Army Major General Paul Chamberlain, director of
Army budget for the assistant secretary of the Army for financial
management and comptroller
STAFF: Well, ladies and gentlemen, thank you for
joining us today to discuss the Army's FY22 budget request. Major
General Paul Chamberlain, the director of the Army budget, will provide
to you an in-depth overview and then take a few questions. I'll call on
reporters off the call-in roster and alternate between the phone lines
and in the room.
We're also holding a media roundtable on June 1st. You'll have
another opportunity for more questions after you've had time to review
the budget. We've got about 40 minutes today.
And, sir, with that, the floor is yours.
GEN. CHAMBERLAIN: Well, great. Thank you.
So good afternoon. I'm Major General Paul Chamberlain, the director
of the Army budget. And today I'll present an overview of the United
States Army's FY22 budget request, which, when funded, ensures the Army
can accomplish its mission in support of the Interim National Security
Strategic Guidance and supports the Army's priorities of people,
readiness, and modernization.
Defending the nation, supporting our people, meeting current and
future readiness goals, and modernizing the force requires timely and
predictable funding commensurate with the Army's requirements. I will
begin this afternoon by showing how the Army is synced with the
Secretary of Defense's priorities and messages in how the Army supports
the Interim Security Strategic Guidance, then I will provide a strategic
overview followed by an appropriation view of the Army's request
highlighting several key areas.
Finally, as time permits, I will answer your questions about the
budget. The Army prioritizes people, readiness, and modernization,
which is aligned with the Secretary of Defense's themes of defend the
nation, take care of our people, and succeed through teamwork, innovate
and modernize, and maintain and enhance military readiness.
To meet the Army mission as described in the Interim National
Security Strategic Guidance, this budget request is strategy driven and
requirements-based, with the foundation of the Army budget built on the
Army's priorities. People are the Army's most important component and
the key to the Army meeting the changing needs of the nation. The
strength of the total force and its readiness were demonstrated
responding to the COVID-19 - and in responding to COVID-19 and in
supporting the security events of this past year.
The resources in this budget continue to build and sustain tactical,
operational, and strategic levels of readiness. Looking at
modernization, the FY '22 funding request continues our transformation
in modernizing the Army to deploy, fight, and win in all domains. As we
pivot from the incremental improvements to enduring systems, to the
revolutionary kick -- to the revolutionary capabilities of new systems
that are consistent with the objectives of the Army Modernization
Strategy. We will leverage the consolidation of the efforts provided by
Army Futures Command.
We are already benefiting from unity of effort provided by Army
Futures Command and the speed of delivering such capabilities as
long-range precision fires, air and missile defense, and solider
lethality, as well as in the pace to developing the next generation
combat vehicles, future vertical lift, and the Army network. America
does not fight alone. The FY '22 budget request ensures we continue to
foster existing alliances and partnerships while simultaneously building
new relationships. The Army continues to resource international
engagement programs, partnership exercises in the Pacific and Europe,
and through the employment of our Security Force Assistance Brigades, to
enable the Army to build partner nation capacity and strengthen
relationships.
Now we'll take a look at your Army today. The Army remains prepared
to provide a ready force to fight and win the nation's wars as a member
of the joint force. We are globally engaged with approximately 170,000
soldiers serving a 140 countries around the world and supporting
combatant command requirements. Simultaneously, over 40,000 soldiers
have supported the nation's call responding to the COVID-19 pandemic
working -- as well as working to make the Southwest border secure and
responding to civil authority requirements for assistance and also
including soldiers who are augmenting emergency service response for
increased array of natural disasters.
As requirements abroad and at home continue to increase, the Army
remains prepared to meet these extraordinary demands. We must continue
to prepare forces to compete and win against near peer strategic
competitors in the Indo-Pacific and European theaters. Concurrently,
the Arctic has become a new geographic theater for competition and the
Army stands ready to meet new challenges in that region, even as the
Army continues to play a significant role in the Middle East and Asia.
