JOINT CHIEFS OF STAFF
COMMITTEE ON ARMED SERVICES
UNITED STATES HOUSE OF REPRESENTATIVES
THE FISCAL YEAR 2005
NATIONAL DEFENSE BUDGET REQUEST FOR
THE DEPARTMENT OF DEFENSE
am privileged to report to Congress on the
state of the United States Armed Forces.
they were a year ago, our Nation's
Soldiers, Sailors, Airmen, Marines and
Coastguardsmen are currently operating
within our borders and around the globe with
dedication, courage and professionalism,
alongside our Coalition partners, to
accomplish a variety of very demanding
Global terrorism remains a serious
threat, and the stakes in the GLOBAL War on
Terrorism remain high.
the past year, I have told you that with the
patience, will, and commitment of our Nation
we would win the War on Terrorism.
The support we have received from the
Congress has been superb.
From Congressional visits to deployed
personnel, to support for transformational
warfighting programs, to funding for
security and stability operations, to
improved pay and benefits for our troops,
your support for our servicemen and women
has enabled us to make significant progress
in the War on Terrorism.
Saddam Hussein no longer terrorizes
the Iraqi people or his neighbors; he is in
custody awaiting justice.
The Iraqi people are well on their
way to establishing a prosperous and
They have already assumed a
significant role in providing for their own
security, and the list of important
accomplishments in every sector-education,
medical care, business, agriculture, energy,
and government, to name a few-is long and
We have made substantial progress in
Afghanistan as well.
The recent Constitutional Loya Jirga
is an encouraging example of democracy in
In both countries, as in the Horn of
Africa and other areas, US and Coalition
personnel work together to capture or kill
terrorists, while at the same time improving
infrastructure and economic conditions so
that peace and freedom can take hold.
the operational demands on our forces, we
remain ready to support the President's
National Security Strategy to assure our
allies, while we dissuade, deter and defeat
The draft National
(NMS), developed in consultation with
the Service Chiefs and Combatant Commanders
describes the ways we will conduct military
operations to protect the United States
against external attack and aggression, and
how we will prevent conflict and surprise
attack and prevail against adversaries.
The strategy requires that we possess
the forces to defend the US homeland and
deter forward in four critical regions.
If required, we will swiftly defeat
the efforts of two adversaries in an
overlapping timeframe, while having the
ability to "win decisively" in one
In addition, because we live in a
world marked by uncertainty, our forces must
also be prepared to conduct a limited number
of lesser contingencies while maintaining
sufficient force generation capabilities as
a hedge against future challenges.
appreciate your continued support giving our
dedicated personnel the warfighting systems
and quality of life they deserve.
Our challenge for the coming year and
beyond is to stay the course in the War on
Terrorism as we continue to transform our
Armed Forces to conduct future joint
We cannot afford to let our recent
successes cause us to lose focus or lull us
into satisfaction with our current
The war is not over, and there is
still dangerous work to do.
To meet this challenge, we continue
to focus on three priorities: winning the
War on Terrorism, enhancing joint
warfighting, and transforming for the
months after the terrorist attacks on
September 11, defeating global terrorism
remains our military's number one
We will continue to fight this war on
many different fronts, because terrorism
comes in many different forms.
The stakes remain high, but our
resolve remains firm.
more experience we gain in this fight, the
more we recognize that success is dependent
on a well-integrated military, interagency
and coalition effort.
This means the coordinated commitment
of the military, diplomatic, informational,
economic, financial, law enforcement, and
intelligence resources of our Nation - all
instruments of our national power.
On the international level, Coalition
military and interagency cooperation has
In Iraq, Coalition forces from 34
nations are working hard to bring peace and
stability to a country brutalized for 3
In Afghanistan, 37
nations are working to secure a democratic
government and defeat al Qaida and remnants
of the Taliban regime, with NATO assuming an
increasing role in stability and
have made significant strides coordinating
US Government efforts within the interagency
and with our Coalition partners.
of the ways we have been successful at
coordinating interagency efforts is through
venues such as the Strategy Working Group,
the Senior Leadership Review Board and the
Regional Combating Terrorism Strategies.
Continued success in this war
will depend largely on our ability to
organize for a sustained effort and
coordinate seamlessly among all government
An even more demanding task is
coordinating the efforts of our Coalition
partners, now numbering more than 90
Coalition contributions have been
significant, ranging from combat forces, to
intelligence, logistics and medical units.
They have complemented our existing
capabilities and eased the requirement for
current US forces in Iraq and Afghanistan.
Coordinating the efforts of our
Coalition partners is critical to combating
the remaining terrorist threat.
al Qaida network, though damaged, remains
resilient, adaptable and capable of planning
and executing more terrorist acts, such as
the attacks in Saudi Arabia and Turkey
toward the end of 2003.
Al Qaida continues to receive support
and recruit operatives from sympathizers
around the world.
Qaida will increasingly focus on Iraq as
As the network consolidates its
efforts in Iraq, the threats of attacks will
fact, four al Qaida audiotapes released in
2003 prominently mentioned Iraq,
demonstrating Usama Bin Ladin's emphasis
on staging attacks there.
Ansar al-Islam also remains a
formidable threat in Iraq, despite damage
inflicted by Coalition forces during OIF.
Its key leadership remains at large
and continues to plot attacks against US and
terrorist groups also pose significant
threats to US interests, and we believe that
some of these terrorist groups have
developed contingency plans for terrorist
attacks against US interests abroad.
The Revolutionary Armed Forces of
Colombia continue to conduct terrorist
attacks throughout Colombia.
They currently hold three US
hostages captured in early 2003, and
directly threaten efforts to bring peace,
stability and an end to the drug trade in Colombia.
Jemaah Islamiyah in Southeast
is another terrorist group that shares al
Qaida's goals and methods, adding to the
transnational terrorist threat.
The intelligence that led to recent
heightened alert levels in the US
show that the threat of a major terrorist
attack against the US
homeland remains very real.
terrorist groups continue to show interest
in developing and using Chemical,
Biological, Radiological and Nuclear (CBRN)
weapons in terrorist attacks.
Terrorists have attempted to acquire
military-grade materials, and interest in
CBRN weapons and materials by several groups
is well documented.
Coalition's efforts in the War on
Terrorism (WOT) represent the significant
first step in curtailing WMD proliferation.
Our strategy for combating WMD calls
for the Combatant Commanders to detect,
deter, deny, counter, and if necessary,
interdict WMD and its means of delivery.
Combating WMD relies on a continuum
of interrelated activities, employing both
defensive and offensive measures, and
confronting the threat through mutually
reinforcing approaches of nonproliferation,
counterproliferation, and consequence
This multi-tiered and integrated
effort will greatly reduce the threat of WMD
falling into the hands of terrorists.
