools seamlessly linked to Intelligence, Surveillance, and Reconnaissance (ISR)

assets produce a radically improved Common Relevant Operating Picture (CROP) and

enable Battle Command.
AH-64 Apache, Bagram, Afghanistan

34

SOF structure. The recent initiatives will transfer 1,788 manpower spaces to Major

Force Program-11 beginning in FY03. Since the commencement of ARSOF operations

in support of the GWOT, the U.S. Army has provided over $1.4B in new equipment to

enhance Special Operations Forces firepower, communications, and ground and air

mobility.

The Army will remain the largest user of space-based capabilities among the Services.

Army space assets are providing tangible support to the war on terrorism and Operation

ENDURING FREEDOM - they ensure Army and Joint Force Commanders optimize

communications, satellite intelligence, Global Positioning System, imagery, weather,

missile warning, and other space-based capabilities in every aspect of planning and

operations. We are working diligently with the joint and interagency space community to

ensure that Army and joint space systems continue to provide their essential capabilities

now and for the Objective Force.

Aviation Transformation and Restructuring

Aviation Transformation further demonstrates The Army's hard choices in balancing

risk to resource Transformation. Our interim plan - now in progress - lowers operating

and sustainment costs while posturing aviation for arrival of the Objective Force by

2010. Apache modernization is an integral part of the Army Aviation Transformation

Plan. The AH-64D Longbow heavy attack team will enhance domination of the maneuver

battlespace and provide the ground commander with a versatile, long-range weapon system

against a range of fixed and moving targets. The UH-60 Blackhawk continues to be the

assault workhorse of Army Aviation, executing over 40% of The Army's annual flying

hours. We are extending the life of the UH-60 while providing it with capabilities required

of the future battlespace. Similarly, The Army is fully

committed to the CH-47F Chinook program. Its heavylift capability is invaluable to transforming The Army.

As we restructure and standardize attack and lift

formations across the force, we will also adjust the

stationing and alignment of Reserve Component aviation

units to mitigate the near-term risk.

Army National Guard Aviation comprises almost 50%

of The Army's aviation force and is one of the Nation's

most valuable assets both for wartime and for peacetime

missions. Essential for successful execution of the

Nation's military strategy, the ARNG currently has aviation units deployed in Afghanistan,

Kuwait, Bosnia, Europe, and Saudi Arabia, as well as Central and South America.

Army National Guard Restructuring Initiative (ARNGRI)

ARNGRI seeks to transform a sizeable portion of ARNG combat structure into more

deployable, flexible fighting forces to support Army requirements at home and abroad.
22

In the final analysis, The Army's combat power does not wear tracks or wheels - it wears

boots. No platform or weapon system can match a Soldier's situational curiosity and

awareness. It is the Soldiers' ability to discern and to think, their ingenuity and

resourcefulness, their endurance and perseverance, and their plain grit that make them

the most reliable precision weapon in our inventory. Soldiers remain the centerpiece of

our formations.

To help guide our Transformation efforts, The Army leverages lessons-learned from

extensive experimentation and wargaming. We are working to harness the power of

knowledge, the benefits of science and technology, and innovative business solutions to

transform both the Operational and Institutional Army into the Objective Force. The

Army's annual Title 10 Wargames provide critical

insights for developing the Objective Force. Likewise,

results from joint experiments - Millennium Challenge

'02 and other service Title 10 Wargames like Global

Engagement, Navy Global, and Expeditionary Warrior,

to name a few - also inform these efforts.

The Army is fully committed to joint experimentation

as a means to examine and assess Objective Force

contributions to the strategic, operational, and tactical

levels of joint warfare. The Army has established a

joint / Army Concept Development and

Experimentation (CD&E) Task Force to ensure that

Army CD&E efforts are synchronized with joint CD&E. This task force makes certain

that joint experiment lessons-learned inform the design and development of the Objective

Force. This year, The Army's Title 10 Wargame - co-hosted by Commander, Joint Forces

Command - will focus on the Joint Force that will fight the next battle. Linked to Joint

Forces Command's Pinnacle Impact 03 experiment, it will be conducted within the context

of a future 1-4-2-1 global scenario and the emerging Joint Operations Concept. The

Army is committed to these efforts, and in this budget we have nearly doubled last year's

funding of these exercises.

Joint, interagency, multinational, and Army warfighting experiments provide invaluable

opportunities for The Army to experiment with innovative approaches to warfighting

and to test new tactics, techniques, procedures, organizations, processes, and technology.

In Millennium Challenge 2002, the largest joint experiment in U.S. history, The Army

demonstrated four vital capabilities it brings to the joint fight:

• the ability to attain and maintain information superiority (knowledge)

• the ability to conduct decisive maneuver to enable dominant joint maneuver

• the ability to defeat the opposition in an anti-access environment through rapid

entry and employment capabilities
36

Personnel Transformation

The Secretary of the Army's key management initiative is personnel transformation. Its

goal is to modernize and integrate human resource programs, policies, processes, and

systems into a multi-component force that includes civilians and contractors. We will

evaluate our processes and implement the most efficient program, policies, and

organizations to support the Objective Force.

The centerpiece of Personnel Transformation is a comprehensive effort focused on a

potential Army-wide implementation of unit manning and unit rotation. We are

aggressively examining the feasibility of a unit manning and rotation

system that would better support the new national defense strategy,

improve cohesion and combat readiness within the operational

Army, provide highly cohesive well-trained units to Combatant

Commanders, and improve well-being for families by providing

greater stability and predictability in assignments. The Army

currently uses unit rotations in support of operational missions in

the Balkans, Sinai, and Afghanistan. The Army is studying the use

of unit rotations for other locations and in the war on terrorism.