We must also posture to combat borderless cyber threats that continue
to pose significant national and global security concerns. This request
supports the further development and crucial defensive and offensive
cyber capabilities the Army has been tasked to provide in defense of the
nation.
The Army must also confront, from within, further resourcing the
People First Task Force to combat extremism, racism, sexism and sexual
harassment and sexual assault in our formations. This is an emphasis for
Army leaders. The Secretary of the Army and the Chief of Staff of the
Army are committed to providing a force that remains strong and ready,
focused on winning against any adversary anytime and anywhere in support
of the nation's interests.
Now let's look at the budget. Before we get into the FY '22 request, I
want to do two things. First, express the Army's appreciation of
Congress for their continued support of the Army, and especially for
their support of the Army's efforts to fund its modernization priorities
over the last three years.
And secondly to explain the significant budget change in the FY '22
budget. The FY '22 marks the first year since 2009 that the budget
request consists of base funding only. The president's FY '22
discretionary budget discontinues the overseas contingency operations as
a separate fund. It now embeds direct war and enduring cost in the base
budget.
Therefore, for presentation purposes on this summary slide, I have
broken out what would have been identified as OCO into the categories of
direct war and enduring costs. Direct war costs include Operation
Inherent Resolve, counter-ISIL training equip fund, and the Afghanistan
Security Forces Fund.
Enduring costs include such things that the European Deterrence
Initiative and other theater requirements. Now I'd like to focus you on
the top line. The Army's '22 budget request is $173 billion, including
$10.4 billion for direct war and $8 billion for enduring costs.
There will be a slide later in the brief dedicated to the direct war
and enduring costs. Back to the top line of $173 billion, which is about
$3.6 billion less than the FY '21 enacted levels, in part due to the
known reduction of requirements in the CENTCOM area of responsibility.
However, there are other reductions in research and development and
the acquisition programs, which were required to ensure the Army funded
its highest priorities and people and in readiness and in modernization.
Even with the reduction, the Army stays committed to modernizing the
force against future threats as Army leaders were required to make
deliberate decisions on programs to eliminate or reduce funding in order
to focus on people and protect our monetization priorities.
The Army made prudent trades in order to field the best possible Army
within the budget. Using an appropriation view of the Army's base
budget request of $173 billion, you can see a decrease of about 2
percent from the FY '21 enacted appropriations.
This funding total reflects the combined resource requirements for
all three components, and as mentioned earlier, includes direct and
enduring costs. Our military pay account grew by $1.2 billion. These
funds enable the Army to pay recruit, train, promote, and retain quality
soldiers.
The operations and maintenance funding request declined $700 million
from the FY '21 enacted levels. The decreased funding reflects the
adjusted CENTCOM posture, a refined training strategy that I will
discuss in a later slide. It also reflects a rate and price increase for
the Army working capital fund, and funds the 2.7 percent civilian pay
raise. Procurement in our detainee funding decreased by over $4 billion,
but the Army continues its modernization efforts.
The Army, through Army futures command and collaboration with the
assistant secretary for acquisition, logistics and technology, and
specifically with the Rapid Capability and Critical Technologies Office,
also known as RCCTO, continues to ensure the Army resources, its six
modernization priorities supported by the eight cross-functional teams,
to meet the Army's modernization goals.
The military construction request of $1.7 billion supports 30
projects across all three Army components. The request is a 15 percent
decrease from the FY '21 enacted amount. But as a reminder, the Congress
generously provided the Army authority and funding for eight additional
projects, valued at $351 million in the FY '21 enacted budget.
The MILCON request also includes $491 million in Army family housing,
operations, and construction. From here, we'll begin a more in-depth
look at the budget request, beginning with the Army's end strength and
military pay. The Army's end strength is reduced slightly in FY '22. The
total end strength goes down by 1,700 soldiers, as depicted on the
chart.