Following the liberation of Iraq
and the collapse of Saddam Hussein's
brutal regime, the countries of Iran,
and most recently, Libya
have been more forthcoming about their
illegal WMD programs to the international
This should also help to apply
international pressure on North Korea and its
counter the potential threat of the
proliferation of WMD, the President's
Proliferation Security Initiative (PSI) is
the most far-reaching attempt to expand our
efforts to impede and interdict the flow of
weapons of mass destruction, their means of
delivery, and related materials, between
state and non-state actors of proliferation
It is part of a larger effort to
counter proliferation of weapons of mass
destruction and missile-related technology
by interdicting shipments of these materials
by air, land, and sea.
date, there are 11 partner nations actively
participating in PSI operations and
Our goal is to expand PSI
participation in order to be postured to
respond quickly to assist in the
interdiction of the proliferation trade.
and OEF Operations
Central Command (CENTCOM) is still
center-stage in the WOT, and doing a
magnificent job under difficult
Iraq is well on its way to becoming a
Our Coalition is strong, with 34
countries directly supporting stability and
security in Iraq.
As part of the 15 November 2003
agreement, the US, our Coalition partners,
and the Iraqi Governing Council are forging
plans and agreements to allow for the
transfer of sovereignty to Iraq this June.
Since the end of major combat
operations, we have made steady progress
towards meeting our objectives.
Essential services are being
restored, and a political transformation is
already underway in Iraq.
Security in Iraq is steadily
improving, and we are transitioning to a
time when the face of security in Iraq is an
Iraqi face, and Coalition forces are in the
Coalition forces continue to rout out
remnants of the former regime attempting a
desperate last stand.
Using intelligence provided by Iraqi
citizens, we are conducting thousands of
raids and patrols per week alongside Iraqi
We have seized massive amounts of
ammunition, and captured or killed 45 of the
55 most wanted former Iraqi leaders, as well
as thousands of other Saddam loyalists,
terrorists and criminals.
We have captured or killed all of the
top 5, most notably Saddam Hussein and his
sons, Uday and Qusay.
Iraq Survey Group is continuing its
examination of Saddam's WMD programs by
interviewing Iraqi citizens, examining
physical evidence, and analyzing records of
the old regime.
We know that this process will take
time and patience, and must be able to stand
up to world scrutiny.
Soldiers, Sailors, Airmen, Marines and
Coastguardsmen in Iraq are now supporting
over 203,000 Iraqi security forces.
The Iraqi police continue to expand
their training pipelines in Jordan and Iraq,
producing hundreds of trained officers each
are well on track to meet our goal of 71,000
Iraqi police by August 2004.
The Facilities Protective Service has
fewer training requirements and has already
reached its goal of 50,000 members.
They have taken over security from
Coalition Forces at most fixed site locations, such as power lines and parts of the oil
infrastructure - key targets for sabotage.
Our goal for the Border Enforcement
Force is to have 25,700 members by December
will relieve Coalition forces guarding
checkpoints along Iraq's border.
US military forces continue to vet
former members of the Iraqi military and
other security services for employment in
the new Iraqi security services, but Iraqis
are formally in charge of de-Ba'athification
efforts and have established guidelines for
Emergency Supplemental Appropriations Act
for Defense and for the Reconstruction of
Iraq and Afghanistan 2004 that
Congress approved last year was instrumental
in enabling our planned accelerated
development of these security forces, and we
are grateful for that support.
New Iraqi Army continues to train additional
Iraq's Army needs more than just
They must have a deep-rooted sense of
professionalism, focused on protecting all
Iraqis while operating firmly under civilian
The new army will reflect Iraq's
religious, regional, and ethnic mix, will be
apolitical, and indoctrinated in their role of defense and
We will spend the time and resources
necessary to ensure the Iraqi Army is a
well-trained and highly capable force.
linchpin of our security efforts during this
transition period is the Iraqi Civil Defense
Corps (ICDC), which is currently planned for
a force of 40,000 by the summer of 2004.
The ICDC is a light military force,
created to deal with the current stability
issues in Iraq.
As we have done from the beginning,
we continue to reassess the security
environment in Iraq.
These security assessments could
change force goals for the various
components of Iraqi security forces.
With the resources allocated from the
supplemental, we have made great headway in
providing them with vehicles, uniforms and
other gear, including communications systems
that will enable them to succeed in their
Military commanders in Iraq tell me
that the Iraqi Civil Defense Corps has been
highly effective, and as such, we increased
the goal from 18 to 36 Battalions and
provided $124 million extra funding to
reinforce the success of this Iraqi Security
supplemental funds also provided commanders
with one of the most successful tools in
winning the hearts and minds of the Iraqi
and Afghan people, the Commander's
Emergency Response Program (CERP).
These funds provide commanders and
the resourceful young troops they lead with
the means to respond to urgent humanitarian
and stabilization and reconstruction needs
such as water and sanitation projects,
irrigation and small-scale agriculture
assistance, school house repairs and civic
This program is an invaluable tool
for establishing relationships with the
Iraqi and Afghan people, assisting in
economic development, and creating a safer
United Nations and the international
community are also playing vital roles in
the political and economic transformation of
70 countries and international organizations
including the US
, pledged $33 billion at the Madrid Donors
UN Security Council Resolution 1511
called upon Iraqis, initially through the
Iraqi Governing Council, to determine the
course and speed of their political
In response, the Iraqi Governing
Council has submitted its plan and timetable
for selecting a transitional National
Assembly and interim government, drafting a
constitution and holding elections.
It is an ambitious schedule, but one
that they can accomplish with our help.
addition to security and political progress,
we continue to help Iraq rebuild the
infrastructure required for economic
progress and a stable democracy.
The Coalition Provisional Authority
(CPA) and Task Force Restore Iraqi
Electricity are managing a comprehensive
maintenance and upgrade program designed to
improve power generation, transmission,
efficiency and capacity to meet the future
needs of the Iraqi people.
Through the coordinated efforts of
the Army Corps of Engineers and the Iraqi
Ministry of Electricity, we met the initial
October 2003 goal of 4,400 MW of peak power
The next goal is 6,000 MW of power by
1 June 2004.
In order to meet this goal the CPA
developed the Power Increase Plan to offset
recent system failures from severe weather
and continuing sabotage and looting.
This plan increases electrical power
generation through an increase of
generator rehabilitation and
maintenance projects, the increase of new
power generators to the national power grid,
increasing electrical power imports from
other nations, and improving system-wide
power transmission and distribution.
Other progress continues throughout
Iraq in potable
drinking water projects, supplying hospitals
with medical supplies, providing school
supplies for Iraqi school children and
Living conditions are improving
everyday in Iraq,
as many of you have seen for yourselves on
recent trips to Iraq.
Afghanistan, our military strategy combines
both combat and stability operations.
US and Coalition forces are
conducting combat operations to rid
Afghanistan of al Qaida and Taliban
remnants, and stability operations to assist
in building Afghan security institutions,
governing bodies, and economic prosperity. A
few weeks ago the interim Afghan government
held their first Constitutional Loya Jirga,
approving a new constitution for Afghanistan.
and stability operations are being conducted
by 11 Provincial Reconstruction Teams (PRTs)
operating throughout Afghanistan,
with 1 more PRT planned for this year.
