A Statement on the Postureof the

United States Army2001

by

The Honorable Thomas E. Whiteand

General Eric K. Shinseki

Presented to

The Committees and Subcommitteesof the

UNITED STATES SENATEand the

HOUSE OF REPRESENTATIVES

FIRST SESSION, 107TH CONGRESS

The annual Army Posture Statement is an unclassified summary ofArmy roles, missions, accomplishments, plans, and programs.

Designed to reinforce the Secretary of the Army and Chief of Staff, Army posture andbudget 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 aforce for the 21st Century. We continue to do magnificent work for the Nation while meetingthe 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 supportthe National Security Strategy and National Military Strategy. It will put us on the road torecovery in some categories, such as military pay, housing allowances, and health care. It willstart an improvement but leave us short of our goals in other areas, such as restoring ourdeteriorating infrastructure. Unfortunately, there will be continued shortfalls in a number ofcritical areas, such as modernization and recapitalization of the force.

The Army's Transformation is enabled, although not at the optimal level. The Army isaccepting moderate risk in training operating tempo, while ensuring stable base operationslevels, improved facility maintenance and repair, and sustainment programs.

The bipartisan support of Congress over the past two years has helped The Army buildsustainable momentum for its Transformation. Key to this Transformation is the freedomto 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 businesspractices–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 irreversiblemomentum 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. Theprograms, schedules, and funding levels described in this statement, however, may change asa result of the ongoing Quadrennial Defense Review, which will guide future decisions onmilitary spending. With the continued support of the Administration and Congress, TheArmy will have the resources to remain–Persuasive in Peace, Invincible in War.

ERIC K. SHINSEKI THOMAS E. WHITEGeneral, U.S. Army Secretary of the ArmyChief of Staff

August 2001

The Army exists for one purpose–to servethe Nation. For over 226 years, AmericanSoldiers have answered the Nation's call toduty, faithfully and selflessly performing anymission that the American people haveasked of them.

Throughout that time, The Army–activecomponent, Army National Guard, UnitedStates (U.S.) Army Reserve, and Armycivilians–has maintained its nonnegotiablecontract with the American people to fightand win our Nation's wars decisively.Indeed, The Army stands ready to go intoharm's way whenever and wherever we areasked. Today, The U.S. Army is the mostformidable land force on earth; a fact thatreassures allies and deters adversaries.

The Army's active component "go-to-war"force is forward stationed, deployed, or inthe field–advancing our national interests,supporting theater engagement plans, andtraining for tomorrow's warfight. But ourArmy is one-third smaller, deploys morefrequently, and is more likely to conductstability and support operations than itsCold War predecessor. Accelerating missionand training requirements have strainedArmy capabilities, and overstretchedresources have leveraged our warfightingreadiness on the backs of our Soldiers andtheir families. Indeed, our missions create ademand for forces that increasingly can onlybe sustained by committing the reservecomponents. When we speak of TheArmy–active and reserve components,soldiers, civilians, family members, retireesand veterans–we are acknowledging a singleforce with common missions, commonstandards, and common responsibilities.

The Army has competing requirements thatare in constant, daily tension. First is TheArmy's requirement to have a trained andready force to fulfill its nonnegotiablecontract with the American people to fightand win our Nation's wars decisively. Thatmission is significantly enhanced by beingfully engaged around the globe with ourallies, partners, and sometimes our potentialadversaries to promote stability, to gaininfluence, and to ensure access in times ofcrisis. Further, as contingency operationsbecome long-term commitments, ourmission tempo, both training and

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operational, increasingly strains our forcestructure. The mismatch between strategicrequirements and operational resourcesforces us daily to prioritize among supportfor our people, the readiness demanded by the Nation, and the transformationnecessary to continue our globalpreeminence.

More than ten years ago, during the buildupof Operation Desert Shield, The Armyidentified an operational shortfall–a gapbetween the capabilities of our heavy andlight forces. Our heavy forces are the mostformidable in the world. There are nonebetter suited for high-intensity operations,but they are severely challenged to deploy toall the places where they might be needed.Conversely, our magnificent light forces areagile and deployable. They are particularlywell suited for low-intensity operations butlack sufficient lethality and survivability.There is, at present, no rapidly deployableforce with the staying power to provide ournational leadership a complete range ofstrategic options. The requirements dictatedby the rapidly evolving world situationincreasingly underscore that capability gap;therefore, The Army is changing.

