A Statement on the Posture

of the

United States Army

2001

by

The Honorable Thomas E. White

and

General Eric K. Shinseki

Presented to

The Committees and Subcommittees

of the

UNITED STATES SENATE

and the

HOUSE OF REPRESENTATIVES

FIRST SESSION, 107TH CONGRESS

The annual Army Posture Statement is an unclassified summary of

Army roles, missions, accomplishments, plans, and programs.

Designed to reinforce the Secretary of the Army and Chief of Staff, Army posture and

budget testimony before Congress, the APS serves a broad audience 

as a basic reference on the state of the Army.

The APS is available on the internet on the Army Homepage at www.army.mil.

It is produced by the Office of the Chief of Staff, U.S. Army,

Congressional Activities Division (DACS-CAD);

telephone (703) 695-9913/9997; DSN Prefix: 225;

address e-mail to Amanda.Anderson@hqda.army.mil.
The Army has made tremendous progress since articulating its Vision to transform into a

force for the 21st Century. We continue to do magnificent work for the Nation while meeting

the challenges of matching resources to our requirements for People, Readiness,

and Transformation. Much work remains to be done, but The Army has moved out. We 

are transforming in comprehensive and profound ways to be the most strategically

responsive and dominant land force of the 21st Century–decisive across the entire spectrum 

of operations. 

The President's amended budget for fiscal year 2002 ensures The Army is funded to support

the National Security Strategy and National Military Strategy. It will put us on the road to

recovery in some categories, such as military pay, housing allowances, and health care. It will

start an improvement but leave us short of our goals in other areas, such as restoring our

deteriorating infrastructure. Unfortunately, there will be continued shortfalls in a number of

critical areas, such as modernization and recapitalization of the force. 

The Army's Transformation is enabled, although not at the optimal level. The Army is

accepting moderate risk in training operating tempo, while ensuring stable base operations

levels, improved facility maintenance and repair, and sustainment programs. 

The bipartisan support of Congress over the past two years has helped The Army build

sustainable momentum for its Transformation. Key to this Transformation is the freedom

to efficiently manage The Army and generate near- and long-term savings for reinvestment.

Given the latitude, we will improve efficiency within The Army by adopting better business

practices–focusing on core competencies, outsourcing or privatizing where it makes sense,

and streamlining processes to reduce operating costs. The Army has been and will

continue to be a good steward of our Nation's resources. We will achieve irreversible

momentum for the Army Vision by fully funding the pillars of the Army Vision: People,

Readiness, and Transformation.

For fiscal year 2002, the President's amended budget funds our most pressing priorities. The

programs, schedules, and funding levels described in this statement, however, may change as

a result of the ongoing Quadrennial Defense Review, which will guide future decisions on

military spending. With the continued support of the Administration and Congress, The

Army will have the resources to remain–Persuasive in Peace, Invincible in War.

ERIC K. SHINSEKI THOMAS E. WHITE

General, U.S. Army Secretary of the Army

Chief of Staff

August 2001
The Army exists for one purpose–to serve

the Nation. For over 226 years, American

Soldiers have answered the Nation's call to

duty, faithfully and selflessly performing any

mission that the American people have

asked of them.

Throughout that time, The Army–active

component, Army National Guard, United

States (U.S.) Army Reserve, and Army

civilians–has maintained its nonnegotiable

contract with the American people to fight

and win our Nation's wars decisively.

Indeed, The Army stands ready to go into

harm's way whenever and wherever we are

asked. Today, The U.S. Army is the most

formidable land force on earth; a fact that

reassures allies and deters adversaries. 