Even with the reduced end strength, the Army does not anticipate
needing to adjust force structure to accommodate the small decrease in
soldiers. More importantly though, the requested end strength will still
allow the Army to fill units and to begin providing new capabilities
designed to face emerging threats and support the joint all- domain
force.
However, in the future, moderate growth to the Army end strength may
still be needed to meet modernization and worldwide demand requirements.
Military personnel accounts comprise the largest portion of the Army's
base budget. The FY '22 request of $66.2 billion is an increase of $1.2
billion from the FY '21 enacted levels, and accounts for the rate
adjustments.
The request compensate soldiers with a 2.7 percent pay raise,
provides for recruiting and retention incentives, increases allowance
for housing, and increases the basic allowance for subsistence. The
reserve components military personnel accounts have similar percentage
increases and provides for their statutory training days, exercise
participation, recruiting and retention incentives, education benefits,
and full-time support.
Ensuring military compensation is competitive is one way the
department and the Army continue to recruit and retain the most
qualified soldiers at the appropriate grade and skill levels. Now let's
take a look at O&M. The Army's operation and maintenance accounts
represent the second largest appropriation within the Army, and provide
funds to recruit, organize, train, and sustain Army forces worldwide.
The FY '22 request for OMA reflects a decrease of approximately $900
million from the FY '21 appropriation. The FY '22 OMA request resources
the Army three priorities, people, readiness and modernization. In FY
'22, OMA investments reflect the Army's commitment to people first. In
addition to the civilian pay raise, OMA funding resources the Army
efforts to implement a 21st-century talent management system for both
military and civilian workforces.
It increases childcare to include expansion of the Army Fee
Assistance Program and invest in other soldier quality-of-life programs.
The OMA request keeps the Army on track for meeting its readiness
objectives. It funds home station training at require… directed
readiness levels for brigade, combat teams, and combat aviation
brigades.
To ensure readiness in FY '22, this budget resources 20 CTC
rotations. Eight rotations at the National Training Center, eight at the
Joint Readiness Training Center, and four at the Joint Multinational
Readiness Center. One of these rotations includes a Security Force
Assistance Brigade. Two of the rotations are for the Army National
Guard emphasizing total Army readiness and interoperability. As the
Army ensures a balanced approach to leader development and unit training
requirements, we will focus exercises on tactical unit proficiency
training that integrates with battalion and brigade staff exercises.
This focus will enable the Army to modify the requirement for brigade
and battalion live fire and field training exercises prior to going
through the combat training center rotations.
In fiscal year '22 the Army budget requested resources resources a
new initiative, the Army Arctic Strategy. The arctic is a geographic
area of new competition as well as a platform for global power
projection. The Arctic Strategy uses total Army approach to adapt how
the Army generates, postures, trains and equips its forces to execute
extended multi-domain operations in extreme conditions in support of the
joint war fighter.
In fiscal year '22 the Army will transition to a new unit lifecycle
model that aligns modernization and readiness requirements necessary to
build future readiness at the tactical, operational, and strategic
levels. The F.Y. '22 OMA request funds the Army's new
Regionally-Aligned Readiness and Modernization Model known as ReARMM.
ReARMM is a flexible, predictable unit lifecycle process that will
create an Army that is regionally and functionally capable of supporting
the Interim National Security Strategic Guidance. In fiscal year '22,
OMA resources other Army modernization efforts including Project
Convergence, advanced manufacturing, migration to Army 365,
cybersecurity, and improvements to the Army's enterprise resource
planning system in support of audit readiness.
These funds support the Army's campaign of learning, improve
integration, and enable the Army's safe and expanded use of information
technologies. We'll look at the O&M for the National Guard and the
Reserve next.
The Army's 2022 budget request supports a $10.6 billion O&M
requirement for the Army National Guard and the U.S. Army Reserve. The
Army National Guard has been at the forefront of supporting local
communities and the national's capitol over the past year and continues
to support all of the Army's priorities.