The Army must transform itself into a forcefor the 21st Century, strategically responsiveand dominant at every point on thespectrum of military operations andprepared to meet a growing spectrum ofrequirements including threats to ourhomeland. To meet the national security

requirements of the 21st Century, TheArmy articulated its Vision to chart abalanced course and shed its Cold Wardesigns. The Vision is about three interde-pendent components–People, Readiness,and Transformation. The Army ispeople–Soldiers, civilians, veterans, andfamilies–and Soldiers remain the centerpieceof our formations. Warfighting readiness isThe Army's top priority. The Transforma-tion will produce a future force, theObjective Force, founded on innovativedoctrine, training, leader development,organizations, materiel, and Soldiers. TheVision weaves together these threads–People, Readiness, and Transformation-binding them into what will be The Army ofthe future.

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Last year, The Army took the initial steps toachieve its Vision. One step was thecontinued realignment of our budgetpriorities, generating investment capital bycanceling or restructuring seven major Armyprocurement programs. Unfortunately, TheArmy has had to eliminate or restructure182 programs over the past decade and ahalf. It is not that these systems andcapabilities were unnecessary; our resourceprioritization made programs unaffordable.Joining with the Defense AdvancedResearch Projects Agency (DARPA) in acooperative research and developmenteffort, we began to streamline ouracquisition process to focus and acceleratethe development and procurement ofenabling technologies for our ObjectiveForce. To address the capability gap

between our heavy and light forces, TheArmy developed a concept and began toorganize an interim capability until the 21stCentury Objective Force is fielded. TheArmy also completed a comprehensivestudy of how it trains Soldiers and growsthem into leaders, knowing that thecapabilities of a transformed Army willreside in competent, confident, adaptive,and creative people.

The Army is people, the core of ourinstitutional strength. The well-being–physical, material, mental, and spiritualstate–of soldiers, families, and civilians isinextricably linked to The Army'scapabilities, readiness, and its preparednessto perform any mission. To improve well-being, we are offering technology-baseddistance learning opportunities; working toimprove pay and retirement compensation;working with the Department of Defense(DoD) to guarantee that TRICARE meetsthe needs of our soldiers, retirees, and theirfamilies; improving facilities maintenance;and modernizing single soldier and familyhousing. The FY 2002 budget improves ourforce's well-being with better pay andincentives, funds additional pay raisestargeted by grade and years of service, andincreases housing allowances to reduce out-of-pocket expenses. The Army will alsoseek significant well-being improvementssuch as the health care provisions in the FY2001 National Defense Authorization Actfor our soldiers, retirees, and family

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“Vision is theart of seeing

thingsinvisible.”

Jonathan Swift

members. Indeed, the pay raise, pay tablereform, and retirement reform, as well asdiligent efforts by leaders at all levels of TheArmy, helped us exceed our recruiting andretention goals in FY 2000. The FY 2002budget increases for enlistment andretention bonuses will enable The Army tosustain recent recruiting and reenlistmentsuccesses. Congressional support forimportant well-being initiatives helps usrecruit and retain a quality force. Thisattention to well-being will keep trained andqualified Soldiers and civilians in The Army.

In FY 2000, we started a four-year effort toincrease personnel readiness levels. TheManning Initiative redistributed soldiers tofill all personnel authorizations in everyactive component combat division andcavalry regiment, but in doing so, weaccepted some risk in the institutional base.This effort exposed the serious gap that hasexisted in the aggregate between manningrequirements and authorizations. It ispossible that we will need to increasepersonnel authorizations to meet allrequirements, dependent upon ongoingreviews of overall Army missions. Meetingthe requirements with the activecomponent, however, is not enough. Asmission demands necessitate increased useof our reserve components, we must bolstertheir full-time support requirements tobetter keep them ready and available.Manning the entire force will reduceoperating tempo (OPTEMPO) and

personnel tempo thereby improving bothreadiness and well-being.