The Army's active component "go-to-war"

force is forward stationed, deployed, or in

the field–advancing our national interests,

supporting theater engagement plans, and

training for tomorrow's warfight. But our

Army is one-third smaller, deploys more

frequently, and is more likely to conduct

stability and support operations than its

Cold War predecessor. Accelerating mission

and training requirements have strained

Army capabilities, and overstretched

resources have leveraged our warfighting

readiness on the backs of our Soldiers and

their families. Indeed, our missions create a

demand for forces that increasingly can only

be sustained by committing the reserve

components. When we speak of The

Army–active and reserve components,

soldiers, civilians, family members, retirees

and veterans–we are acknowledging a single

force with common missions, common

standards, and common responsibilities. 

The Army has competing requirements that

are in constant, daily tension. First is The

Army's requirement to have a trained and

ready force to fulfill its nonnegotiable

contract with the American people to fight

and win our Nation's wars decisively. That

mission is significantly enhanced by being

fully engaged around the globe with our

allies, partners, and sometimes our potential

adversaries to promote stability, to gain

influence, and to ensure access in times of

crisis. Further, as contingency operations

become long-term commitments, our

mission tempo, both training and

2
operational, increasingly strains our force

structure. The mismatch between strategic

requirements and operational resources

forces us daily to prioritize among support

for our people, the readiness demanded

by the Nation, and the transformation

necessary to continue our global

preeminence. 

More than ten years ago, during the buildup

of Operation Desert Shield, The Army

identified an operational shortfall–a gap

between the capabilities of our heavy and

light forces. Our heavy forces are the most

formidable in the world. There are none

better suited for high-intensity operations,

but they are severely challenged to deploy to

all the places where they might be needed.

Conversely, our magnificent light forces are

agile and deployable. They are particularly

well suited for low-intensity operations but

lack sufficient lethality and survivability.

There is, at present, no rapidly deployable

force with the staying power to provide our

national leadership a complete range of

strategic options. The requirements dictated

by the rapidly evolving world situation

increasingly underscore that capability gap;

therefore, The Army is changing.

The Army must transform itself into a force

for the 21st Century, strategically responsive

and dominant at every point on the

spectrum of military operations and

prepared to meet a growing spectrum of

requirements including threats to our

homeland. To meet the national security

requirements of the 21st Century, The

Army articulated its Vision to chart a

balanced course and shed its Cold War

designs. The Vision is about three interdependent components–People, Readiness,

and Transformation. The Army is

people–Soldiers, civilians, veterans, and

families–and Soldiers remain the centerpiece

of our formations. Warfighting readiness is

The Army's top priority. The Transformation will produce a future force, the

Objective Force, founded on innovative

doctrine, training, leader development,

organizations, materiel, and Soldiers. The

Vision weaves together these threads

–People, Readiness, and Transformationbinding them into what will be The Army of

the future.

www.army.mil 3
Last year, The Army took the initial steps to

achieve its Vision. One step was the

continued realignment of our budget

priorities, generating investment capital by

canceling or restructuring seven major Army

procurement programs. Unfortunately, The

Army has had to eliminate or restructure

182 programs over the past decade and a

half. It is not that these systems and

capabilities were unnecessary; our resource

prioritization made programs unaffordable.

Joining with the Defense Advanced

Research Projects Agency (DARPA) in a

cooperative research and development

effort, we began to streamline our

acquisition process to focus and accelerate

the development and procurement of

enabling technologies for our Objective

Force. To address the capability gap

between our heavy and light forces, The

Army developed a concept and began to

organize an interim capability until the 21st

Century Objective Force is fielded. The

Army also completed a comprehensive

study of how it trains Soldiers and grows

them into leaders, knowing that the

capabilities of a transformed Army will

reside in competent, confident, adaptive,

and creative people. 