The Army National Guard prioritizes people as the most important
weapon system. The National Guard budget includes funding for the
Strong Bonds Program, child and youth services, and increases for
solider wellness emphasizing SHARP and suicide prevention programs.
The operation and maintenance National Guard request of $7.6 billion
resources readiness objectives to include unit training, support for two
CTC rotations, and increases to the Flying Hour Program.
Moreover, the Army National Guard request allows the Army Guard to
defend against threats to the homeland and remains responsive to the
governors for natural disasters and other state emergencies.
On the modernization front, the Army National Guard enhances energy
sustainability at some of its oldest facilities and increases
cybersecurity intrusion prevention tools to secure the DOD Information
Network, including an increase of $36 million for software licenses.
The operation and maintenance reserve request of $3 billion is a
slight increase from the F.Y. '21 enacted budget, and like the other
Army components the Army Reserve is funding people programs that provide
for ready and resilient soldiers, capable leaders, cohesive teams,
strong families, and support of employers to ensure success.
So that end we are embracing the philosophy of this is my squad to
build a culture of dignity and respect and ensure all believe their
lives are worth living. We are aggressively addressing behaviors such
as sexual assault, sexual harassment, extremism and racism that run
counter to Army values and negatively impact our soldiers and their
families.
The Army Reserve's fiscal year '22 O&M budget also focuses on
core competency of units supporting a responsive, flexible and enduring
Army Reserve capable of providing essential combat enablers who are
trained, equipped, lethal, and prepared to support the joining
all-domain force.
The Reserve transformation efforts nest well on the Army's ReARMM,
providing a framework to align resources across the component and unit
readiness cycles. This approach ensures the Army Reserve is synchronized
with the Army's Modernization Strategy and will remain capable of
supporting combatant command requirements while investing in the
modernization necessary for the future fight.
Now I'll present the Army's fiscal year 2022 budget request that
supports its modernization strategy. The 2018 U.S. Army Modernization
Strategy report to Congress introduced the Army six modernization
priorities to make soldiers and units more lethal in order to deploy,
fight, and win our nation's wars.
The Army's at an inflection point that requires innovation,
creativity and entrepreneurship in the application of combat power. The
battlefield is becoming increasingly faster, more lethal and more
distributed. Victory will belong to the side that can make decisions
and take action faster, which requires a modern multi-domain Army.
Today's Army Modernization Strategy continues its focus on the six
modernization priorities: long-range precision fires, next-generation
combat vehicle, future vertical lift, network, air and missile defense,
and soldier lethality. With the eight established cross functional
teams and RCCTO focusing on 31+4 signature modernization efforts, the
Army will maintain its competitive advantage over our adversaries.
These collaborative efforts between the eight CFTs and RCCTO and the
Army ensure the best developing technologies can be rapidly and
efficiently delivered to the force in order to support the Army's
transformation to a multi-domain operations and how we fight.
Multi-domain operations will fundamentally transform the Army
implementing new formations and capabilities.
From now to 2028, the Army will begin fielding CFT signature efforts
as part of this transformation. This waypoint informed by concept
testing, experimentation, and analysis in order to validate and refine
elements of the multi-domain operation concept will provide the
developmental foundation the Army requires to achieve an MDO ready force
by 2035.
The Army Futures Command through unity of effort and unity of command
is responsible for changing the Army's war fighting doctrine and
providing new war fighting capabilities faster and more
cost-effectively. The Army's delivering results that have reduced the
seven-year requirements generation process to 18 months or less, with
the goal of placing systems in the hands of our soldiers sooner.
The FY '22 budget aims to increase momentum for progressing
modernization efforts with continued investments of time and resources
to main(tain) adversarial overmatched. The Army is integrating 31+4
efforts to enable a holistic approach to modernization with key enablers
playing a crucial role.
Supporting these efforts are the research, development, and acquisition accounts which I will discuss next.