Readiness is a top priority and our focus. Itmeans we must be prepared to executestrategic missions across the full spectrumof operational requirements around theglobe. Our military formations must be ableto conduct a range of activities fromengagement to stability and supportoperations to warfighting. On any given day,The Army has nearly 125,000 soldiers and15,000 U.S. civilians forward-stationed inover 100 countries around the world. In FY2000, on a daily average, we deployed morethan 26,000 additional soldiers foroperations and military exercises in 68countries-from East Timor to Nigeria to theBalkans. In Bosnia, the Texas ArmyNational Guard's 49th Armored Division

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assumed the mission for the MultinationalDivision (North), the first time since WorldWar II that a reserve component divisionheadquarters has led active componentforces in an operational mission. In bothEurope and Korea, Army soldiers continuea successful security commitment made 50years ago. In Southwest Asia, The Armycontinues its support of United Nationssanctions against Iraq, stability operations inthe Persian Gulf, and peacekeeping effortsin the Sinai. The Army, as the dominantland force, fills an indispensable role atmany levels in deterring aggression,operating with allies and coalition partners,and responding at home and abroad withsupport to civil authorities.

The Army provides military support to civilauthorities, both domestically and aroundthe globe, for crisis response andconsequence management. Army supportafter natural disasters ranged frompersonnel and equipment to suppresswildfires to logistical and medical supportfollowing 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. ArmySoldier and Biological Chemical Commandtrained over 28,000 people and conductedcrisis response and consequencemanagement exercises in 105 cities withfederal agencies, state and localgovernments, and nongovernment organ-izations in support of the DomesticPreparedness Program. The U.S. ArmyCorps of Engineers prevented an average of$20.8 billion in damages through floodcontrol management of 383 major Corpsand 108 non-Corps flood control reservoirsand 8,500 miles of flood control levees andflood fighting efforts. The Army supportedcivil law enforcement agencies in more than236 counterdrug operations in 41 states.Finally, as part of a joint program, TheArmy led the development and testing of aground-based National Missile Defense(NMD) system as a near-term solution tothe expanding missile threat that couldprovide the baseline for any future expandedNMD architecture. The Army stands readyto respond to the full breadth of securityrequirements in the homeland and abroad,now and in the future.

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Measuring the readiness of The Army torespond to the Nation's calls requiresaccuracy, objectivity, and uniformity. Ourcurrent standards are a Cold War legacy andreflect neither the complexity of today'sstrategic and operational environments norother important factors. Near-term factorsencompass the overall capability of units todeploy and include training enablers such astraining ranges, institutional support, anddepot maintenance; full-time support forour reserve components; and installationsupport. Long-term readiness factors affectThe Army's ability to fight in the future andto retain quality personnel. We arereexamining how to measure Armyreadiness in the near-term, the long-term,and across the range of missions we may beexpected to undertake. The new reportingsystem will provide timely and accurateinformation on the status of The Army'sreadiness, with measurements that arerelevant and quantifiable, to enhance theability of commanders to make the bestpossible employment decisions. It will alsogive the American people a more accurateassessment of how ready their Army is todo what it is asked to do.

In our FY 2002 budget, our most criticalreadiness requirements are supported.However, to stabilize the deterioration ofour facilities and augment training enablers,we have accepted risk in the funding levelsfor OPTEMPO. Ground OPTEMPO forthe M-1 Abrams tank is supported at 730 of800 required miles per year and Flying Hour

Programs are funded for an average of 14 of14.5 required live flying hours per aircrewper month for the active component and 9live aircrew flying hours for the reservecomponent. The Army accepted this risk inorder to support the sustainment,infrastructure, and training requirementsthat will impact on readiness duringTransformation. To meet these demands,we have increased funding to replenishstockage levels, provided additional fundingto depot maintenance accounts, supportedstrategic mobility needs, improvedinstallations, and funded critical trainingenablers. The Army is maximizingresources to ensure our forces are trained,equipped, and ready to fight–a positiveimpact on overall readiness.

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Installations are an essential, but oftenoverlooked, part of our warfightingreadiness. They support Soldiers and theirfamilies, enhance the rapid deployment ofThe Army, and provide efficient and timelysupport to deployed formations. FundingSustainment, Restoration and Modern-ization (SRM) (formerly Real PropertyMaintenance) accounts is one of TheArmy's greatest concerns this year. We mustmaintain, modernize, and transform thetraining platforms and ranges that preparethe force; the depots and arsenals thatmaintain and equip the force; and the powerprojection platforms and informationinfrastructures that support the force whendeployed. Only by taking care of theinstallation infrastructure now can TheArmy secure readiness for the future.