The Army is people, the core of our

institutional strength. The well-being

–physical, material, mental, and spiritual

state–of soldiers, families, and civilians is

inextricably linked to The Army's

capabilities, readiness, and its preparedness

to perform any mission. To improve wellbeing, we are offering technology-based

distance learning opportunities; working to

improve pay and retirement compensation;

working with the Department of Defense

(DoD) to guarantee that TRICARE meets

the needs of our soldiers, retirees, and their

families; improving facilities maintenance;

and modernizing single soldier and family

housing. The FY 2002 budget improves our

force's well-being with better pay and

incentives, funds additional pay raises

targeted by grade and years of service, and

increases housing allowances to reduce outof-pocket expenses. The Army will also

seek significant well-being improvements

such as the health care provisions in the FY

2001 National Defense Authorization Act

for our soldiers, retirees, and family

4

“Vision is the

art of seeing

things

invisible.”

Jonathan Swift 
members. Indeed, the pay raise, pay table

reform, and retirement reform, as well as

diligent efforts by leaders at all levels of The

Army, helped us exceed our recruiting and

retention goals in FY 2000. The FY 2002

budget increases for enlistment and

retention bonuses will enable The Army to

sustain recent recruiting and reenlistment

successes. Congressional support for

important well-being initiatives helps us

recruit and retain a quality force. This

attention to well-being will keep trained and

qualified Soldiers and civilians in The Army.

In FY 2000, we started a four-year effort to

increase personnel readiness levels. The

Manning Initiative redistributed soldiers to

fill all personnel authorizations in every

active component combat division and

cavalry regiment, but in doing so, we

accepted some risk in the institutional base.

This effort exposed the serious gap that has

existed in the aggregate between manning

requirements and authorizations. It is

possible that we will need to increase

personnel authorizations to meet all

requirements, dependent upon ongoing

reviews of overall Army missions. Meeting

the requirements with the active

component, however, is not enough. As

mission demands necessitate increased use

of our reserve components, we must bolster

their full-time support requirements to

better keep them ready and available.

Manning the entire force will reduce

operating tempo (OPTEMPO) and

personnel tempo thereby improving both

readiness and well-being. 

Readiness is a top priority and our focus. It

means we must be prepared to execute

strategic missions across the full spectrum

of operational requirements around the

globe. Our military formations must be able

to conduct a range of activities from

engagement to stability and support

operations to warfighting. On any given day,

The Army has nearly 125,000 soldiers and

15,000 U.S. civilians forward-stationed in

over 100 countries around the world. In FY

2000, on a daily average, we deployed more

than 26,000 additional soldiers for

operations and military exercises in 68

countries-from East Timor to Nigeria to the

Balkans. In Bosnia, the Texas Army

National Guard's 49th Armored Division

www.army.mil 5
assumed the mission for the Multinational

Division (North), the first time since World

War II that a reserve component division

headquarters has led active component

forces in an operational mission. In both

Europe and Korea, Army soldiers continue

a successful security commitment made 50

years ago. In Southwest Asia, The Army

continues its support of United Nations

sanctions against Iraq, stability operations in

the Persian Gulf, and peacekeeping efforts

in the Sinai. The Army, as the dominant

land force, fills an indispensable role at

many levels in deterring aggression,

operating with allies and coalition partners,

and responding at home and abroad with

support to civil authorities. 

The Army provides military support to civil

authorities, both domestically and around

the globe, for crisis response and

consequence management. Army support

after natural disasters ranged from

personnel and equipment to suppress

wildfires to logistical and medical support

following the disasters in the South African,

Central American, and Asian Pacific regions.

From October 1997 to September 2000,

within the United States, the U.S. Army

Soldier and Biological Chemical Command

trained over 28,000 people and conducted

crisis response and consequence

management exercises in 105 cities with

federal agencies, state and local

governments, and nongovernment organizations in support of the Domestic

Preparedness Program. The U.S. Army

Corps of Engineers prevented an average of

$20.8 billion in damages through flood

control management of 383 major Corps

and 108 non-Corps flood control reservoirs

and 8,500 miles of flood control levees and

flood fighting efforts. The Army supported

civil law enforcement agencies in more than

236 counterdrug operations in 41 states.