PRT representatives are making
great strides improving the quality of life
for the Afghan people by building schools,
clinics, wells, roads and other community
Reopening the Kabul-to-Kandahar road
was a major success.
Our efforts have increased security
and stability in Afghanistan.
August 2003, NATO assumed responsibility for
the International Security Assistance Force
(ISAF) in Afghanistan.
In October 2003 the United Nations
Security Council passed a resolution
extending ISAF's mission in Afghanistan
for one year, and authorizing ISAF to
operate outside Kabul and its environs.
In February 2004, a Canadian officer
will assume command of the NATO ISAF
headquarters from the German commander.
NATO's role in Afghanistan is
The first phase of NATO expansion
included transfer of responsibility for the
US PRT at Konduz to NATO, with Germany as
lead nation, and temporary NATO deployments
NATO is planning future ISAF
expansion throughout Afghanistan.
Afghan National Army (ANA), now numbering
5,785 trained personnel, is at the forefront
of efforts to improve security and stability
and establish a strong national identity
among the Afghan people.
They are well on their way to
reaching the annual throughput
goal of 10,800 personnel by June
date the ANA has performed well, fighting
side-by-side with US and Coalition forces
during recent successful combat operations
to capture or kill Taliban,
Hezb-I-Islami-Gulbiddin, and al Qaida
Most of the funding provided in the
Afghanistan portion of the FY-04 Emergency
Supplemental is being targeted to efforts
that strengthen the ANA, such as new
infrastructure and equipment that will also
improve recruitment and retention efforts. These
efforts include increased pay, plans to
field 15 new regional recruiting centers by
this spring, and establishing military
has demonstrated its commitment to the
future of Afghanistan, but there is
still much more the international community
could and should contribute to the
reconstruction of Afghanistan.
The Afghan government, with the help
of the US
government, is seeking more donations for
several infrastructure projects such as a
new Ministry of Defense headquarters, a
hospital in Kabul, and a military academy, as well as donations of certain equipment,
weapons and ammunition.
neighboring Pakistan, working closely with
President Musharraf, we have been able to
increase coordination among US, Coalition,
Afghan and Pakistani forces along the
The Pakistani government has taken
some initiatives to increase their military
presence on the border, such as manned
outposts, regular patrols and security
barriers, including areas of the Pakistan
Federally Administered Tribal Areas, an area
historically avoided by Pakistan's
military forces. The Tripartite Commission
of US, Afghan and Pakistan
representatives concluded its fifth session in December, and among its
accomplishments was the establishment of a
sub-committee to investigate means to
prevent cross-border conflict.
US/Pakistani military cooperation
continues to improve, and we are helping
Pakistan identify equipment requirements for
their counter-terrorism efforts.
in the Horn of Africa remain an essential
part of the WOT.
The Joint Task Force Horn of Africa
at Camp Lemonier, Djibouti is conducting
counter-terrorist and civil affairs
operations in Eastern Africa.
Although these operations have
impacted al Qaida's influence in the
region, a continued military presence is
essential to stop the movement of
transnational terrorists and demonstrating
to the region our resolve to wage the WOT in
support of OEF - Philippines, US Pacific
Command (PACOM) used congressionally
approved funds this past year to continue
counter-terrorism training for the Armed
Forces of the Philippines.
A small contingent of US military
personnel remains in the southern
Philippines managing these efforts and other
humanitarian assistance projects.
European Command (EUCOM), in accordance with
SECDEF guidance, has developed a concept for
the reduction of US forces supporting US
Kosovo Force in the Province of Kosovo, and
US Stability Forces in Bosnia-Herzegovina.
Implementation of this plan is
dependent on the North Atlantic Council's
Periodic Mission Review recommendation for
EUCOM concludes the Georgia Train and Equip
Program in May 2004, they will meet their
objective of improving Georgia's ability to
confront transnational terrorism operating
Training is being provided for two
staffs, four battalions and one
mechanized/armor company team.
To build on this success and
momentum, EUCOM is reviewing a possible
follow-on Georgia Capabilities Enhancement
Program to sustain and improve the Georgian
military's newly acquired capabilities,
and demonstrate a continued US commitment to
the Georgian Armed Forces' development.
Interdiction Operations took on a new global
focus last year, beyond the historical
CENTCOM and EUCOM missions, when the
President approved Expanded Maritime
Interception Operations to interdict
terrorists and their resources globally.
Expanded Maritime Interception
Operations are now significant mission areas
for every deployed battle group, especially
along maritime transit lanes and choke
Results from these maritime
operations, such as in the Mediterranean
Sea, have produced lower insurance premiums
in the shipping industry, considerably less
illegal immigration in countries such as
Spain, Italy, and Greece, and a reduction in
crime at sea.
Maritime Interdiction Operations are
a truly international effort.
German and Spanish led multi-national
naval forces patrol the CENTCOM area of
responsibility, and this past year Coalition
naval forces have been responsible for
boarding over thirty ships within EUCOM's
area of responsibility.
Southern Command (SOUTHCOM) continues to
support counter-narcotics trafficking and
counter-terrorism efforts in the Caribbean
and Central and South America.
They are assisting the Colombian
military in its fight against designated
terrorist organizations by providing
military advice, training, and equipment
with an emphasis on the pursuit of narco-terrorist
leadership, counter-narcotics tactics, and
security for major infrastructure such as
the Cano Limon pipeline.
SOUTHCOM supported the formation of
the Colombian Army Special Operations
Command and is continuing its efforts to
train the Commando Battalion, and a
Training was successfully completed
for the first Colombian Commando Battalion,
and training has begun for the second
The Colombian military has been very
successful over the past year in their fight
The Tri-Border Area between
Argentina, Brazil and Paraguay is another
focal point for drug and arms trafficking,
money laundering, document fraud and Islamic
terrorist-supported activities in South
US-sponsored multilateral exercises
are promoting security, improving effective
border control, and denying terrorist groups
such as Hizballah, Hamas and other Middle
Eastern terrorist safe havens, restricting
their ability to operate.
is also providing nearly 2000 military
personnel to manage detainee operations at
Guantanamo Bay, Cuba.
We operate in close coordination with
several US Agencies.
We are constantly reviewing the
status of each detainee, and to date have
transferred 87 of the detainees who were
determined to be of no intelligence or law
enforcement value, or no threat to the US or
its interests, back to their countries of
origin for release.
Four detainees have been transferred
back to their country of origin, under an
agreement for continued detention by that
More await similar agreements to
allow for transfer or continued detention.
A number of detainees have been
assessed as high intelligence and or law
enforcement value, or pose a significant
threat to US interests.
These detainees will remain
for further exploitation.
Other cases are being considered for
referral to the Military Commission,
although no one has been referred to date.
Information gleaned from detainees,
many of whom continue to make threats
against Americans, has already helped
prevent further terrorist attacks against
the US and our allies.