The FY 2002 budget substantially increasesSRM funding to 94 percent (up from 60percent), which may be sufficient to halt thedeterioration of aging infrastructure andfunds 96 percent of Base OperationsSupport. In the past, we paid other bills atthe expense of facilities upkeep or maskedthese costs by migrating funds fromOPTEMPO accounts, a practice we havestopped. The Army would prefer to divestitself of excess infrastructure and use theresulting savings to maintain installationsand repair critical facilities or other Armypriorities. The Army's current goal is tosustain facilities to a level that preventsfurther deterioration and to improve boththe quality and the quantity of facilities tomeet validated requirements in strategicmobility by FY 2003, barracks by FY 2008,and family housing in FY 2010. This year'sinvestment will allow us to meet ourstrategic mobility goal by FY 2003, but ouroverall infrastructure condition will continueto decline. Without a continuing annualreinvestment, the cost to sustain facilitieswill only get worse by adding to the currentunfunded SRM backlog of $17.8 billion andunfunded facilities deficit of $25 billion.The solution requires a long-termcommitment to fully fund sustainment andfocus SRM (restoration and modernization)funding on selected facility types, in ten-yearincrements. Army installations will take ona greater role as we attempt to reduce thedeployed logistical footprint and rely onreach back links for enhanced command andcontrol capabilities. Transformation of our

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operational force without a concurrentrenovation of the installation infrastructurewill create an imbalance that will impinge onadvantages gained by a transformed force.

The third thread of the Vision requires acomprehensive transformation of the entireArmy. This complex, multi year effort willbalance the challenge of transforming theoperational force and institutional basewhile maintaining a trained and ready forceto respond to crises, deter war and, ifdeterrence fails, fight and win decisively.Transformation is far more extensive thanmerely modernizing our equipment andformations. It is the transformation of theentire Army from leader developmentprograms to installations to combatformations. All aspects–doctrine, training,leaders, organization, materiel, andSoldiers–will be affected.

Transformation of The Army's operationalforce proceeds on three vectors–theObjective Force, the Interim Force, and theLegacy Force. All are equally necessary toour Nation's continued world leadership.The Objective Force is the force of thefuture and the focus of The Army's long-term development efforts. It will maximizeadvances in technology and organizationaladaptations to revolutionize land-powercapabilities. The Interim Force will fill thecurrent capability gap that exists betweentoday's heavy and light forces. Today'sforce, the Legacy Force, enables The Armyto meet near-term National Military Strategy

commitments. Until the Objective Force isfielded, the Legacy Force, augmented orreinforced with an interim capability, willcontinue to engage and respond to crises todeter aggression; bring peace and stability totroubled regions; and enhance security bydeveloping bonds of mutual respect andunderstanding with allies, partners, andpotential adversaries. It must remain readyto fight and win if necessary, giving us thestrategic hedge to allow Transformation.

As The Army works to develop and acquirethe technologies for the Objective Force, theLegacy and Interim Forces will assure Armyreadiness. Our most pressing concerns thisyear include the modernization andrecapitalization of selected Legacy Forcesystems to ensure current and near-term

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readiness. We must judiciously modernizekey armored and aviation systems in theLegacy Force to enhance force capabilities.We will further digitize the M-1 Abramstank to increase situational awareness andremanufacture early-model Bradley infantryfighting vehicles to improve lethality,situational awareness, and sustainability. Wewill procure new systems like the Crusaderhowitzer to increase force effectiveness,reduce friendly casualties, ease logisticssupport requirements, and improvedeployability. Crusader will maximize thetotal capabilities of the Legacy Force.Fielding the Patriot Advanced Capability-3missile defense upgrade and the TheaterHigh Altitude Area Defense system willsignificantly increase our in-theater forceprotection. The current Legacy Force will

benefit from upgrades and enhancements toproven systems. The Interim Force willdemonstrate the power of developmentaland off-the-shelf communications andintelligence capabilities. The Army hasmade the hard decisions for selectivemodernization to sustain combat over-match. What is needed is continued supportfor our prudent investment strategy to keepour force strong and credible.