Finally, as part of a joint program, The

Army led the development and testing of a

ground-based National Missile Defense

(NMD) system as a near-term solution to

the expanding missile threat that could

provide the baseline for any future expanded

NMD architecture. The Army stands ready

to respond to the full breadth of security

requirements in the homeland and abroad,

now and in the future.

6
Measuring the readiness of The Army to

respond to the Nation's calls requires

accuracy, objectivity, and uniformity. Our

current standards are a Cold War legacy and

reflect neither the complexity of today's

strategic and operational environments nor

other important factors. Near-term factors

encompass the overall capability of units to

deploy and include training enablers such as

training ranges, institutional support, and

depot maintenance; full-time support for

our reserve components; and installation

support. Long-term readiness factors affect

The Army's ability to fight in the future and

to retain quality personnel. We are

reexamining how to measure Army

readiness in the near-term, the long-term,

and across the range of missions we may be

expected to undertake. The new reporting

system will provide timely and accurate

information on the status of The Army's

readiness, with measurements that are

relevant and quantifiable, to enhance the

ability of commanders to make the best

possible employment decisions. It will also

give the American people a more accurate

assessment of how ready their Army is to

do what it is asked to do. 

In our FY 2002 budget, our most critical

readiness requirements are supported.

However, to stabilize the deterioration of

our facilities and augment training enablers,

we have accepted risk in the funding levels

for OPTEMPO. Ground OPTEMPO for

the M-1 Abrams tank is supported at 730 of

800 required miles per year and Flying Hour

Programs are funded for an average of 14 of

14.5 required live flying hours per aircrew

per month for the active component and 9

live aircrew flying hours for the reserve

component. The Army accepted this risk in

order to support the sustainment,

infrastructure, and training requirements

that will impact on readiness during

Transformation. To meet these demands,

we have increased funding to replenish

stockage levels, provided additional funding

to depot maintenance accounts, supported

strategic mobility needs, improved

installations, and funded critical training

enablers. The Army is maximizing

resources to ensure our forces are trained,

equipped, and ready to fight–a positive

impact on overall readiness.

www.army.mil 7
Installations are an essential, but often

overlooked, part of our warfighting

readiness. They support Soldiers and their

families, enhance the rapid deployment of

The Army, and provide efficient and timely

support to deployed formations. Funding

Sustainment, Restoration and Modernization (SRM) (formerly Real Property

Maintenance) accounts is one of The

Army's greatest concerns this year. We must

maintain, modernize, and transform the

training platforms and ranges that prepare

the force; the depots and arsenals that

maintain and equip the force; and the power

projection platforms and information

infrastructures that support the force when

deployed. Only by taking care of the

installation infrastructure now can The

Army secure readiness for the future. 

The FY 2002 budget substantially increases

SRM funding to 94 percent (up from 60

percent), which may be sufficient to halt the

deterioration of aging infrastructure and

funds 96 percent of Base Operations

Support. In the past, we paid other bills at

the expense of facilities upkeep or masked

these costs by migrating funds from

OPTEMPO accounts, a practice we have

stopped. The Army would prefer to divest

itself of excess infrastructure and use the

resulting savings to maintain installations

and repair critical facilities or other Army

priorities. The Army's current goal is to

sustain facilities to a level that prevents

further deterioration and to improve both

the quality and the quantity of facilities to

meet validated requirements in strategic

mobility by FY 2003, barracks by FY 2008,

and family housing in FY 2010. This year's

investment will allow us to meet our

strategic mobility goal by FY 2003, but our

overall infrastructure condition will continue

to decline. Without a continuing annual

reinvestment, the cost to sustain facilities

will only get worse by adding to the current

unfunded SRM backlog of $17.8 billion and

unfunded facilities deficit of $25 billion.