Furthermore, continued detention of
those who pose a threat to US interests
prevents those enemy combatants from
returning to the battlefield.
accordance with the Unified Command Plan
2002 Change 2 implemented last year on 1
January 2004, US Strategic Command (STRATCOM)
reported significant progress in all of
their new mission areas: global strike;
missile defense; DOD information operations;
and command, control, communications,
computers, intelligence, surveillance and
Further, they are on schedule to
achieve full operational capability in each
of the newly assigned mission areas this
has already approved the Information
Operations Roadmap, which has 57
wide-ranging recommendations that aid
Combatant Commanders in planning and
executing fully integrated information
we become more reliant upon information to
conduct operations, the defense of our
network is paramount.
This requires properly trained
people, common operating standards, and a
well-stocked arsenal of Information
Assurance tools. We are working diligently
to centralize network operations and
defense, and to formalize information
sharing policy, guidance and procedures.
These steps, along with our
cryptographic modernization plan, will
safeguard our vital information.
are formalizing the role of US Special
Operations Command (SOCOM) in the War on
In the near future, we will be
recommending a change to the Unified Command
Plan assigning SOCOM specific responsibility
to coordinate DOD actions against terrorist
We are also drafting planning
guidance that will designate SOCOM as the
supported commander for planning and, when
directed, executing operations against
These changes will provide SOCOM and
all of DOD improved focus in our global
effort to combat terrorism.
Homeland Defense Operations
year, US Northern Command (NORTHCOM) reached
full operational capability in their mission
to deter, prevent and defeat threats and
aggression aimed at the US and its
Upon SECDEF approval, NORTHCOM can
now deploy Quick Response Forces
(company-sized units) and Rapid Response
Forces (battalion-sized forces) to support
time-sensitive missions such as defense of
critical infrastructures or consequence
management in support of the Department of
Homeland Security (DHS).
To improve interagency collaboration,
DOD has been working with DHS to develop and
implement the National Response Plan, a
national-level, all-hazards plan that will
integrate the current family of Federal
Domestic Emergency Response Plans into a
Joint Staff has developed a CONPLAN
for consequence management operations, and
NORTHCOM and PACOM have developed supporting
Joint Task Force Civil Support
maintains strong interagency relationships
to integrate command and control of DOD
forces with federal agencies to manage the
mitigation of Chemical, Biological,
Radiological and Nuclear and High-Yield
This past summer, DOD, Nevada
National Guard and Reserve units, FEMA, 27
other Federal agencies, and Nevada
and local agencies participated in a
consequence management exercise in Nevada
called DETERMINED PROMISE 2003.
I was thoroughly impressed by the
coordination and cooperation among active
and reserve component forces, and Federal,
State and local authorities. We are
conducting similar exercises across the
regards to anti-terrorism and force
protection measures, the Joint Staff is
working to ensure that Combatant Commanders
at home and abroad have the resources to
mitigate threats and respond to emergent
requirements through the Combating Terrorism
Readiness Initiatives Fund.
My staff is involved in developing
and updating anti-terrorism standards and
policies to reflect current worldwide
operations and lessons learned so that we
can address any vulnerabilities.
We coordinate with various agencies
in the areas of training, planning,
operations and intelligence sharing, all
essential for developing sound
an effort to improve the security of US
military installations and personnel around
the world, the Joint Staff has created the
Antiterrorism Enterprise Portal, an evolving
web-based portal that aggregates the
resources and programs required to support
the DOD Antiterrorism Program.
This portal is fast becoming DOD's
one-stop location for antiterrorism/force
program that complements this portal
capability is the Joint Protection
Enterprise Network (JPEN).
Operated by NORTHCOM, this network
provides the means to share unclassified
force protection information rapidly between
military installations in the Continental
United States, increasing their situational
awareness and security significantly.
Although currently operating only on military installations, JPEN has the potential to be expanded to share
terrorist information with Federal, State
and local agencies as well.
WOT requires collecting relevant data and
turning it into knowledge that will enable
us to detect and preempt the plans of an
elusive, skilled enemy dispersed across the
many obstacles remain, we are making
significant progress in the area of
The Joint Intelligence Task Force for
Combating Terrorism (JITF-CT) at DIA is a
prime example of effective intelligence
cooperation in the WOT.
In the area of counterterrorism, we
are making significant progress toward
transparency and full information sharing.
JITF-CT has experts from 12
intelligence and law enforcement
organizations, and JITF-CT personnel are
embedded in 15 other organizations,
including some forward deployed personnel.
for Future Operations
Nation's number one military asset remains
the brave men and women serving in our Armed
This past year, they demonstrated to
the world their dedication, perseverance and
compassion as they liberated the Iraqi
people and worked to bring peace and
prosperity to the region.
The Administration, Congress and DOD
have made raising their standards of living
a top priority.
The 2004 budget provided an average
military pay raise of 4.15 percent and
targeted increases of up to 6.5 percent for
some enlisted personnel.
The 2005 budget's proposed reduction of out-of-pocket housing expenses
from 3.5 percent to 0 is a sound investment,
as are future pay increases based on the
Employment Cost Index plus .5 percent.
has a focus group that continues to look at
programs to enhance the combat effectiveness
and morale of service and family members
associated with OIF and OEF.
Areas where we have made significant
progress are Rest and Recuperation Leave,
danger area benefits to include incentive
options for extended tours of duty in Iraq
and Afghanistan, exchanges, childcare and
Services generally met or exceeded active
duty and reserve component recruiting and
retention goals in both Fiscal Years 2002
and 2003 and entered fiscal year 2004 with
healthy Delayed Entry Program levels.
recruiting and retention of both active and
reserve personnel will continue to
require attention and continued investment
as we face the challenges of an improving
economy and the high operations tempo
associated with the war.
I view all of the Quality of Life
issues as inseparable from overall combat
readiness, and we greatly appreciate
Congressional support for all of these
overall readiness of our armed forces -
whether forward deployed, operating in
support of contingency operations, or
employed in homeland defense - remains
forces are the world's best trained and,
possess the requisite personnel, equipment,
and resources necessary to accomplish the
military objectives outlined in the
Strategic Planning Guidance.
Challenges do exist, especially with
regard to ground forces in Iraq.
are currently in the midst of rotating our
combat troops in Iraq
- a feat that will
in history. We will continue to examine force levels and size them
appropriately as security dictates.
continue to rely heavily on our Reserve and
Guard personnel, who are playing critical
roles in Homeland Defense, and serving with
distinction around the world in the War on
Some missions like the ones in
Bosnia-Herzegovina and Kosovo are almost
exclusively made up of Reserve and Guard
units, and they are doing a magnificent job.
are well aware of the strains on members,
their families, and their employers, and
continuously seek better ways to support
are several initiatives underway,
collectively by DOD, the Services, Combatant
Commands, and the Joint Staff to reform the
mobilization process and to relieve the
stress on the force.