The FY 2022 budget request for research, development and acquisition
is $34 billion. When compared to the FY 2021 enacted appropriations
there are decreases in both research development, test and evaluation,
and in the procurement appropriations. The Army FY '22 RDT&E request
is $1.3 billion below the FY '21 enacted amount. And the FY '22
procurement request is $2.8 billion below the FY '21 enacted amount.
With these reductions in mind the Army protected its modernization
and CFT efforts by adjusting funding to enduring capabilities and other
non-CFT efforts. Within this funding level the Army's futures command
through Project Convergence is conducting a test exercise which is
structured around a series of continuous demonstration and experiments
designed to inform the best path to modernize the force.
This will ensure the Army has the right people with the right systems
appropriately enabled and integrated to support the joint all-domain
fight.
Over the next few slides I will highlight how our budget request support Army priorities in RDT&E and procurement.
Let's start with the Army's $12.8 billion research test and
evaluation request. This funding accelerates incremental upgrades to
enduring systems delivering greater capabilities to our soldiers sooner
and advances cutting edge technologies that will generate the decision
dominance and overmatch required to win the next fight.
The Army's science and technology portfolio is a crucial part of the
Army's Modernization Strategy with 74 percent of the S&T budget
aligned to the six modernization priorities. The Army's S&T
investment strategy seeks a balanced portfolio aligned to modernization
priorities while maintaining exploratory research to ensure
technological advantage and lays the ground work for revolutionary
change.
A few featured examples of our top RDT&E investment areas are the
long range hypersonic weapon which will provide the Army a prototype
strategic attack weapon to defeat anti-access area denial capabilities.
Suppress adversary long range fires and engage other high pay-off time
critical targets.
The Army is working closely with the Navy in the development of the
long range hypersonic weapon. The mission of the mid-range capability
missile project is to provide combatant commanders with the strategic
ground mobile, all-weather offensive missile capability.
Future vertical lift, the future vertical lift development focuses on
future long-range assault aircraft and future attack reconnaissance
aircraft. Both critical capabilities to meet combatant command
requirements needed for deterrence, power projection and tactical
capabilities at operational and strategic distances.
The lower-tier air missile defense capability program will provide
the joint force the required sensing capabilities, surveillance and fire
control as part of the Army integrated air and missile defense
network.
In FY '22 RDT&E investments supports the Army's modernization
priorities through early integration of concepts, prototyping and
testing to ensure future generations of soldiers continue to be the most
lethal fighting force in the world.
I'll move on to procurement next. As of the 31+4signature efforts
mature funding will shift from RDT&E to procurement. The Army
through deliberate decisions during night court deep dives eliminated or
reduced more than 240 programs to free up billions of dollars for
modernization efforts. The Army expects modernization costs to increase
as systems enter low rate initial production and then procurement and
fielding.
The Army's FY '22 request of $21.3 billion for procurement is about
$2.8 billion less than our FY '21 enacted funding. Through a deliberate
process we prioritized modernization efforts while having to adjust
production of some enduring capabilities.
The FY '22 Army aircraft request decreased by over $1.2 billion. Our
request is consistent with the Army aviation modernization strategy.
We're adjusting production rate for the Blackhawk and for the Apache
helicopters in order to continue to continue the development of the
future vertical lift aircraft. We are also maintaining chinook buys for
special operations. The FY '22 missile appropriation shows the impact
of Army modernization reform, and the utilization of Congressionally
approved authorities to accelerate the procurement cycle.
In this request, we ask to increase procurement of the precision
strike missile, initiate procurement of the lower tier air and missile
defense system, while sustaining the relevancy of the Patriot system.
As part of FY '22 weapons and tracked combat vehicle appropriation, the
Army continues protection, mobility, and lethality upgrades for the
Stryker, Abrams, and Bradley platforms while requesting to start low
rate initial production for 24 mobile protected firepower systems.