Units would know of these rotations well in advance, providing

families with greater predictability and enabling focused preparation,

both of which contribute to increased combat readiness of the unit.

Unit manning seeks to synchronize the life cycle of a unit with the

life cycle of the Soldier within that unit. All Soldiers and leaders

would be stabilized, resulting in a significant increase in cohesion

and combat readiness over our present individual replacement

system. Such a system has significant second and third order effects across the force -

training and leader development, recruiting and retention, unit readiness levels, and total

Army endstrength, among others. All of these are being studied intensively, and we

anticipate senior Army leadership decisions on unit manning and unit rotation in July

2003.

Third Wave

Because we operate in an environment in which there are increasing demands for military

capabilities - the Secretary of the Army's Third Wave initiative seeks to ensure that we

are achieving the best value possible for our taxpayers' dollars.

There are three phases to the Third Wave process. First, we determined what activities

were core or non-core to The Army's mission. In the second phase, we are validating the

breakout between core and non-core functions by determining if any non-core functions

should be exempted. This phase has an anticipated completion date of mid- to late

February 2003. Upon completion, The Army leadership will notify Congress of the

results of this phase. In the third phase, key Army leaders will assess appropriate plans

122nd Signal Battalion

Camp Red Cloud, Korea
20

2002, The Army placed the management of Army installations under the Installation

Management Agency (IMA). IMA is a new field-operating agency of the Assistant Chief

of Staff for Installation Management (ACSIM). Its mission is to provide equitable,

efficient, and effective management of Army installations worldwide to support readiness;

enable the well-being of Soldiers, civilians and family members; improve infrastructure;

and preserve the environment. This new management approach eliminates the migration

of base operations funds to other operational accounts below the HQDA level. It also

enables the development of multi-functional installations to support evolving force

structure and Army Transformation needs. The Army is poised to capitalize on

opportunities TIM gives us to provide excellence in installations.

Two programs that significantly increase the well-being of our Soldiers and their families

are the Barracks and the Family Housing programs. The Army established the Barracks

Upgrade Program (BUP) in the late 1990's to improve single Soldiers' housing conditions.

Through 2002, we have upgraded or funded-for-upgrade 70% of our permanent party

barracks to Soldier suites that consist of two single bedrooms with a shared bath and

common area. The Army will continue the BUP until all permanent party barracks

achieve this standard.

With the strong support of Congress, The Army established the Residential Communities

Initiative (RCI) for our families. This program capitalizes on commercial expertise and

private capital to perform a non-core function for The Army - family housing management.

The program provides greater value to The Army by eliminating the housing deficit at

our first eleven sites, while leveraging a $209M Army investment into $4.1B of initial

private development. The Army's privatization program began with four pilot projects

and will expand to 18 active projects by the end of FY03. Pending OSD and Congressional

approval, 28 projects are planned through 2006 that will impact over 72,000 housing

units or 80% of Army Family Housing in the United States. By the end of 2007, we will

have the programs and projects in place to meet the OSD goal of eliminating inadequate

family housing. We will accomplish this goal through RCI and increased Army investment

in family housing Military Construction (MILCON) at non-privatized installations. The

Reserve Component (RC) enhances RCI through real property exchange authority that is

only available to the RC. This legislative authority allows the exchange of RC owned

property with public or private entities and has a tremendous potential to improve future

Reserve Component infrastructure at no governmental cost.

The Army has also aggressively reduced its financial burden and physical footprint by

disposing of 34% of its facilities from a 1990 high of 116 billion square feet. The Army

anticipates that the Congressional FY05 Base Realignment and Closure (BRAC) authority

will permit additional appropriate reductions. BRAC will enable The Army to dispose

of excess infrastructure and realign the remaining facilities with the requirements of the

transforming Army and the Objective Force. BRAC will also allow The Army to reallocate resources from closed or realigned installations to other high priority requirements.
TSV-1X, Operation Enduring Freedom

38

We have also transformed the way we conduct business through the organization of the

Army Contracting Agency (ACA) that realigns our previously decentralized installation

and information technology contracting processes into one organization. Responsible

for all contracts over $500K and tasked to eliminate redundant contracts, ACA leverages

Army-wide requirements to achieve economies of scale. ACA supports Army

Transformation efforts by aligning all base support contracting into a single organization

that best supports installation management transformation. All of these initiatives use

information technology to leverage enterprise-wide buying capabilities. Additionally,

ACA will act as the single coordinating element and form the base from which to deploy

contingency-contracting, operational support to the warfighting commands. The Army

Contracting Agency and other contracting activities will continue to support small business

awards in the outstanding manner it did in FY02.

Logistics Transformation

We cannot transform The Army without a transformation in logistics. We must incorporate

the logistician's view into the design of our systems even before we begin to build

platforms. Collaboration between the acquisition and logistics communities will give

the Objective Force the rapid deployability and sustainability we demand - by design -

without compromising warfighting capability.

Designing the right logistics architecture - systems, business processes, enterprise, for

example - is fundamental to success. The Army's Logistics Transformation will focus on

creating an overarching corporate logistics enterprise that employs industries' best business

practices. Within this enterprise, The Army established three

principal goals for Logistics Transformation: enhance strategic

mobility and deployability; optimize the logistics footprint;

and reduce the cost of logistics support without reducing

readiness or warfighting capability.