Concurrently, The Army will selectivelyrecapitalize Legacy Force equipment tocombat the rapid aging of our weaponsystems. We preserve readiness best andmost cost effectively when we retire orreplace warfighting systems on a 20-yearmodernization cycle. As systems age, theybreak down with greater frequency andbecome more costly and difficult tomaintain in peak warfighting condition.They also lose combat overmatch withrespect to an adversary's modernizedsystems. Today, 75 percent of majorcombat systems exceed engineered designhalf-life and will exceed design life by 2010.System operation and sustainment costs areup over 35 percent and aircraft safety offlight messages are up 200 percent since1995. The Army has established a selectiverecapitalization program that will restoreaging systems to like-new condition andcreate upgraded warfighting capabilities fora fraction of the replacement cost. The FY2002 budget provides funding to ensuredepot maintenance is prepared to executerecapitalization. We must maintain the

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readiness of the Legacy Force until theObjective Force is operational. As theLegacy Force maintains our strategic hedgeand the Interim Force bridges the capabilitygap, The Army will build the ObjectiveForce and complete the Vision for a trainedand ready 21st Century Army.

The fielding of the Interim Force fills thestrategic gap between our heavy and lightforces and is an essential step toward theObjective Force. The key component ofthe Interim Force is the Interim BrigadeCombat Team (IBCT), the first two ofwhich are being organized at Fort Lewis,Washington. Its primary combat platform,the Interim Armored Vehicle (IAV), willfulfill an immediate requirement for avehicle that is deployable any place in theworld, arriving ready for combat. The IAVwill consist of two variants, a mobile gunsystem and an infantry carrier with nineconfigurations. The IAV will achieveinteroperability and internetted capabilitywith other IBCT systems by integratingcommand, control, communications,computer, intelligence, surveillance, andreconnaissance systems. Congress sup-ported the IBCT concept with an additional$600 million in the FY 2001 DefenseAppropriations Act for IAV procurementand organization of the second IBCT. TheArmy will program resources to field six toeight IBCTs.

The Army will train and test Soldiers andleaders in the doctrine and organization of

these new units to ensure that they canrespond to operational requirements. AnIAV-equipped, battalion-sized element willundergo training and initial operationaltesting and evaluation to guarantee systemsuitability and effectiveness. Innovativeapplications and technology insertion insupporting forces will complete the IBCTpackage and enable initial operationalcapabilities for the first IBCT in 2003.

The Army's ultimate goal forTransformation is the Objective Force.Operating as part of a joint, combined, andor interagency team, it will be capable ofconducting 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. Itwill be lethal and survivable for warfightingand force protection; responsive anddeployable for rapid mission tailoring andthe projection required for crisis response;versatile and agile for success across the fullspectrum of operations; and sustainable forextended regional engagement andsustained land combat. It will leverage jointand interagency reach-back capabilities forintelligence, logistical support, andinformation operations while protectingitself against information attacks. It willleverage space assets for communications;position, navigation, and timing; weather,terrain, and environmental monitoring;missile warning; and intelligence,surveillance, and reconnaissance. TheObjective Force will provide for

conventional overmatch and a greaterdegree of strategic responsiveness, missionversatility, and operational and tacticalagility. With the Objective Force, The Armyintends to deploy a combat-capable brigadeanywhere in the world in 96 hours, a divisionin 120 hours, and five divisions in 30 days.Our ability to quickly put a brigade-sizeforce on the ground, with the balance of adivision following a day later, fills a currentgap for credible, rapid deterrence. TheObjective Force will offer real strategicoptions in a crisis and changes the strategiccalculations of our potential adversaries.The Army with Objective Force capabilitywill provide the National CommandAuthorities with a full range of strategicoptions for regional engagement, crisisresponse, and land force operations insupport of the Nation.