Additionally, out request supports the transition of the Paladin
Integrated Management System to - to the full rate production. The FY
'22 ammunition appropriation funding request supports training and war
reserve munitions for current and next generation weapons. The program
decreases were informed by updated training requirements, while
increases and facility improvements paved the way for manufacturing the
next generation of small arms as overseen by the Solider Lethality CFT.
In fiscal '22, the other procurement Army appropriation supports
enduring capabilities as well as the network, solider lethality, and air
and missile defense modernization priorities.
The focus on Army network is necessary to improve sensor and shooter
response times and enhance command and control forces distributed across
vast distances in contested environments. The Army network supports
project convergence, the Army's path to combined joint all-domain
operations. A unified network ensures interoperability across the joint
force and is critical to enabling the rapid transfer of data in a
multi-domain environment. Major unified networks in the FY '22 OPA
request include, handheld manpack small form fit radios, which are
scheduled for full rate production decision in the fourth quarter of
this year.
And the FY '22 funds will support procurement of leader radio and
manpack radios that will be fielded in FY '22. OPA funding supports the
soldier lethality modernization efforts, which will increase the
capability of individual solider weapons, provide soldiers with enhanced
night vision, and increases their ability to quickly understand and
react to emerging situations, increasing their lethality, precision, and
survivability.
These efforts will be complimentary to ongoing soldier performance
initiatives to improve fitness, nutrition, resiliency, to ensure that we
are modernizing the solider, not just the equipment for our soldiers.
This chart provides a snapshot of select procurement programs and the
requested quantities. I'll give you a moment to review the chart.
Moving on to facilities, the Army's infrastructure is a critical
aspect of Army readiness. Army senior leaders recognize our soldiers,
civilians and their families, should be afforded a quality of life
commensurate to their dedicated service. The FY '22 request includes
Army housing and barracks initiatives through the Army Housing Campaign
Plan, which is focused on shaping policies, procedures, and policies
throughout Army installations.
The Army's FY '22 military construction and family housing budget
request addresses housing requirements and recapitalization needs,
requesting over $262 million for five barracks initiatives across the
Army enterprise, $100 million for barracks and dining facilities in
Grafenwohr, Germany, 31 construction projects on various installations,
and $3.3 million to hire Exceptional Family Member Program case managers
and several other initiatives focused on the oversight of Army family
housing construction and repair.
The Army's BRAC funding request supports environmental cleanup,
restoration, and conveyance of excess properties at locations designated
under previous BRAC rounds. FY '22 request funds keep planned cleanup
efforts on track and prioritize installations which include Fort Ord,
Fort Wingate, the Pueblo Chemical Depot, Lone Star Army Ammunition
Plant, and Fort Devens, Massachusetts.
The Army fiscal year '22 budget request includes other requirements
that are funded outside our main appropriations. This year's request
includes $228 million for the Arlington National Cemetery to fund
day-to-day operations and the southern expansion of the cemetery. The
Army is also requesting over $1 billion to support the Congressionally
mandated Department of Defense Chemical Demilitarization Program
consisting of the U.S. Army Chemical Material Activity and the Assembled
Chemical Weapons Alternatives Program.
These requests also include funding for the Army Working Capital Fund
which provides a $323 million cash infusion to preserve the required
balance by the end of FY '22. The last funding topic I'll discusses is
the direct war and enduring costs. Since 2001, the Army has managed
funding for large overseas contingency operations or OCO budgets.
Contingency operations, by their nature, are very dynamic and can change
quickly. And as such, both adequate funding and sufficient transfer
authority is required to support these contingency operations.
As I stated earlier in the brief, a big change in FY '22 is how the
funding that was formally known as OCO is accounted for in the FY '22
budget. What were once OCO funded requirements are now funded and
accounted for in the categories of direct war and enduring costs in the
base budget. The Army is requesting over $18 billion in direct war and
enduring cost in n FY '22. Part of the Army topline decrease is result
of the previously planned force posture change in Central Command area
of responsibility which resulted in a several billion dollar cost
reduction.