The Army's mobility and deployability goals for the Objective

Force are to deploy a combat brigade within 96 hours after

lift off, a division on the ground in 120 hours, and a fivedivision corps in theater in 30 days. To achieve this strategic

responsiveness, the Army Strategic Mobility Program (ASMP)

serves as a catalyst to bring about force projection changes

both in The Army's and in our Sister Services' lift programs. Platforms like the IntraTheater Support Vessel (TSV) and Inter-Theater Shallow Draft High Speed Sealift

(SDHSS) provide transformational capabilities for operational and strategic maneuver

and sustainment of Army formations.

Because strategic air and sealift cannot meet deployment requirements, Army

Prepositioned Stocks (APS) ashore and afloat continue to be a critical component of

Army power projection. The Army is currently participating in a joint-led Worldwide

Prepositioning Study to determine if location, mix, and capabilities in existing stocks of
National Maintenance Program,

Fort McCoy, Wisconsin

18

Soldiers, Active and Reserve, are heavily engaged in force protection and anti-terrorism

missions. Soldiers guard military installations, nuclear power plants, dams and power

generation facilities; tunnels, bridges, and rail stations; and emergency operations centers.

During the 2002 Winter Olympics in Salt Lake City, Utah, nearly 1,500 ARNG Soldiers

provided security, and Soldiers guarded key infrastructure sites during Super Bowl XXXVII

in January 2003. Over 12,500 Reserve Component Soldiers are currently mobilized for

Operation NOBLE EAGLE to fulfill Force Protection requirements, and in February

2003, over 8,000 Army National Guard Soldiers will support Air Force security

requirements - a requirement that could reach 9,500 Soldiers. Security of detention

facilities and detainees at Guantanamo Bay Detention - a long-term detainee mission -

requires approximately 1500 Army personnel, 50% of whom are Military Police. Army

Reserve Internment and Resettlement battalions on 6-month rotations impact military

police availability to CONUS Force Protection requirements.

SUSTAINMENT

The Army is revolutionizing its logistics process. One initiative, the Single Stock Fund

(SSF), redirected more than $540M worth of secondary items from stocks to satisfy

customer demands between May 2000 - SSF inception - and November 2002. During

that same period, we redistributed more than $218M worth of secondary items from the

authorized stockage levels to meet higher priority

readiness requirements. By extending national

visibility of stockage locations and capitalizing

inventories into the Army Working Capital Fund, we

reduced customer wait time by an average of 18.5%.

The SSF will continue to reduce inventory

requirements and generate even more savings for The

Army by creating greater flexibility for the

management of inventories.

Another initiative, the National Maintenance Program

(NMP), enhances weapon system readiness, reliability,

and availability rates by bringing Army Class IX repair

parts to a single national standard. Ultimately,

increased reliability will reduce overall weapon system Operating and Support cost.

Additionally, the NMP centralizes the management and control of Army maintenance

activities for components and end items. NMP will produce appropriately sized Army

maintenance capacity that still meets total maintenance requirements.

STRATEGIC READINESS REPORTING

The National Defense Authorization Act for FY99 requires the Secretary of Defense to

implement a comprehensive readiness reporting system that objectively measures readiness

to support the NSS. The Army's Strategic Readiness System (SRS) responds to and

provides a baseline in achieving this critical initiative.
40

MRI supports both the current forces and the Stryker Brigades, and is the bridge to the

Objective Medical Force. We have implemented innovative strategies make the most

efficient use of our budget. Medical modernization, which includes the acquisition of

current medical equipment and technology, is partially funded within MRI units.

Business Initiatives Council

In June 2001, the Secretary of Defense established the Department of Defense Business

Initiatives Council (DoD BIC). The DoD BIC's goal is to improve business operations

and processes by identifying and implementing initiatives that expand capabilities, improve

efficiency and effectiveness, and create resource savings in time, money, or manpower.

The Army has aggressively explored ways to improve its internal business practices, and

has established The Army BIC (ABIC), under the leadership of the Secretary and the G8. Effective November 13, 2002, the Secretary of the Army has approved a total of 35

initiatives under the ABIC. Subsequently, The Army submitted a number of the initiatives

through the formal DoD BIC process for implementation across the Services and other

DoD activities. The BIC process has helped to create a culture of innovation and interservice cooperation. The superb level of cooperation across the military departments,

the Joint Staff and OSD has made this possible.
M1 Abrams Tanks, Udari Range, Kuwait

16

120th Adjutant General Battalion (Reception),

Fort Jackson, SC

dedicated joint training environments for functional

warfighting and complex joint tasks. The Army is

scheduled to host the first joint National Training

Center (NTC) event at Fort Irwin, California, in May

2003. During June 2003, the U.S. Army Forces

Command will execute the 2nd joint NTC event - JCS

exercise ROVING SANDS.

During the late 1990s, funding for the recapitalization

and modernization of The Army's Combat Training

Centers (CTCs) was reduced, eroding their capability

to support their critical missions. Additionally, the

Multiple Integrated Laser Engagement System

(MILES) equipment and current force instrumentation

systems have become difficult to maintain. The

Army's CTC modernization program will ensure that

our premier training areas (NTC at Fort Irwin, Combat

Maneuver Training Center (CMTC) in Germany, the

Joint Readiness Training Center (JRTC) at Fort Polk,

and the Deep Attack Center of Excellence near Gila

Bend, AZ) are modernized to provide high quality,

realistic, full-spectrum joint training. To address these

problems, The Army will invest nearly $700M over the next six years to modernize these

training centers.