USJFCOM, in conjunction with the
Services, is leading the mobilization reform
effort by evaluating policy changes and
identifying other solutions to streamline
the mobilization/demobilization process, and
preliminary recommendations are expected in
Two Operational Availability
sub-studies were conducted last year and
identified the Active Component/Reserve
Component Mix and Low Density/High Demand
assets as two areas of immediate concern to
relieve stress on the Reserve Component
As an example, the Army has already
begun converting some Reserve Component
artillery forces into Military Police forces
to meet one of the expected high demand
roles of the foreseeable future.
This, and other ongoing rebalancing
efforts will ensure that active and reserve
forces continue to complement each other.
The Services are actively engaged in
reviewing how much of a given capability
they need for this new security environment,
and which capabilities belong in each
Other key DOD areas of concern are
reducing the need for involuntary
mobilization of the Reserve Component early
on in rapid response operations,
establishing a more rigorous process for
reviewing joint force requirements, and
ensuring efficient use of mobilized Reserve
A comprehensive Rebalancing the Force
Report by ASD (RA) will summarize these
efforts, while a study by ASD (HD) will
define Reserve Component requirements for
Armed Forces are capable of achieving all
assigned objectives in the Defense Strategy.
However, current stresses on the
force remain considerable. The
increased demands of the War on Terrorism,
sustaining post-conflict operations in Iraq
and Afghanistan, and other global
commitments are unlikely to change
significantly in the near-term.
Moreover, while committed globally,
our Armed Forces must continue to defend the
homeland, reconstitute forces returning from
contingency operations, transform to meet
future challenges, strengthen joint and
combined warfighting capabilities, and
Today, given these commitments and
requirements, we are carefully managing the
risk in executing an additional major combat
units return home from combat operations,
they must undergo a reconstitution process,
which generally means a drop in their
However, this does not necessarily
indicate that a unit is either unavailable
for or incapable of executing part or all of
their assigned wartime missions.
We have initiated new measures in the
current readiness reporting system to
identify Service and combatant command
requirements, determine the scope of
required reset actions, and develop
appropriate solutions to mitigate shortfalls
and manage risk.
Our workload remains high, but we
remain prepared to accomplish those missions
assigned to us.
units returning from OIF I/OEF require
focused maintenance efforts to return them
to pre-hostility readiness levels, while
continuing to meet Combatant Commanders'
The Army's goal is to return OIF I/OEF
active duty units to pre-deployment
readiness within 6 months and reserves
within 1 year after return to home station.
However, some critical aviation
systems may require additional time in order
to complete depot level repairs.
Funding was programmed from the 2004
Supplemental for these organizational and
depot level maintenance requirements.
Army Materiel Command is the lead
agency for developing a plan to repair major
equipment items from OIF I/OEF.
Approximately 1,000 aviation systems,
124,400 communications & electronics
systems, 5,700 combat/tracked vehicles,
45,700 wheeled vehicles, 1,400 missile
systems, 6 Patriot battalions, and 232,200
various other systems are included in this
As OIF II and beyond maintenance
requirements are further defined, DOD will
refine estimates and update costs.
Commanders and the Services identified
preferred munitions as one of their risk
areas of concern via periodic readiness
Supplemental funding, as well as
augmented annual budget requests, have
allowed us to meet our requirement for Joint
Direct Attack Munitions and laser-guided
bomb kit demands.
In the near term, we are focused on
improving how we determine our munitions
Over the long-term, we plan to field
improved guided munitions systems that build
on our already superb precision-delivery
military training areas are facing
competition from population growth,
environmental laws, and civilian demands for
land, sea, and airspace.
The Services are proud of their
success in protecting the environment,
endangered species and cultural resources. We
are grateful to Congress for their
assistance in the FY04 Defense Authorization
Act, which precluded designating certain DOD
lands as critical habitat, and preserved
valuable Navy training while ensuring
protection of marine mammal species.
Having the world's most
sophisticated weapons systems and simulators
cannot substitute for our most important
military training activities, air, land and
sea maneuver and live-fire training.
Some installations, ranges, and
training areas are losing critical military
value because encroachment is impairing
their capability to provide useful readiness
and operational support.
Such facilities should be reviewed
during the next round of Base Realignment
We will continue to seek
Congressional support that balances
environmental concerns and readiness.
Nuclear Readiness continues to evolve.
In December 2001, the Nuclear Posture
Review established a New Triad composed of
Offensive Strike capabilities (both nuclear
and non-nuclear), Defenses (active and
passive) and Responsive Infrastructure in
order to respond to a wide range of
DOD is in the midst of a Strategic
Capabilities Assessment to assess the
progress in fielding the New Triad and
determine the number and types of forces to
meet the President's goal of 1700 to 2200
operationally deployed strategic nuclear
warheads by 2012.
continue our efforts to ensure we can
operate effectively in a CBRN environment,
since our potential adversaries, both nation
states and terrorists, seek to acquire and
develop weapons of mass destruction,
including biological warfare agents.
represent an important countermeasure
against biological threats and provide our
military personnel with the best available
To date, approximately 695,000
military personnel have been vaccinated
against anthrax and more than 520,000
military personnel have received smallpox
The anthrax and smallpox vaccination
programs are very successful, and it is
imperative to develop effective
countermeasures against other biological
threats to protect our warfighters.
our warfighting team has always included
contractors, their involvement is
The Joint Staff is leading a joint
group to develop overarching DOD policy for
management of contractor personnel during
must also reexamine our ability to get to
The Mobility Requirements Study 2005,
completed in 2000, is the current baseline mobility requirements
DOD is actively engaged in conducting
a new full-scale mobility study that
reflects our current defense strategy and
incorporates lessons learned from OEF and
OIF to further clarify strategic lift
The goal is to complete a new
Mobility Capabilities Study by June 2005, in
time to influence preparation of POM-08.
our overseas presence, responding to complex
emergencies, prosecuting the global war on
terrorism, and conducting operations far
from our shores are only possible if our
ships and aircraft are able to make
unencumbered use of the sea and air lines of
Our naval and air forces must be able
to take advantage of the customary,
established navigational rights that the Law
of the Sea Convention codifies.
We strongly support US accession to
C-17 production is not planned to terminate
until FY-08, production of several C-17 long
lead items is planned to close in FY-06.
The Air Force and DOD are studying
the benefits and risks (including financial
and war fighting) of continuing or
terminating the C-17 long lead items
production line, and plan to complete this
assessment in time to inform the FY-06 POM
and the Enhanced Planning Process.
costs, decreasing reliability and
maintainability, and an increased need for
air-refueling capability dictate
modernization of the KC-135 fleet.
Congress has authorized the Air Force
to lease 20 and purchase 80 new Boeing 767
In early December 2003, DOD suspended
negotiations with Boeing, pending the
outcome of ongoing Inspector General
Based on the results of that
investigation, the Air Force will recommend
a cost-effective strategy for acquiring a
suitable replacement for the KC-135 fleet to
meet joint warfighting requirements to
support our National Security Strategy.
F-35 Joint Strike Fighter (JSF) will be a
giant leap over existing attack/fighter
JSF is in the third year of an
11-year development program, and we have
seen some design challenges.