The solution requires a long-term

commitment to fully fund sustainment and

focus SRM (restoration and modernization)

funding on selected facility types, in ten-year

increments. Army installations will take on

a greater role as we attempt to reduce the

deployed logistical footprint and rely on

reach back links for enhanced command and

control capabilities. Transformation of our

8
operational force without a concurrent

renovation of the installation infrastructure

will create an imbalance that will impinge on

advantages gained by a transformed force. 

The third thread of the Vision requires a

comprehensive transformation of the entire

Army. This complex, multi year effort will

balance the challenge of transforming the

operational force and institutional base

while maintaining a trained and ready force

to respond to crises, deter war and, if

deterrence fails, fight and win decisively.

Transformation is far more extensive than

merely modernizing our equipment and

formations. It is the transformation of the

entire Army from leader development

programs to installations to combat

formations. All aspects–doctrine, training,

leaders, organization, materiel, and

Soldiers–will be affected.

Transformation of The Army's operational

force proceeds on three vectors–the

Objective Force, the Interim Force, and the

Legacy Force. All are equally necessary to

our Nation's continued world leadership.

The Objective Force is the force of the

future and the focus of The Army's longterm development efforts. It will maximize

advances in technology and organizational

adaptations to revolutionize land-power

capabilities. The Interim Force will fill the

current capability gap that exists between

today's heavy and light forces. Today's

force, the Legacy Force, enables The Army

to meet near-term National Military Strategy

commitments. Until the Objective Force is

fielded, the Legacy Force, augmented or

reinforced with an interim capability, will

continue to engage and respond to crises to

deter aggression; bring peace and stability to

troubled regions; and enhance security by

developing bonds of mutual respect and

understanding with allies, partners, and

potential adversaries. It must remain ready

to fight and win if necessary, giving us the

strategic hedge to allow Transformation. 

As The Army works to develop and acquire

the technologies for the Objective Force, the

Legacy and Interim Forces will assure Army

readiness. Our most pressing concerns this

year include the modernization and

recapitalization of selected Legacy Force

systems to ensure current and near-term

www.army.mil 9
readiness. We must judiciously modernize

key armored and aviation systems in the

Legacy Force to enhance force capabilities.

We will further digitize the M-1 Abrams

tank to increase situational awareness and

remanufacture early-model Bradley infantry

fighting vehicles to improve lethality,

situational awareness, and sustainability. We

will procure new systems like the Crusader

howitzer to increase force effectiveness,

reduce friendly casualties, ease logistics

support requirements, and improve

deployability. Crusader will maximize the

total capabilities of the Legacy Force.

Fielding the Patriot Advanced Capability-3

missile defense upgrade and the Theater

High Altitude Area Defense system will

significantly increase our in-theater force

protection. The current Legacy Force will

benefit from upgrades and enhancements to

proven systems. The Interim Force will

demonstrate the power of developmental

and off-the-shelf communications and

intelligence capabilities. The Army has

made the hard decisions for selective

modernization to sustain combat overmatch. What is needed is continued support

for our prudent investment strategy to keep

our force strong and credible.

Concurrently, The Army will selectively

recapitalize Legacy Force equipment to

combat the rapid aging of our weapon

systems. We preserve readiness best and

most cost effectively when we retire or

replace warfighting systems on a 20-year

modernization cycle. As systems age, they

break down with greater frequency and

become more costly and difficult to

maintain in peak warfighting condition.

They also lose combat overmatch with

respect to an adversary's modernized

systems. Today, 75 percent of major

combat systems exceed engineered design

half-life and will exceed design life by 2010.

System operation and sustainment costs are

up over 35 percent and aircraft safety of

flight messages are up 200 percent since

1995. The Army has established a selective

recapitalization program that will restore

aging systems to like-new condition and

create upgraded warfighting capabilities for

a fraction of the replacement cost. The FY

2002 budget provides funding to ensure

depot maintenance is prepared to execute

recapitalization. We must maintain the

10
readiness of the Legacy Force until the

Objective Force is operational. As the

Legacy Force maintains our strategic hedge

and the Interim Force bridges the capability

gap, The Army will build the Objective

Force and complete the Vision for a trained

and ready 21st Century Army.