OPTEMPO

In accordance with Congressional directives, The Army developed a new methodology

to prepare budget requests that accurately reflect Operations and Maintenance

requirements. In the report submitted in July 2002, The Army outlined updated processes

that ensure consistency in reporting of tank miles and reflect requirements and execution

with more precision. Management controls initiated in FY01 to prevent migration of

OPTEMPO funds to other areas were highly successful and remain in effect.

The Army's combined arms training strategy determines

the resourcing requirements to maintain the combat

readiness of our forces. For the Active Component, The

Army requires 800 ground OPTEMPO miles per year for

the M1 Abrams tank and corresponding training support;

the Active Component flying hour program requires an

average of 14.5 live flying hours per aircrew each month.

Both Army National Guard and the Army Reserve aircrew

training strategies require 9.0 hours per crew each month.

The ARNG ground OPTEMPO requirement is a 
14

READINESS - WINNING OUR NATION'S WARS

HOMELAND SECURITY (HLS)

Defending our Nation - abroad and at home - against foreign and domestic threats is

fundamental to The Army's legacy, and our warfighting focus provides capabilities relevant

to HLS requirements. HLS missions range from traditional warfighting

competencies that defeat external threats to the non-combat tasks

associated with supporting civil authorities in domestic contingencies.

Operation NOBLE EAGLE mobilized over 16,000 Army National

Guard Soldiers to protect critical infrastructure. These Soldiers assisted

the Department of Transportation in securing our Nation's airports while

also playing a vital role in securing our Nation's borders. The Army is

moving forward to provide one Civil Support Team (CST) to each state,

as required by the National Defense Authorization Act for FY03. The

CSTs support Incident Commanders and identify Chemical, Biological,

Radiological, Nuclear, and Explosive (CBRNE) agents and substances,

assess current and projected consequences, advise on response measures,

and assist with appropriate requests for additional support. To date,

OSD has certified 30 of 32 teams, and The Army is working to establish

additional teams. Collectively, the certified teams have performed 890

operational missions since 11 September 2001. The Army remains committed to HLS,

dedicating Active Component (AC) and Reserve Component (RC) staffs to focus on

training, doctrine, planning, and execution of DoD missions in support of civil authorities.

Missile Defense

Robust Missile Defense is a vital warfighting requirement that protects both our homeland

and our deployed forces. Missile Defense includes far more than a reactive capability to

shoot down missiles in their reentry phase. Missile Defense requires a coherent system

of sensors; battle command; weapons systems; and active, passive, proactive, and reactive

operational concepts, all aimed at destroying enemy missiles - not only

during their reentry phases. Missile Defense must also be able to destroy

enemy missiles on the ground, before they launch or during their boost

phase once launched. Missile Defense is inherently a joint capability

to which The Army is a major contributor.

The Army is deploying and employing Ground Mobile Defense (GMD)

assets to contribute to this warfighting capability, accelerating the

fielding of the Patriot Advanced Capability 3 (PAC3) system, and

developing directed energy weapons that will bring new defense

measures to The Army and the Nation. We are postured to assume

control of the Medium Extended Air Defense System (MEADS) program in FY03 and

intend to begin fielding by FY12.

MIM-104

Patriot Air Defense Missile

Homeland Security,

Salt Lake City, UT
A-2

 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 or the U.S. Army Reserve Selected

Reserve units.

a. Army National Guard (ARNG) officers: 21,108 or 57.9 percent

b. U.S. Army Reserve (USAR) officers 84,466 or 20.9 percent

2. The number and percentage of enlisted personnel with at least two years of activeduty before becoming a member of the Army National Guard or the U.S. Army

Reserve Selected Reserve units.

a. ARNG enlisted: 143,501 or 45.6 percent

b. USAR enlisted: 30,199 or 18.2 percent

3. The numbers of officers who are graduates of one of the service academies and

were released from active duty before the completion of their active-duty service

obligation. 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:

• In FY02, 26 officers were released to the selective reserve to complete their

obligation.

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:

• In FY02, no waiver, for mental disorder, was granted by the Secretary of the

Army.

 4. The number of officers who were commissioned as Reserve Officers' Training Corps

graduates and were released from active duty before the completion of their activeduty service obligation:

• In FY02, 13 ROTC graduates were released before completing their active duty

service obligation

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:

• In FY02, 10 ROTC waivers were released from AD and assigned to ARNG

to complete their obligation.

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:
69th Air Defense Artillery Brigade,

Giebelstadt Army Airfield, Germany

12

LEADER DEVELOPMENT - TRAINING SOLDIERS AND CIVILIANS,

AND GROWING LEADERS

The Army is a profession - the Profession of Arms. Conducting decisive ground combat

operations in defense of the United States and its interests is a core competency of this

profession. The development of each member of The Army is the foundation of lifelong

devotion to duty - while in uniform and upon returning to the civilian sector.

By its nature, our profession is extraordinarily complex and dangerous. The American

people entrust The Army with the sacred responsibility to apply lethal force in defense

of U.S interests. As such, the Profession of Arms must remain firmly grounded in

constitutional values and must constantly change and grow to preserve its competitive

advantage in an evolving strategic environment. At all levels, our leaders - military and

civilian - must apply their professional knowledge in increasingly varied and unique

situations that are characteristic of today's strategic

environment. Ultimately, we must grow professional Army

leaders who provide wise and discerning military

judgments founded on long experience and proven

professional expertise. This capacity is developed only

through a lifetime of education and dedicated service - in

peace and in war.