Advances in science and technology willlead to significantly improved capabilitiesfor the Objective Force. The Army isprogramming over $8 billion for science andtechnology efforts to begin fielding theObjective Force by the end of the currentdecade. This effort seeks to resolve anumber of challenges: how to balancesustained lethality and survivability againstease of deployability; how to reducestrategic lift requirements and the logisticalfootprint required in-theater; how tomitigate risk to our support forces and toforces in-theater; and how to ensuredigitized, secure communications to provide

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battlefield awareness at all levels ofcommand. The Army will find the bestpossible answers while maintaining theready, disciplined, and robust forces ourNation demands, our allies expect, and ouradversaries fear.

Future Combat Systems (FCS), a system ofsystems, is one of the essential componentsfor The Army's Objective Force. Toaccelerate development of key technologies,The Army partnered with DARPA in acollaborative effort, co-funding over $900million through FY 2005 for conceptdefinition and demonstration of FCS,providing critical systems and knowledgerequired to transform to the ObjectiveForce. Forces equipped with FCS willnetwork fires and maneuver in directcombat, deliver direct and indirect fires,perform intelligence, surveillance, andreconnaissance functions, and transportSoldiers and materiel. Over the next sixyears, The Army will demonstrate andvalidate FCS concepts and exploit high-payoff enabling technologies, includingcomposite armor, active protection systems,multi-role (direct and indirect fire) cannons,compact kinetic energy missiles, hybridelectric propulsion, human engineering, andadvanced electro-optic and infrared sensors.

Equally essential to the Objective Force isthe fielding of the Comanche helicopterbeginning in 2006. Comanche is the centralprogram of the Army Aviation

Modernization Plan and a prime example ofexisting modernization programs withsignificant value for Objective Forcecapability. Although Comanche will befielded as part of the Objective Force, itsdigitization will be compatible with LegacyForce and Interim Force systems.Comanche will provide a lethal combinationof reconnaissance and firepower.

The FY 2002 budget will sustainTransformation by funding Objective Forceresearch, development, testing, andevaluation (RDT&E) and setting the stagefor modernization of Objective Forceequipment. The continued support forRDT&E efforts and technologies insupport of FCS, Comanche, IAV, andCrusader development coupled with

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budgeted procurements and modernizationand recapitalization initiatives, will help TheArmy maintain its plan for achieving anObjective Force. The procurement supportfor important systems such as IAV andWolverine and support for both the Abramsand Bradley upgrade programs will enhanceLegacy and Interim Forces. The Army willcontinue to balance competing requirementsin its efforts to transform.

As the combat formations are beingtransformed, The Army's institutional base-schools, services, facilities, and installations-must also change to support both theObjective Force and current missionrequirements. The U.S. Army Training andDoctrine Command produces tactically andtechnically proficient Soldiers and leaders

and the doctrine and concepts foroperational success. The Army must trainSoldiers-in simulations, on ranges, and inexercises-and grow them into leaders whoare capable of executing rapid and seamlesstransitions between missions throughout thespectrum of operations. Training mustcontinuously improve and respond toemerging technologies. We must recapitalizeand modernize ranges, distance learningcenters, Army schools, and combat trainingcenters to keep pace with changes in forcestructure, technology, and the globalenvironment. We must address theincreasing challenge to readiness posed byencroachment to our ranges and trainingareas while maintaining our environmentalstewardship of these same lands.

Army doctrine and concepts must alsotransform to keep pace with our changingoperational force and growing technologicaladvantages. As foundations for theTransformation, the two conceptualbaselines for Army doctrine, Field Manual(FM) 1, The Army; and FM 3, Operations;were published June 14, 2001. The Trainingand Doctrine Command is revising anddeveloping doctrine for organization andoperation of the Interim Force andvalidating concepts for the Objective Force.We are also developing the concepts tointegrate the capabilities of space andinformation operations to provide supportacross the entire spectrum of militaryoperations. At every level, The Army isintegrating emerging joint and multinational

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doctrine to develop the concepts that willfield a force, grounded in doctrine, that iscapable of providing the NationalCommand Authorities a range of optionsfor regional engagement, crisis response,and sustained land force operations.