The current design challenge for all
three variants is weight, which impacts
performance requirements, particularly for
the Short Takeoff and Vertical Landing
Design teams are working diligently
to solve this issue, and we have moved the
first planned production procurement to the
right one year, and added extra money to the
The weight issue is within normal
parameters of design fluctuation, and this
issue will be worked out through the
development and design process.
of our troops remains a top priority.
Interceptor Body Armor (IBA) was in
the initial fielding phase at the start of
Army has been aggressively managing this
critical item, and accelerated fielding and
production rates when CENTCOM identified the
need due to the threat situation.
The Army has been issuing the IBA
directly for use in the combat theater of
IBA consists of an Outer Tactical
Vest (OTV) and a set of Small Arms
Protective Inserts (SAPI).
As of 26 January, 93% of the troops
and DOD civilians operating in Iraq had been
outfitted with IBAs with SAPI.
The OTV and SAPI assets needed to
equip the remainder of the force are in
theater being distributed.
During the upcoming force rotation,
all OIF II forces will be outfitted in
Kuwait prior to entering Iraq.
We will continue to work diligently
to provide the best protective equipment for
our servicemen and women and DOD civilians.
The Up Armored version of the High Mobility Multi-Purpose Wheeled Vehicle
(HMMWV) has proven to be effective at
protecting our soldiers against mines,
improvised explosive devices (IED) and
direct fire weapons.
Currently there is a shortfall in Iraq
To fill this shortfall, in the near
term, the Joint Staff, the Services and the
Combatant Commanders are conducting an
aggressive campaign to redistribute
worldwide inventories of UP Armored HMMVVs
In the longer-term, Congress'
Emergency Supplemental provided funding to
accelerate production of Up Armored HMMVVs
to meet CENTCOM requirements by January
reaffirmed how critical the deployment and
distribution process is to joint warfare.
The Joint Staff is working with DOD
and the Service logistics experts to develop
an integrated end-to-end deployment and
distribution process that is responsive to
rapid projection of forces, the delivery and
handoff of joint forces, and worldwide
sustainment in support of the Joint Forces
the FY 2004 budget cycle, Congress voiced
concern over the Department's overseas
Since then, our global posture
strategy has matured.
We are now in the process of detailed
consultation with our allies and members of
The overseas portion of the FY 2005
Military Construction budget submission
includes projects at enduring locations.
These projects reflect our Combatant
Commanders' most pressing base and
I urge Congress to support our
Combatant Commanders and fund the overseas
MILCON projects submitted in the FY 05
These projects contribute directly to
our readiness and the quality of life our
preventing future conflicts, and prevailing
against adversaries require our military to
sustain and extend its qualitative advantage
against a very diverse set of threats and
Maintaining our qualitative advantage
begins with improving education programs
across the Services.
We must also adapt and transform
organizations and functions to eliminate
gaps and seams within and between combatant
commands, agencies at all levels of
government, and potential coalition
Information sharing is at the
forefront of this effort.
operations in Afghanistan,
and Africa have demonstrated
the impact timely sharing of intelligence
has on planning and executing military
Since this is a global war requiring
an international effort, we must also
improve coalition command and control
capabilities, and consolidate the numerous
networks that exist today.
These disparate networks hinder our
ability to plan in a collaborative
environment and exercise timely and
effective command and control with our
must also review policies and implement
technology that safeguard our vital
sensitive information while ensuring
critical operational information is shared
with all those who fight beside us.
JFCOM has been tasked to take the
lead in identifying specific multinational
information sharing requirements and
recommending policy changes.
Our goal is to establish a
multinational family of systems with common
standards as part of the Global Information
Grid enterprise services.
I view this as a top priority and ask
for Congressional support - information
sharing with our allies is critical to
winning the War on Terrorism.
OIF, our military forces benefited from
unprecedented situational awareness through
a common operational picture.
In particular, one new system, Blue
Force Tracker, was critical to the success
of our forces as they sped towards Baghdad.
Some of the 3rd Infantry
Division, V Corps, and I MEF vehicles were
equipped with transponders that
automatically reported their positions as
they maneuvered across the battlefield -
greatly improving situational awareness for
our battlefield commanders, and reducing the
potential for blue-on-blue engagements.
Despite significant improvements in
joint combat identification, challenges
remain to reduce incidents of friendly fire,
and maximize the synergy of combined arms to
provide all front-line tactical units with
friendly and threat information during
To address these challenges, JFCOM
has the lead in the comprehensive effort to
improve Joint Battle Management Command and
Control, which includes the integration of
Common Operational and Tactical Pictures,
Combat Identification, and Situational
Awareness across the force.
are taking command and control lessons
learned from OIF like the capability to
track Blue Forces, and running them through
the Joint Capabilities Integration and
Development System process to help shape
future systems requirements.
The objective is to ensure all of the
critical considerations of Doctrine,
Organization, Training, Material, Leadership
and Education, Personnel, and Facilities (DOTMLPF)
are employed in an approach that
synchronizes material and non-material
are also improving our military war planning
The Joint Staff has developed an
Adaptive Planning process - whose key
concepts are agility and speed - to reduce
the time to develop and update war plans,
while adding flexibility and adaptability to
respond to the rapid changes in the global
strategic security environment.
The goal is to provide the President
and SECDEF the best options possible.
We have also been developing a
collaborative campaign-planning tool for
crisis action planning and execution.
These tools should allow commanders
the ability to assess multiple courses of
action, rapidly compressing plan development
time while increasing plan flexibility.
warfighting effectiveness is also enhanced
by our Joint Exercise Program, which provides
Combatant Commanders with the means to train
battle staffs and forces in joint and
combined operations, evaluate their war
plans, and execute security cooperation
plans with our allies and Coalition
In order to improve joint training
opportunities, JFCOM has established a Joint
National Training Capability (JNTC), which
will achieve Initial Operational Capability
in October 2004.
JNTC will combine live and virtual
play at multiple locations.
The goal is to provide realistic
joint combat training against an adaptive
and credible opposing force, with common
ground truths, and high quality exercise
airlift is available to exercises only on an
as-available basis, since it is prioritized
for operational needs first.
Providing the personnel and assets to
accomplish meaningful joint training during
this period of high OPTEMPO has also been
To balance these competing
requirements, the Combatant Commanders are
reviewing their FY04 exercise programs with
a view to canceling, downsizing or
We must continue to balance
operational and exercise requirements
against OP/PERSTEMPO and available lift.
to combat operations in Iraq, we established
a process for adapting OIF lessons learned
for future operations as rapidly as
JFCOM has the lead role in turning identified
operational level lessons learned into
required capabilities through the Joint
Capabilities Integration and Development
A consolidated OIF After Action
Review will be presented to Congress in July
top three OIF Strategic Lessons Learned,
from the Joint Staff perspective, are the
need for an improved deployment process
(including Reserve Component mobilization),
redistributing specialties between the
Active and Reserve Components, and improving
the Phase IV planning and transition
IV transition and Stability Operations
require significant adjustments in how we
plan, train, organize, and equip our forces.