Soldiers serve the Nation with the full realization that

their duty may require them to make the supreme sacrifice

for others among their ranks. Soldiers fighting the war on

terrorism today, those who will fight our future wars, and

those who have fought in our past wars are professional

warfighters and a precious national asset. To ensure we remain the greatest landpower in

the world defending the greatest country in the world, The Army and the Nation rely

upon their unique and hard-earned experiences and skills. To develop the operational

skills required to defend the Nation, training must remain our number one priority.

The evolving strategic environment, the gravity of our responsibilities, and the broad

range of tasks The Army performs require us to review and periodically update the way

we educate, train, and grow professional warfighters. The Army's strategic responsibilities

to the Nation and Combatant Commanders now embrace a wider range of missions.

Those missions present our leaders with even greater challenges than previously

experienced. Therefore, leader development is the lifeblood of the profession. It is the

deliberate, progressive, and continuous process that trains and grows Soldiers and civilians

into competent, confident, self-aware, and decisive leaders prepared for the challenges

of the 21st Century in combined arms, joint, multinational, and interagency operations.

In June 2000, we convened the Army Training and Leader Development Panel (ATLDP).

The ATLDP's purpose is to identify skill sets required of Objective Force Soldier and

civilian leaders. Further, ATLDP assesses the ability of current training and leader
A-4

FY00 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:

 a. In FY02, the number of ARNG non-deployable personnel was: 41,824. The

National Guard Bureau (NGB) maintains the detailed information.

 b. The USAR makes a substantial investment in training, time, equipment, and

related expenses when persons enter military service. Separation before completion

of an obligated period of service is wasteful because it results in loss of this

investment and generates a requirement for increased accessions. Consequently,

attrition is an issue of significant concern at all levels of responsibility within the

USAR. USAR identifies soldiers exhibiting the propensity for early separation

and provides counseling in an attempt to retain a qualified and trained force.

Reasonable efforts are made to identify soldiers who exhibit likelihood for early

separation and to improve their chances for retention through counseling,

retraining, and rehabilitation prior to initiation of separation proceedings. Non

Prior Service (NPS) enlistees in USAR units will normally be ordered to IADT

within 270 days of enlistment. NPS direct enlistees in the IRR must enter IADT

within 180 days after date of enlistment. NPS enlistees may be authorized an

additional period of delay from reporting as provided in AR 601-25, paragraph

3-4. In accordance with DA Pam 611-21, USAR unit commanders determine

alternate MOSs for qualified enlisted soldiers incapable of completing initial

training. An enlisted Soldier who cannot satisfactorily complete the MOS training

for which selected will be required to accept training to qualify for an alternate

MOS as determined by the USAR unit commander (DA Pam 611-21).

The tracking of new soldiers who have not completed training is done by the use

of the Training Pay category codes. All soldiers who are awaiting shipment to

Basic training are listed as Pay Category 'P'. Those soldiers who have completed

Basic training, returned to their USAR unit, and are now waiting to attend

Advanced Individual Training are coded as Pay Category 'Q'. Those soldiers

attending training are carried in Pay Category 'F' while they are at school. Those

soldiers who are not "deployable" for reasons other than lack of IET are listed

on the personnel databases with a code indicating the reasons for their nondeployable status.

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 FY01 for discharging members of the USAR who have not completed

the minimum training required for deployment within 24 months of entering the

USAR.
10

additional Full-Time Support authorizations as the number one priority of the Army

National Guard and Army Reserve leadership.

Civilian Component

As a comprehensive effort to consolidate, streamline, and more effectively manage the

force, The Army has begun an initiative to transform our civilian personnel system.

High quality, well-trained civilians are absolutely essential to the readiness of our force

and our ability to sustain operations today and in the future. Recruiting, training, and

retaining a highly skilled, dedicated civilian workforce is critical in meeting our obligations

to the Combatant Commanders and the Nation. Aggressive transformation of our civilian

force - in which projections through FY05 indicate a 16% annual turnover due to

retirements and other losses - will ensure we continue to meet those obligations.

As of FY02, The Army employed 277,786 civilian personnel. To forecast future civilian

workforce needs with precision, we developed the Civilian Forecasting System

(CIVFORS), a sophisticated projection model that predicts future civilian personnel

requirements under various scenarios. The Army is working closely with the Office of

the Secretary of Defense (OSD) and other federal agencies to demonstrate the power of

this system so they can fully leverage its capabilities, as well.

The Civilian Personnel Management System XXI (CPMS XXI) has identified the

reforms necessary to hire, train, and grow a civilian component that supports the

transforming Army. To achieve this, we have redefined the way civilians are hired,

retained, and managed. Mandatory experiential assignments will become the vehicle by

which we develop future leaders. CPMS XXI fully responds to current mandates in the

President's Management Agenda and incorporates the results of the Army Training and

Leader Development Panels. For example, two initiatives for recruiting well-trained

civilians are:

• The Army Civilian Training, Education, and Development System (ACTEDS) -

a centrally managed program that accesses and trains civilian interns and grows a

resource pool of personnel who can accede to senior professional positions.

• The DoD Appropriations Act for FY02 and FY03 provided Direct Hire Authority

(DHA) for critical, hard-to-fill medical health care occupations and enabled the

reduction in average fill-time for these positions to 29 days.