The fielding of the Interim Force fills the

strategic gap between our heavy and light

forces and is an essential step toward the

Objective Force. The key component of

the Interim Force is the Interim Brigade

Combat Team (IBCT), the first two of

which are being organized at Fort Lewis,

Washington. Its primary combat platform,

the Interim Armored Vehicle (IAV), will

fulfill an immediate requirement for a

vehicle that is deployable any place in the

world, arriving ready for combat. The IAV

will consist of two variants, a mobile gun

system and an infantry carrier with nine

configurations. The IAV will achieve

interoperability and internetted capability

with other IBCT systems by integrating

command, control, communications,

computer, intelligence, surveillance, and

reconnaissance systems. Congress supported the IBCT concept with an additional

$600 million in the FY 2001 Defense

Appropriations Act for IAV procurement

and organization of the second IBCT. The

Army will program resources to field six to

eight IBCTs.

The Army will train and test Soldiers and

leaders in the doctrine and organization of

these new units to ensure that they can

respond to operational requirements. An

IAV-equipped, battalion-sized element will

undergo training and initial operational

testing and evaluation to guarantee system

suitability and effectiveness. Innovative

applications and technology insertion in

supporting forces will complete the IBCT

package and enable initial operational

capabilities for the first IBCT in 2003. 

The Army's ultimate goal for

Transformation is the Objective Force.

Operating as part of a joint, combined, and

or interagency team, it will be capable of

conducting rapid and decisive offensive,

defensive, stability and support operations,

and be able to transition among any of these

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missions without a loss of momentum. It

will be lethal and survivable for warfighting

and force protection; responsive and

deployable for rapid mission tailoring and

the projection required for crisis response;

versatile and agile for success across the full

spectrum of operations; and sustainable for

extended regional engagement and

sustained land combat. It will leverage joint

and interagency reach-back capabilities for

intelligence, logistical support, and

information operations while protecting

itself against information attacks. It will

leverage space assets for communications;

position, navigation, and timing; weather,

terrain, and environmental monitoring;

missile warning; and intelligence,

surveillance, and reconnaissance. The

Objective Force will provide for

conventional overmatch and a greater

degree of strategic responsiveness, mission

versatility, and operational and tactical

agility. With the Objective Force, The Army

intends to deploy a combat-capable brigade

anywhere in the world in 96 hours, a division

in 120 hours, and five divisions in 30 days.

Our ability to quickly put a brigade-size

force on the ground, with the balance of a

division following a day later, fills a current

gap for credible, rapid deterrence. The

Objective Force will offer real strategic

options in a crisis and changes the strategic

calculations of our potential adversaries.

The Army with Objective Force capability

will provide the National Command

Authorities with a full range of strategic

options for regional engagement, crisis

response, and land force operations in

support of the Nation. 

Advances in science and technology will

lead to significantly improved capabilities

for the Objective Force. The Army is

programming over $8 billion for science and

technology efforts to begin fielding the

Objective Force by the end of the current

decade. This effort seeks to resolve a

number of challenges: how to balance

sustained lethality and survivability against

ease of deployability; how to reduce

strategic lift requirements and the logistical

footprint required in-theater; how to

mitigate risk to our support forces and to

forces in-theater; and how to ensure

digitized, secure communications to provide

12
battlefield awareness at all levels of

command. The Army will find the best

possible answers while maintaining the

ready, disciplined, and robust forces our

Nation demands, our allies expect, and our

adversaries fear.