We can expect future adversaries to
attempt to offset US military strengths
through asymmetric means, to include
terrorist insurgency, as combat operations
transition to post conflict operations.
The lessons learned process continues
during stability operations in Afghanistan
Joint Staff, in coordination with the
Services and the Combatant Commanders, is
revising the National Military Strategy to
link strategic guidance to operational
warfighting and serve as a military plan to
implement the National Defense Strategy and
the National Security Strategy.
The National Military Strategy
provides the context for other military
documents such as the Joint Operations
Concept, Joint Strategic Capabilities Plan,
and other plans.
It will incorporate lessons learned
from Operations NOBLE EAGLE, ENDURING
FREEDOM and IRAQI FREEDOM and establish
specific military priorities, objectives,
employment concepts, and capabilities for
Combatant Commands and Services.
The 2004 National Defense
Authorization Act requires that the National
Military Strategy include the CJCS annual
risk assessment, which is due 15 February
and Recommendations for Goldwater-Nichols
the past 18 years, joint operations have
been improving under the provisions of the
The act strengthened civilian control
of the military and facilitated better
military advice to the President, SECDEF,
NSC and Congress.
Now, it is time to consider new ideas
for improving the effectiveness and
efficiency of the military instrument of
power in today's new security environment.
WOT and other recent military operations
have demonstrated the need for improved
interagency cooperation, integration and
execution of National Security Council
We also need to improve how we
coordinate the efforts of international,
regional and non-governmental organizations.
I fully support initiatives to
formalize a mechanism that creates effective
lines of authority and provides adequate
resources to execute interagency operations.
For example, designating the Chairman
of the Joint Chiefs of Staff as the
principal military advisor to the Homeland
Security Council would improve homeland
defense and prosecution of the WOT beyond
Officer Management codified in the 1986
Goldwater-Nichols legislation was based on
the threats and force structure evident late
in the Cold War.
We are developing a strategic plan to
shape joint officer management based on the
type and quantity of officers needed to
perform current and future joint missions,
and the education, training, and experience
joint officers require.
This strategic approach will ensure
future joint officers meet the needs of
are already taking some initiatives to
improve our Joint Professional Military
Education system, with the goal of educating
and training the right person for the right
task at the right time.
Historically, we waited until
officers became majors and lieutenant
colonels before we provided them with joint
We are finding that the War on
Terrorism requires noncommissioned officers
and junior officers from all Services to
work in the joint environment more often
than they have before.
We are developing courses tailored to
the needs of our younger troops that expose
them to joint warfighting far earlier in
improve joint officer management and
education, and prepare officers for joint
duty earlier in their professional careers,
I request consideration to allow the Service
War Colleges to teach Joint Professional
Military Education (JPME) Phase Two and the
authority to determine the appropriate
length of the Joint
JPME Phase II course.
We also have pilot programs
providing joint education to Senior
Noncommissioned Officers and our Reserve and
Guard component members.
Additionally, we are reviewing our
joint general and flag officer training
programs to ensure our senior officers are
prepared to command joint task forces and
work effectively with interagency and
the Chairman remains well positioned to
assist in providing strategic direction to
the Armed Forces, assess impacts on the
long-term readiness of the force, and
evaluate current and potential levels of
risk associated with global military
Already, we are in the process of
transforming our internal processes to make
them more responsive in the current dynamic
In a similar vein, I request we also
reevaluate and streamline our current
reporting requirements to Congress, many of
which seem of questionable utility.
I propose the formulation of a
working group composed of members from the
HASC, SASC, HAC, SAC, OSD, OMB and Joint
Staff to identify the best means and
frequency of communications to meet
Congressional oversight needs.
OF THE US
cannot focus solely on the threats we face
today and assume there are not other,
perhaps even more challenging threats on the
Maintaining our unchallenged military
superiority requires investment to ensure
the current readiness of deployed forces
while continuing to transform military
capabilities for the future.
Our adversaries will learn new
lessons, adapt their capabilities, and seek
to exploit perceived vulnerabilities.
Therefore our military must
transform, and must remain ready, even while
we are engaged in war.
the events of September 11th, transforming
the force was viewed as DOD's greatest
Since then, we have had to fight
battles in the mountains of Afghanistan, in
the cities of Iraq, and around the world for
the security of America.
Putting transformation on the back
burner and focusing solely on the fight at
hand is simply not an option.
We are fighting a war unlike any we
have fought before - it demands new ways
of thinking about military force, new
processes to improve strategic agility, and
new technologies to take the fight to the
continues to invest heavily in
transformation, both intellectually and
Given that transformation begins with
innovative thought, we have developed a
suite of concepts that will define how the
joint commander will fight in 2015 and
recently published an overarching concept
document titled Joint Operations Concepts to
provide a framework for developing
capabilities and defining concepts.
Using this document as a foundation,
the Joint Staff completed development of
five joint functional concepts to define how
joint warfighting will be conducted across
the range of military operations.
These functions include force
application, protection, command and
control, battlespace awareness, and
Meanwhile, the Combatant Commands
have been working on four high-level
operating concepts that include strategic
deterrence, stability operations, homeland
defense, and major combat operations.
functional and operating concepts define how
we want to fight in the future, and will
help us transform from the threat-based
force of the Cold War to a
capabilities-based force postured to respond
to a wide variety of threats, some of which
we cannot confidently predict today.
To aid the Joint Requirements
Oversight Council in determining warfighting
needs with a capabilities-based approach, we
are developing joint integrating concepts.
These concepts are far more focused
than functional and operating concepts, and
define specific tasks to be conducted.
They are designed to bridge the gap
between how we want to fight and the
capabilities we need.
Examples include urban operations,
global strike operations, and forcible entry
The functional, operating and
integrating concepts will continue to evolve
The first round of this very
important concept work should be done within
each functional concept area we have
established a Functional Capability Board to
integrate the views of the Combatant
Commands, Services, Defense Agencies, Joint
Staff, and OSD.
These boards comprise functional
experts from across DOD who will provide the
best advice possible for our planning,
programming, and acquisition processes.
Functional Capability Boards also
support a new process called the Joint
Capabilities Integration and Development
System, which replaces the previous Cold
War-era Requirements Generation System.
The new system recognizes that less
expensive programs can have a significant
impact on joint operations.