Essential to Transformation is the trainingand leader development necessary toproduce adaptive Soldiers and leaders forthe Army today and for the Objective Forcetomorrow. The Army Training and LeaderDevelopment Panel (ATLDP) hasconcluded an in-depth study of issuesaffecting The Army's culture and trainingand leader development doctrine. TheATLDP surveyed and interviewed over13,500 officers and spouses. Follow-onstudies of the noncommissioned officer andwarrant officer corps will be conducted overthe next six months. The primary objectivesof the panel were to identify skill setsrequired of Objective Force leaders and toassess the ability of current training andleader development systems to cultivatethose skills. Study participants addressedtopics that included well-being, jobsatisfaction, training standards, and theofficer education system. This studyrepresents a candid self-assessment by TheArmy; it seeks to restore faith with Soldiersand set a course for improving all aspects ofThe Army's culture by bringing institutionalbeliefs and practices in line. Accordingly,some steps have already been taken,including developing a pilot basic officerleadership course stabilizing lieutenants in

developmental positions; eliminating tasksthat interfere with warfighting training;reviewing resource allocations to ourcombat training centers; and protecting thewell-being of soldiers and their families byincreasing the predictability of moves andoperational rotations. It is a testament tothe strength of any organization when it iswilling to take such a candid look at itself,and this kind of healthy introspectioncharacterizes a true profession. This year,the budget will fund formal training at 100percent and such Transformation initiativesas expanded One Station Unit training,establishment of a Land Warfare University,and Basic Officer Leadership courseenhancements in order to develop theleaders and soldiers.

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We will transform logistical services andfacilities to enhance readiness and strategicresponsiveness. Today, logistics comprisesapproximately 80 percent of The Army'sstrategic lift requirement, creating a dauntingchallenge. Prepositioning stocks andforward presence solves only part of theproblem. Currently, The Army has sevenbrigade sets of equipment forward-deployed on land and at sea with an eighthbrigade set being deployed in FY 2002. Aswe fundamentally reshape the way TheArmy is deployed and sustained, we willensure logistics transformation issynchronized with the needs of theoperational forces and supports DoD andjoint logistics transformation goals. TheArmy is examining how to reduce thelogistical footprint in the theater of

operations and to reduce logistical costswithout hindering warfighting capability andreadiness. Approaches already being explor-ed are recapitalization, common vehiclechassis design, a national maintenanceprogram, and an intermediate basingstrategy for force protection. We aresynchronizing the critical systems of theinstitutional army with our operating forcesto ensure the Transformation of The Armyis holistic and complete.

Transformation is contingent upon goodstewardship of our Nation's resources. TheArmy faces the same challenge as any largeorganization with people, equipment, andinfrastructure: containing the rising costs ofdoing business. To make the Army Visionbecome a reality, we must transform theArmy's business practices as well. Doingbusiness as we have in the past will not allowthe Army to simultaneously take care ofpeople, meet readiness requirements, andtransition to the Objective Force.

We must improve efficiency within ourorganizations by adopting better businesspractices–focusing on core competencies,outsourcing or privatizing where it makessense, and streamlining processes to reduceoperating costs. As we outsource andprivatize non-core activities and services,care must be taken to reduce local workforcevulnerability and the immediate economicimpact on surrounding communities.

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To jump-start this process, we haveestablished the Business Initiatives TaskForce to find ways to cut costs and reinvestsavings to enhance readiness and the well-being of our soldiers, their families, and Army civilians. We are also workingwith the Defense Acquisition Board tosimplify weapon systems development andfielding by reducing life-cycle costs of majorsystems, employing spiral development to improve capability over time, andreducing the acquisition cycle timeline froman average of 10 years to an average of 5 to7 years.

The Army has embarked on a historicenterprise. Recognizing that the forces wecan provide to the combatant commandsare becoming obsolete in a changingstrategic environment, The Army istransforming. With the support of theAdministration and Congress, The Armyhas charted a course that will better align itscapabilities with the international securityenvironment, enhancing responsiveness anddeterrence while sustaining dominance atevery point of the spectrum of operations.The Army Transformation is the mostcomprehensive program of change in acentury and is already underway. It comes ata propitious moment. We live in a time ofrelative peace. Our nation's economicstrength has given us a period of prosperity.A decade of post-Cold War experience hasprovided us a strategic perspective, andAmerican technological power gives us

tremendous potential. We have seized thisopportunity to guarantee our strategic cap-ability and our non-negotiable contract withthe American people well into this century.

The Army–Soldiers on Point for the Nation–Persuasive in Peace, Invincible in War.

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