Future Combat Systems (FCS), a system of

systems, is one of the essential components

for The Army's Objective Force. To

accelerate development of key technologies,

The Army partnered with DARPA in a

collaborative effort, co-funding over $900

million through FY 2005 for concept

definition and demonstration of FCS,

providing critical systems and knowledge

required to transform to the Objective

Force. Forces equipped with FCS will

network fires and maneuver in direct

combat, deliver direct and indirect fires,

perform intelligence, surveillance, and

reconnaissance functions, and transport

Soldiers and materiel. Over the next six

years, The Army will demonstrate and

validate FCS concepts and exploit highpayoff enabling technologies, including

composite armor, active protection systems,

multi-role (direct and indirect fire) cannons,

compact kinetic energy missiles, hybrid

electric propulsion, human engineering, and

advanced electro-optic and infrared sensors. 

Equally essential to the Objective Force is

the fielding of the Comanche helicopter

beginning in 2006. Comanche is the central

program of the Army Aviation

Modernization Plan and a prime example of

existing modernization programs with

significant value for Objective Force

capability. Although Comanche will be

fielded as part of the Objective Force, its

digitization will be compatible with Legacy

Force and Interim Force systems.

Comanche will provide a lethal combination

of reconnaissance and firepower.

The FY 2002 budget will sustain

Transformation by funding Objective Force

research, development, testing, and

evaluation (RDT&E) and setting the stage

for modernization of Objective Force

equipment. The continued support for

RDT&E efforts and technologies in

support of FCS, Comanche, IAV, and

Crusader development coupled with

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budgeted procurements and modernization

and recapitalization initiatives, will help The

Army maintain its plan for achieving an

Objective Force. The procurement support

for important systems such as IAV and

Wolverine and support for both the Abrams

and Bradley upgrade programs will enhance

Legacy and Interim Forces. The Army will

continue to balance competing requirements

in its efforts to transform. 

As the combat formations are being

transformed, The Army's institutional baseschools, services, facilities, and installationsmust also change to support both the

Objective Force and current mission

requirements. The U.S. Army Training and

Doctrine Command produces tactically and

technically proficient Soldiers and leaders

and the doctrine and concepts for

operational success. The Army must train

Soldiers-in simulations, on ranges, and in

exercises-and grow them into leaders who

are capable of executing rapid and seamless

transitions between missions throughout the

spectrum of operations. Training must

continuously improve and respond to

emerging technologies. We must recapitalize

and modernize ranges, distance learning

centers, Army schools, and combat training

centers to keep pace with changes in force

structure, technology, and the global

environment. We must address the

increasing challenge to readiness posed by

encroachment to our ranges and training

areas while maintaining our environmental

stewardship of these same lands. 

Army doctrine and concepts must also

transform to keep pace with our changing

operational force and growing technological

advantages. As foundations for the

Transformation, the two conceptual

baselines for Army doctrine, Field Manual

(FM) 1, The Army; and FM 3, Operations;

were published June 14, 2001. The Training

and Doctrine Command is revising and

developing doctrine for organization and

operation of the Interim Force and

validating concepts for the Objective Force.

We are also developing the concepts to

integrate the capabilities of space and

information operations to provide support

across the entire spectrum of military

operations. At every level, The Army is

integrating emerging joint and multinational

14
doctrine to develop the concepts that will

field a force, grounded in doctrine, that is

capable of providing the National

Command Authorities a range of options

for regional engagement, crisis response,

and sustained land force operations. 

Essential to Transformation is the training

and leader development necessary to

produce adaptive Soldiers and leaders for

the Army today and for the Objective Force

tomorrow. The Army Training and Leader

Development Panel (ATLDP) has

concluded an in-depth study of issues

affecting The Army's culture and training

and leader development doctrine. The

ATLDP surveyed and interviewed over

13,500 officers and spouses. Follow-on

studies of the noncommissioned officer and

warrant officer corps will be conducted over

the next six months. The primary objectives

of the panel were to identify skill sets

required of Objective Force leaders and to

assess the ability of current training and

leader development systems to cultivate

those skills. Study participants addressed

topics that included well-being, job

satisfaction, training standards, and the

officer education system. This study

represents a candid self-assessment by The

Army; it seeks to restore faith with Soldiers

and set a course for improving all aspects of

The Army's culture by bringing institutional

beliefs and practices in line. Accordingly,

some steps have already been taken,

including developing a pilot basic officer

leadership course stabilizing lieutenants in

developmental positions; eliminating tasks

that interfere with warfighting training;