ARMY WELL-BEING

The readiness of The Army is inextricably linked to the well-being of our people, and

Army Well-Being is the human dimension of our Transformation. Well-Being responds

to the physical, material, mental, and spiritual needs of all Army people - Soldiers, civilians,

retirees, veterans, and their families. We recognize the fundamental relationship between

Well-Being programs and institutional outcomes such as readiness, retention, and

recruiting. To support mission preparedness as well as individual aspirations, Well-Being
A-6

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 RSC/

DRU, who underwent a dental screening during the previous fiscal year as provided

in section 1117 of ANGCRRA.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1117 of ANGCRRA.

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 total Selected Reserve unit membership, of the U.S. Army Reserve,

shown for each RSC/DRU, over the age of 40 who underwent a full physical

examination during the previous fiscal year for purposes of section 1117 of

ANGCRRA.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1117 of ANGCRRA.

15. The number of units of the Army National Guard, and of 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.

• Public Law 104-106, Div A, Title VII, Section 704 (b), Feb 10, 1996, repealed

Section 1118 of ANGCRRA.

16. The estimated post-mobilization training time for each Army National Guard combat

unit, Army National Guard FSP unit, and Army Reserve FSP unit; a description,

displayed in broad categories, by State for Army National Guard units or by RSC/

GOCOM for Army Reserve units; and of what training would need to be

accomplished for Army National Guard combat units, Army National Guard FSP

units, and Army Reserve FSP units in a post-mobilization period for purposes of

section 1119 of ANGCRRA.

a. Estimated time for post mobilization training is reported through the Unit Status

Report, is classified, and is maintained by the Department of the Army, G-3,

Force Readiness Division.

b. Information on the type of training required by units during post mobilization is

maintained by the Continental United States Armies (CONUSAs).

c. Post mobilization training for enhanced Separate Brigades (eSB) can be categorized

as maneuver, attack, defend, command and control, gunnery, NBC defense, and

sustainment.
101st Airborne Division, Afghanistan

8

In future joint operations, Objective Force units will be capable of directing major

operations and decisive land campaigns with Army headquarters. Objective Force

headquarters at all levels will provide the Joint Force Commander (JFC) with seamless,

joint battle command and decision superiority. The modularity and scalability of our

Objective Force formations will provide an unprecedented degree of flexibility and

adaptability to the Combatant Commander - providing the right force at the right time

for decisive outcomes.

PEOPLE - OUR MOST VALUABLE RESOURCE

The Army Vision begins and ends talking about people. People are central to everything

else we do in The Army. Platforms and organizations do not defend this Nation; people

do. Units do not train, stay ready, grow and develop leadership - they do not sacrifice

and take risks on behalf of the Nation. People do.

Institutions do not transform; people do. People

remain the engine behind all of our magnificent

moments as an Army, and the well-being of our

people - the human dimension of our Transformation

- is inextricably linked to Army readiness.

In our Vision, we recommitted ourselves to doing

two things well each and every day - training Soldiers

and civilians and growing them into competent,

confident, disciplined, and adaptive leaders who

succeed in situations of great uncertainty. We are

dedicated to preparing our Soldiers to lead joint formations, to enabling our headquarters

to command and control joint forces, and to providing to those joint formations the

capabilities only The Army can bring to the fight: the ability to control terrain and

populations.

MANNING THE FORCE

The objective of our manning strategy is to ensure we have the right people in the right

places to fully capitalize on their warfighting expertise - this is The Army's commitment

to the Nation, Army leaders, Soldiers, and our families. Correctly manning our units is

vital to assuring that we fulfill our missions as a strategic element of national policy; it

enhances predictability for our people; and it ensures that leaders have the people necessary

to perform their assigned tasks. In FY00, we implemented a strategy to man our forces

to 100% of authorized strength, starting with divisional combat units. The program

expanded in FY01 and FY02 to include early deploying units. In FY02, we maintained

our manning goals and continued to fill our Divisions, Armored Cavalry Regiments, and

selected Early Deploying Units to 100% in the aggregate, with a 93-95% skill and gradeband match. We remain on target to accomplish our long-term goal of filling all Army

units to 100% of authorized strength.
A-8 

 The ARNG developed a unique partnership with PEO-STRI in the development,

verification, validation and accreditation of systems and system upgrades. Through

the ARNG Distributed Battle Simulation Program (DBSP) civilian infrastructure

Commander's receive assistance from graybeard mentors, TADSS Facilitators, and

JANUS Tech Team Exercise Support in the planning, preparation, and execution of

simulations based training that augments the support provided by TS XXI soldiers

and greatly enhanced unit proficiency and readiness.

The Army Reserve continues to focus on integrating simulations, simulators and

TADSS into training plans. The Army Reserve, through the Battle Command Staff

Training (BCST) Brigades of the Training Support Divisions provided Battle

Command Staff Training exercises to the Reserve Component priority units. In all,

over 300 Commanders and Staffs received training that focused on technical and

tactical proficiency. These exercises replicated the Battle Command Training Program

developed by the National Simulation Center. The Army Reserve continues to

integrate into The Army's synthetic environment community by participating in the

Synthetic Training Environment Periodic Review and as a member of the Synthetic

Training Environment Integrated Concept Team. Through our representation in

these and other forums, the Army Reserve has been identified to receive two Corps/

Division suites during the fielding of the Warfighter Simulation (WARSIM). The

Army Reserve continues to press STRICOM and the National Simulation Center on

the priority for the development of Combat Support and Combat Service Support

capabilities within WARSIM, ensuring training capabilities for the entire spectrum

of Army capabilities. The Army Reserve continues to work the development the

Laser Marksmanship Training System (LMTS), a small arms simulator, to enhance

Army Reserve soldiers' ability to achieve and maintain marksmanship skills. To

achieve this, the Army Reserve has directly supported the Infantry School in the

development of the Operational Requirements Document. The Army Reserve has

begun fielding of the LMTS as well as the Engagement Skills Trainer 2000. The

Army Reserve continues to investigate alternative training mechanisms to simulate

urban terrain and potential terrorist activities, including the Virtual Emergency

Response Training System (VERTS) to replicate the Fort Dix installation, a power

projection platform. The Army Reserve continues to develop the Simulations

Operations functional area assessment to ensure that capabilities exist to support

the DOD Training Transformation goal of integrated live, virtual and constructive

training in a joint environment.