But what -- but with the recent decisions to have forces leave
Afghanistan, we are determining what those withdrawal requirements are
and what funding will be needed to support those requirements. It is
too early to definitively state what the funding impacts will be to the
Army as a result of the withdrawal from Afghanistan. The Army also
manages funding in the Afghan Security Forces Fund and the Counter Isis
Train and Equip Fund. The Army only provides accounting for these two
funds, which comprise nearly $3.8 billion in military support of our
partner nations.
Now, let's take a look at what has enabled the Army to realign
funding to its highest priorities. Through its reform efforts, the Army
was able to free up time, money, and manpower to reinvest in other
requirements. Army senior leaders assess programs and realigned $1.6
billion in FY '22, applying these savings towards its people and
modernization strategy. Army energy initiatives are another reform
effort. One of these initiatives allowed the Army to realize $35
million of energy savings last year, which were reinvested into other
energy resilience and conservation projects as well as MWR and other
quality-of-life initiatives.
Another ongoing reform effort is the Army's work to obtain
auditability. The Army entered its fourth year of audit in FY '21, and
though the Army received a disclaimer of opinion, the auditors made it a
point to note that year-over-year, the Army continues to make steady
progress to improve its accountability and its business systems
processes.
Other reform initiatives of note are the ongoing assessment for the
Criminal Investigation Division structure, and criminal case handling in
order to better support families and soldiers.
Lastly, the Command Accountability and Execution Review program is
also a reform effort the Army has implemented. It is a tool to assist
commanders in improving their fiscal stewardship by maximizing
purchasing power and minimizing inefficiencies. This program has helped
to identify and resolve several areas of concern that affect the Army
and Department of Defense.
Because of the Army's aggressive efforts in the past three years, the
divestitures identified in FY '22 are modest, only $48 million across
seven programs. However, the Army remains committed to continuing the
process of assessing and realigning funding and equipment to address
requirements for future capabilities while divesting of less capable
equipment that does not support the joint all-domain force.
I have the privilege of serving the greatest soldiers, families, and
civilians in the world, which is why I can say your Army is prepared to
meet the requirements asked of it in the Interim National Security
Strategic Guidance. And as your Army remains engaged in missions around
the world, the Army has and will continue to focus on our first
priority, people.
The Army's People Strategy aims to promote and build cohesive teams
that are highly trained, disciplined, fit, and ready to fight and win.
Furthermore, the Army People Strategy focuses on a culture of inclusion
where everyone is treated with dignity and respect.
In FY '22 the Army will transition to a new unit lifecycle model that
aligns modernization and readiness requirements necessary to build
future readiness at the tactical, operational, and strategic levels
ensuring the Army can rapidly deploy in order to provide the ground
combat and multi-domain capable units to the joint in support of
combatant command requirements.
Your Army is modernizing and is a leader in technology and concepts.
New and emerging technologies will change the character of warfare,
resulting in a faster, more lethal, and more distributed battlefield.
The Army's modernization efforts have been self-funded by three years
of reforms and night court deep dives. Future deep dives will likely
garner modest returns, but the Army must continue to transform and
resource its modernization strategy represented by the 31+4signature
efforts.
This will ensure the Army maintains its land power dominance, and
sustains its overmatched capabilities in order to meet the demands of
the strategic competition, great power conflict, and the joint force.
The FY '22 budget request supports the total Army. It represents
deliberate decisions to support people, maintain hard-fought readiness
gains, and build upon its modernization efforts through timely,
adequate, predictable, and sustained funding combined with its greatest
weapon system - it's people. The Army will be able to compete and win,
both now and into the future. People first, winning matters, Army
strong.
Thank you.
STAFF: OK. We have time for a few questions.
QUESTION: Steve Tremble with Aviation Week Magazine So, in the
RDT&E account it goes from 14.1 to 12.8 as you suggested, but you've
kept the 31+4. And how did you accomplish that without having to
eliminate anything?