reviewing resource allocations to our

combat training centers; and protecting the

well-being of soldiers and their families by

increasing the predictability of moves and

operational rotations. It is a testament to

the strength of any organization when it is

willing to take such a candid look at itself,

and this kind of healthy introspection

characterizes a true profession. This year,

the budget will fund formal training at 100

percent and such Transformation initiatives

as expanded One Station Unit training,

establishment of a Land Warfare University,

and Basic Officer Leadership course

enhancements in order to develop the

leaders and soldiers. 

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We will transform logistical services and

facilities to enhance readiness and strategic

responsiveness. Today, logistics comprises

approximately 80 percent of The Army's

strategic lift requirement, creating a daunting

challenge. Prepositioning stocks and

forward presence solves only part of the

problem. Currently, The Army has seven

brigade sets of equipment forwarddeployed on land and at sea with an eighth

brigade set being deployed in FY 2002. As

we fundamentally reshape the way The

Army is deployed and sustained, we will

ensure logistics transformation is

synchronized with the needs of the

operational forces and supports DoD and

joint logistics transformation goals. The

Army is examining how to reduce the

logistical footprint in the theater of

operations and to reduce logistical costs

without hindering warfighting capability and

readiness. Approaches already being explored are recapitalization, common vehicle

chassis design, a national maintenance

program, and an intermediate basing

strategy for force protection. We are

synchronizing the critical systems of the

institutional army with our operating forces

to ensure the Transformation of The Army

is holistic and complete. 

Transformation is contingent upon good

stewardship of our Nation's resources. The

Army faces the same challenge as any large

organization with people, equipment, and

infrastructure: containing the rising costs of

doing business. To make the Army Vision

become a reality, we must transform the

Army's business practices as well. Doing

business as we have in the past will not allow

the Army to simultaneously take care of

people, meet readiness requirements, and

transition to the Objective Force. 

We must improve efficiency within our

organizations by adopting better business

practices–focusing on core competencies,

outsourcing or privatizing where it makes

sense, and streamlining processes to reduce

operating costs. As we outsource and

privatize non-core activities and services,

care must be taken to reduce local workforce

vulnerability and the immediate economic

impact on surrounding communities.

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To jump-start this process, we have

established the Business Initiatives Task

Force to find ways to cut costs and reinvest

savings to enhance readiness and the wellbeing of our soldiers, their families,

and Army civilians. We are also working

with the Defense Acquisition Board to

simplify weapon systems development and

fielding by reducing life-cycle costs of major

systems, employing spiral development

to improve capability over time, and

reducing the acquisition cycle timeline from

an average of 10 years to an average of 5 to

7 years. 

The Army has embarked on a historic

enterprise. Recognizing that the forces we

can provide to the combatant commands

are becoming obsolete in a changing

strategic environment, The Army is

transforming. With the support of the

Administration and Congress, The Army

has charted a course that will better align its

capabilities with the international security

environment, enhancing responsiveness and

deterrence while sustaining dominance at

every point of the spectrum of operations.

The Army Transformation is the most

comprehensive program of change in a

century and is already underway. It comes at

a propitious moment. We live in a time of

relative peace. Our nation's economic

strength has given us a period of prosperity.

A decade of post-Cold War experience has

provided us a strategic perspective, and

American technological power gives us

tremendous potential. We have seized this

opportunity to guarantee our strategic capability and our non-negotiable contract with

the American people well into this century. 

The Army–Soldiers on Point for the Nation

–Persuasive in Peace, Invincible in War.

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