18. Summary tables of unit readiness, shown for each State for Army National Guard

units, and for each RSC/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-
6 
A-10

• The United States Army Reserve Command (USARC) conducts

Organizational Inspection Program (OIP) inspections for RSCs/DSUs. Two

such inspections were conducted in FY 2002. Forces Command maintains

the results of the CONUSA inspections, Training Assessment Models (TAMs),

and holds the data for Reserve component FSP unit inspections.

• Summary tables depicting CONUSA inspection numbers by state for the

ARNG and by Regional Support Command for the USAR units are available

from DCSOPS, FORSCOM.

20. A listing, for each Army National Guard combat and FSP unit, and the U.S. Army

Reserve FSP units, 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 RSC/GOCOM

for the U.S. Army Reserve:

a. This information is contained in FORSCOM Regulation 350-4, Appendix B and

C. An electronic version can be viewed at www.forscom.army.mil/pubs/Pubs/

2530/SEC1-7_1.HTM and to be accompanied, for each such National Guard

and U.S. Army Reserve unit.

b. 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.

Detailed assessments of specific RC units are maintained at the two numbered

Armies in the continental United States (CONUSA) and three CONUS-based

corps.

c. Army National Guard divisions and eSB.

• Manpower. Several eSB have shortages in enlisted personnel and junior

officers. Duty Military Occupational Specialty Qualification (DMOSQ) is a

training challenge because Military Occupational Specialties (MOS) require

extensive training, during a limited training window, in schools that are taught

simultaneously. Within the eSB Full Time Support (FTS) continues to be a

challenge. In the eSB FTS is approximately 55 percent of requirements. In

divisions, recent force structure authorization increases are causing shortterm fill percentages shortfalls.

• Equipment. Equipment on-hand versus equipment authorized continues to

hamper eSB conversion. Shortages in chemical defense equipment and night

vision devices limit the full range of training for eSB.

• Training. Adequate training resources in FY02 enabled eSB to sustain platoon

pre-mobilization training proficiency. Distances to crew-served weapons ranges

and the availability of adequate maneuver areas continue to challenge most
4

Today's challenges are more complex; threats are elusive and unpredictable. The fight

against international terrorism has overshadowed, but not eliminated, other potential

crises. Tension between India and Pakistan persists; stability between China and Taiwan

is tenuous; and concern over North Korea escalates. Threats of transnational terrorism

and the proliferation of weapons of mass destruction (WMD) - often financed by organized

crime, illicit drug transactions, trafficking in women and children, and the sale of arms -

further complicate the security environment. Geopolitical trends such as scarce resources,

youth population-spike in underdeveloped countries, aging populations in developed

countries, and the growth of mega-cities, among others, presage a future strategic

environment of diverse and widely distributed threats.

Fully appreciating the internal and external difficulties that profound change engenders,

we assessed the operational challenges of the new century against the capabilities of our

Cold War Army, recognized the opportunity to leverage the inherent combat power of

the technological revolution, and set a clear path ahead - The Army Vision.

The 2002 National Security Strategy (NSS) reaffirms our military's highest priority -

defending the United States. To do this effectively, we assure our allies and friends;

dissuade future military competition; deter threats against U.S. interests, allies, and friends;

and decisively defeat any adversary, if deterrence fails. The NSS directs the military to

transform to a capabilities-based force ready to respond to unpredictable adversaries

and security crises. The Objective Force meets these NSS requirements, and Army

Transformation will enhance our ability to conduct rapid and precise operations, achieve

decisive results at the time and place of our choosing, and safeguard the Nation's ability

to exercise our right of self-defense through preemption, when required.

The 2001 Quadrennial Defense Review describes a capabilities-based approach to defense

planning that provides broader military options across the operational spectrum, from

pre- to post-conflict operations. The force-sizing construct - 1-4-2-1 - takes into account

the number, scope and simultaneity of tasks assigned the military: it sizes the force for

defense of the U.S. homeland (1), forward deterrence in four critical regions (4), the

conduct of simultaneous warfighting missions in two regions (2) - while preserving the

President's option to call for decisive victory in one of those conflicts (1) - and participation

in multiple, smaller contingency operations.

THE ARMY - SERVING TODAY, BALANCING RISK, MANAGING

TRANSFORMATION

Soldiers are the most precise and responsive means to strike and then control enemy

centers of gravity on the ground - where people live, work, and govern. American Soldiers

are disciplined, professional, and trained for success in diverse missions; they are the

foundation of a flexible force that accomplishes its missions in the non-linear battlespace

by integrating new, innovative technologies and techniques with current systems and

doctrine. Our people adapt under the harshest conditions, whether in the deserts of
A-12

Guard and RSC/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 Army restructuring process is complete. All mal-assigned soldiers have been

reassigned or retired. Current and projected strength is 98 to 100 percent. The

goal under The Army's Manning Initiative is 100 percent for combat units. The

Army Personnel Command Strength Branch, Distribution Division will continue

to track titled and non-titled positions.
2

the way for the arrival of the Objective Force. By 2010, The Army's Objective Force -

organized, equipped, and trained for ground dominance, cyber-warfare, and space

exploitation - will provide the Nation the capabilities it must have to remain the global

leader, the strongest economy in the world, and the most respected and feared military

force, by our friends and allies and our enemies, respectively.