Virtually all programs are reviewed
through the JROC process for potential joint
impact before they get a green light,
ensuring all Service future systems are born
on the recommendations of the Joint Defense
Capabilities Study - the Aldridge Study
- we established the Strategic Planning
Council chaired by SECDEF, and composed of
the Service Secretaries, the Joint Chiefs,
Principal Under Secretaries and the
The first meeting was held 28 January
capture and disseminate this top-down
strategic direction, we will produce a new
Strategic Planning Guidance document as the
mechanism to provide subordinates with this
The first Strategic Planning Guidance
document should be complete by February
are also developing an Enhanced Planning
Process that integrates DOD-wide lessons
learned, experimentation, concept
development, study results, capability gap
analysis, and technology development into a
collaborative capabilities planning
The goal is to offer distinct and
viable alternatives to senior leadership
rather than a consensus driven, single point
solution, and implement their decisions into
the Joint Programming Guidance
document, the first of which will be issued
in May 2004.
three transformational process initiatives
- Functional Capability Boards, Joint
Capabilities Integration and Development
System, and the Enhanced Planning Process
- work together improving our planning and
programming agility for future joint
JFCOM is working with the Functional
Capability Boards to incorporate lessons
learned from OEF and OIF into a list of
materiel and non-materiel recommendations to
the Joint Requirements Oversight Council to
turn lessons learned into identified
capabilities needs as quickly as possible.
is also coordinating with the Services,
Combatant Commands, other US agencies, and
coalition partners to ensure experimentation
efforts support the warfighter.
One of JFCOM's key experimentation
initiatives is the Standing Joint Force
Headquarters, which will provide Combatant
Commanders a rapidly deployable command and
control team, along with supporting
information systems and reachback
capabilities, that will enable us to respond
to regional conflicts with smaller and more
effective joint operational headquarters.
JFCOM is establishing the prototype
Standing Joint Force Headquarters this year,
and in FY05 we will field the communications
portion known as the Deployable Joint
Command and Control System to CENTCOM and
and SOUTHCOM receive follow on systems in
FY06 and FY07.
The Deployable Joint Command and
Control System will use state-of-the-art
information technology to enhance Joint
Force command and control.
systems are a prime target for
The Joint Tactical Radio System is a
software programmable radio that will
provide seamless, real-time, voice, data and
video networked communications for joint
It will be scalable allowing
additional capacity (bandwidth and channels)
to be added, backwards-compatible to
communicate with legacy systems, able to
communicate with multiple networks, and able
to accommodate airborne, maritime and land
It provides the tactical warfighter
with net-centric capabilities and
connectivity to the Global Information Grid,
and is essential to meeting our 21st century
joint communications warfighting
also means developing multiple, persistent
surveillance capabilities that will let us
"watch" situations and targets by
looking, smelling, feeling, and hearing with
a variety of long-dwell sensors from space,
air, ground, sea and underwater and
integrating these capabilities into a
"system of systems."
The exploitation of Measurement and
Signature Intelligence (MASINT), holds great
MASINT collects information from many
diverse sources to detect, characterize and
track a target or activity by its
distinctive properties, or "signatures"
that are very difficult to conceal or
Last year, DIA created its
Directorate for MASINT and Technical
Collection to develop new forms of technical
collection and integrate MASINT into
collection strategies and operations.
example of the transformational technologies
we have just fielded is the Army's Stryker
Brigade, which is centered on a new, fast,
and quiet vehicle that can deliver 11 troops
to the fight.
This effort is far more than simply
fielding a new vehicle; it is also a new way
to organize a brigade, and link that brigade
to a networked command and control system
that shares intelligence, surveillance, and
Our Stryker Brigade Combat Teams (BCTs)
are organized and trained to take advantage
of this new technology.
The first Stryker BCT is already
proving its worth in Iraq.
reduce our vulnerability to weapons of mass
destruction, we have made progress on
providing missile defenses for our homeland,
our deployed forces, and our friends and
In the coming year, we plan to deploy
six ground-based interceptors in Alaska and
four in California to provide an initial
capability to defend the US from ballistic
The PATRIOT missile defense system
and the emerging AEGIS-based SM-3 system
will provide short and medium range missile
defenses, as well as critical surveillance
and tracking essential to our Ballistic
Missile Defense System.
Coupled with an upgraded launch
detection capability provided by the Space
Based Infrared System, our ballistic missile
defenses will continue to improve
significantly over the next few years.
Global Positioning System (GPS) offers an
excellent example of a system that
transformed modern warfare.
GPS delivers worldwide positioning,
navigation and timing data that provide US
and allied forces an all-weather, precision
Over the last decade, the success of
combat operations was largely due to
GPS-aided precision-guided munitions.
We must continue to modernize GPS,
improve capabilities, protect US and allied
access to reliable military positioning,
navigation and timing information, and deny
this information to our adversaries, while
minimizing impacts to peaceful civil users.
We are engaged with NATO and the
European Union to resolve our concerns with
the proposed Galileo system, a civil
satellite system that puts at risk our
programmed military enhancements to GPS.
A US interagency team has made
significant headway with some tough
technical issues over the past year, but
continued negotiations are essential to
address the remaining technical, and more
importantly, the political issues.
Once these issues are resolved, we
can confidently move forward with our vision
of space superiority to support future joint
and coalition operations.
recent military operations have
demonstrated, space is a critical dimension
of the battlespace.
Lessons learned from OEF and OIF
highlight our increasing reliance on space
communication assets and our demand for
Our challenge is meeting future
warfighter requirements in the face of an
aging satellite constellation.
Despite a planned 10-fold increase in
capability through Advanced EHF and Wideband
Gapfiller Systems, projected capacity may
not meet the growing demand.
This shortfall will potentially
impact our ability to maintain a
technological advantage over our
Work on Transformational Satellite
Communications continues, which is designed
to improve communications for mobile
systems, particularly those that provide
intelligence, surveillance, and
Our unmanned aerial vehicles and the
Army's Future Combat System place heavy
demands on bandwidth, particularly when
real-time video feeds are required.
The frequency spectrum is critical
not only to joint warfighting, but to all
federal, state and local agencies to ensure
national security and public safety.
Military and civilian technology is
rapidly moving to a wireless medium.
As pressures from commercial sources
to free up more federal spectrum mount, we
must ensure our long-term spectrum
accessibility for our military forces.
are just a few examples our ongoing
We are working hard to integrate old
systems with new, in innovative ways.
Interoperating between our own legacy
and transformational systems is a challenge
for us, but it is an even greater challenge
to our coalition partners, who must
participate in key decisions on how
transformation will enhance combined
operations in the future.
the past year, NATO has achieved great
success in progressing toward a transformed
The Alliance has developed, approved,
and begun implementing a new, more
streamlined command structure, which will
make it viable in the 21st century global
The catalyst for modernization will
be the new Allied Command Transformation,
which will maintain a close partnership with
on the forefront of transformation, NATO has
created the NATO Response Force, a key
enabler of NATO's new operational concept.
It is designed to be a combined,
deployable, sustainable, and lethal force
intended to be NATO's first responders,
able to respond quickly to a crisis anywhere
in the world.
In a display of NATO's new focus,
on August 11, 2003, NATO assumed command of
ISAF in Afghanistan, the first out of area
mission in the history of the Alliance.
To be an effective joint force in the
future, we must ensure that our allies keep
pace with our transformation efforts.
to today's dynamic threat environment
requires our Armed Forces to be innovative,
agile, and flexible.
With Congress' strong support, our
military has made significant progress
combating terrorism, improving our joint
warfighting capabilities, and transforming
our military into a 21st Century
We appreciate your efforts to help us
be responsive to a changing world, and make
that world a safer and better place.