You say you've reduced and delayed certain programs within that
portfolio, would any of them be involved with future vertical lift or
LRPF?
GEN. CHAMBERLAIN: No, none of the modernization priorities - the
efforts, were impacted by the night court decisions, they were protected
through the night court decisions. There were, and you can see in the
quantities of the Black Hawk and the Apache that the reductions were
taken there in those lines.
And that is consistent with the decisions that the senior leaders
made in order to - as we're looking to put money into the modernization
efforts, if any of those modernization efforts are really going to be
based upon some of our enduring capabilities, the funding from those
enduring capabilities will be applied to the 31+4, and in this case the
aircraft or the FARA and the FLRAA
STAFF: On the phone, Ashely from Jane’s.
QUESTION: Hi. I just wanted to follow-up on Steve’s question. So
from those broader portfolios for modernization, were there any that you
reduced funding to to slow down - in part draw it out as you reduced
sort of the pot that he referenced? And then, could you outline the
RDT&E funding for next generation combat vehicle and FVL for next
year?
GEN. CHAMBERLAIN: So none of the modernization priorities were
slowed down. They were all funded to ensure that they would stay on
pace and on their plan unless there was a necessary adjustment. But
none of them was intentionally reduced. Can you repeat your second part
of the question, please?
QUESTION: Yes. Could you provide some of the funding details for next generation combat vehicle and FVL for next year?
GEN. CHAMBERLAIN: So for your details, what are you looking for? How much detail?
QUESTION: As much as you could provide. If you have like a ...
(CROSSTALK)
GEN. CHAMBERLAIN: Well, I'll tell you what - so I think the best
thing is we'll take that for the record and we'll get an answer back to
you. But I would tell you that for the next generation combat vehicle -
in the next month the OMFV - the optionally manned future - the
optionally manned future vehicle is going to be going - will probably
award a contract at the end of June, or sometime in July. That's the
timeline that they're on, so we're expecting that to be completed here
shortly and moving into the first phase.
STAFF: And we have time for one last question in the room.
QUESTION: Hi, yes,Jen Judson with Defense News. You have a breakout
here for how much money you were able to shift by eliminating seven
programs into your modernization priorities like you've done in the
past, and you also mentioned in here that you've reduced or delayed 37
other programs in order to fund the modernization priorities.
GEN. CHAMBERLAIN: Yes.
QUESTION: Do you have a breakout in terms of a dollar amount of how
much you were able to shift in terms of the reduced and delayed
programs? Because it looks like the $47.8 million is just for the
eliminated programs.
GEN. CHAMBERLAIN: That is correct. The $47 million is for those
seven eliminated programs. It's about $1.6 billion from the reduced
programs.
QUESTION: OK. All right. And then, I wanted to see if you were
able to - in terms of the Multi Domain Task Forces and how you're going
to be shaping those, do you have a breakout in terms of funding for what
you're putting towards those, to grow those, and shape those in FY
'22? Do you have a number ...
GEN. CHAMBERLAIN: We do. I don't have that with me, but we can get that to you.
QUESTION: OK. And then also the same question for the Arctic strategy.
GEN. CHAMBERLAIN: Yes.
QUESTION: OK.
GEN. CHAMBERLAIN: So I may have that one.
QUESTION: OK.
GEN. CHAMBERLAIN: No, sorry. I don't have that one.
QUESTION: OK.
GEN. CHAMBERLAIN: So we'll get that to you as well.
QUESTION: OK, thank you.
STAFF: OK, thank you very much. We are out of time for the
briefing. But I do want to remind everyone that we do have a media
roundtable set for Monday. You should have all gotten the invite and...
GEN. CHAMBERLAIN: Tuesday -- yes, Tuesday.
STAFF: ... Tuesday -- sorry, Tuesday.
(Laughter.)
So we will answer your questions then. And thank you very much, have a great weekend.
GEN. CHAMBERLAIN: Absolutely.
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