The surprise attacks against our Nation and Operation ENDURING FREEDOM, in

response to those attacks, validated The Army Vision and provided momentum to our

efforts to transform ourselves into an instrument of national power that provides full

spectrum operational capabilities that are strategically responsive and capable of decisive

victory. In a little over three years, we have begun to realize The Army Vision - People,

Readiness, and Transformation.

The transforming Army is enriching as a profession and nurturing to families whose

sacrifice has borne the readiness of the force for the past 10 years. Our Well-Being

initiatives are our commitment to reverse this trend by giving our people the opportunity

to become self-reliant; setting them up for personal growth and success; aggressively

investing in family housing; and revitalizing Single-Soldier living space in our barracks.

Our manning initiatives have filled our line divisions and other early deploying units to

dampen the internal turbulence of partially filled formations and help put a measure of

predictability back into the lives of our families.

The Army has carefully balanced the risk between remaining ready for today's challenges

and preparing for future crises. With unwavering support from the Administration, the

Congress, our Soldiers, and Department of the Army Civilians, The Army has made

unprecedented progress in its efforts to transform.

We will achieve Initial Operating Capability (IOC) for the first Stryker Brigade Combat

Team (SBCT) this summer and demonstrate the increased responsiveness, deployability,

agility, verastility, lethality, survivability, and sustainability that SBCTs provide to

Combatant Commanders. In a little over three years from initial concept to fielded

capability, the SBCTs will allow us to glimpse the potential for acquisition reform in

paving the way for delivery of the Objective Force.

We have constructed the framework for achieving the Objective Force this decade: a

Transformation Campaign Plan with Roadmap; the Objective Force White Paper; the

Operational and Organizational plans for the Objective Force Unit of Action; and the

Operational Requirements Document for the Future Combat System of Systems.

Additionally, The Army is poised to fill ground maneuver's most critical battlefield

deficiency - armed aerial reconnaissance - with Comanche, a capable, survivable, and

sustainable aircraft that is a cornerstone of the Objective Force.

All along the way, we have tested our concepts in wargames and experiments, checked

and rechecked our azimuth to the Objective Force weekly and monthly, and look forward

Army Reserve Transformation Initiatives .................................................................... 35

Institutional Army ........................................................................................................................... 35

Transforming the Way We Do Business ...................................................................................... 35

Personnel Transformation ...................................................................................................... 36

Third Wave ............................................................................................................................... 36

Acquisition Transformation ................................................................................................... 37

Logistics Transformation........................................................................................................ 38

Advanced Medical Technology ............................................................................................. 39

Business Initiatives Council ................................................................................................... 40

A Commitment to the Future ..................................................................................................................... 41

Addendum A ............................................................................................................................................... A-1

Addendum B ............................................................................................................................................... B-1

Addendum C ............................................................................................................................................... C-1

Glossary............................................................................................................................................Glossary-1
Glossary-2

CBRNE Chemical Biological Radiological Nuclear Explosive

CD&E Concept Development and Experimentation

CMTC Combat Maneuver Training Center

CONUS Continental United States

CONUSA Continental United States Armies

CPMS Civilian Personnel Management System

CROP Common Relevant Operating Picture

CS Combat Support

CSS Combat Service Support

CST Combat Service Team

CTC Combat Training Centers

DARPA Defense Advanced Research Projects Agency

DCGS-A Distributed Common Ground System-Army

DHA Direct Hire Authority

DoD Department of Defense

eArmyU Army University Access Online

ERP Enterprise Resource Planning

FCS Future Combat System

FM Field Manual

FORSCOM Forces Command

FRMV FCS Recovery and Maintenance Vehicle

FRRI Federal Reserve Restructuring Initiative

FYDP Future Years Defense Programs

GCSS-A Global Combat Service Support - Army

GIG Global Information Grid

GMD Ground Mobile Defense

GWOT Global War on Terror

HIMARS High Mobility Artillery Rocket System

Glossary-4

MOA Memorandum of Agreement

MOS Military Occupational Specialty

MRI Medical Reengineering Initiative

MUGV Unmanned Ground Vehicle

MULE Multifunction Utility / Logistics and Equipment

MV Medical Vehicle

NCOES Noncommissioned Officer Education Systems

NETCOM Network Enterprise Technology Command

NLOS Non-Line-Of-Sight

NMP National Maintenance Program

NSS National Security Strategy

NTC National Training Center

OCONUS Outside Continental United States

OES Officer Education System

OPTEMPO Operating Tempo

OSD Office of the Secretary of Defense

PAC3 Patriot Advanced Capability 3

PEO Program Executive Office

RC Reserve Component

RCI Residential Communities Initiative

RCR Readiness Command Restructuring

RSTA Reconnaissance, Surveillance, and Target Acquisition

RSV Reconnaissance and Surveillance Vehicle

SBCT Stryker Brigade Combat Team

SDD System Development and Demonstration

SDHSS Shallow Draft High Speed Sealift

SETS Secondary Education Transition Study

SOF Special Operations Forces