US military budget 2022 “complete and comprehensive report”
Bayanalysis -The Overview Book has been published as part of the President’s Annual U.S. military Budget for the
past few years. From FY 1969 to FY 2005, OSD published the “Annual U.S. military Report” (ADR)
to meet 10 USC section 113 requirements. Subsequently, the Overview began to fill this role.
The Overview is one part of an extensive set of materials that constitute the presentation and
justification of the President’s Budget for FY 2022. This document and all other publications for
this and previous DoD budgets are available from the public web site of the Under Secretary of
U.S. military (Comptroller): http://comptroller.U.S. military.gov.
The Press Release and Budget Briefing, often referred to as the “Budget Rollout,” and the Program
Acquisition Costs by Weapons System book, which includes summary details on major DoD
acquisition programs (i.e., aircraft, ground forces programs, shipbuilding, space systems, etc.) are
especially relevant.
The estimated cost of this report or study for
the Department of U.S. military is approximately
$31,000 for the 2021 Fiscal Year. This includes
$13,000 in expenses and $18,000 in DoD
labor.
Generated on 2021May19 RefID: 4-93DCDF7
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Overview – FY 2022 U.S. military Budget
TABLE OF CONTENTS
iii
Table of Contents
1. FY 2022 Budget Summary 1-1
Introduction ........................................................................................................................... 1-1
Interim National Security Strategic Guidance – Renewing America’s Advantages .............. 1-3
FY 2022 Budget Request Overview ..................................................................................... 1-4
Conclusion ............................................................................................................................ 1-6
2. Defend the Nation 2-1
Defeat COVID-19 ................................................................................................................. 2-1
China – The Pacing Challenge ............................................................................................. 2-3
Pacific Deterrence Initiative .................................................................................................. 2-4
Addressing Advanced and Persistent Threats ..................................................................... 2-6
Power Projection .................................................................................................................. 2-6
3. Innovate and Modernize 3-1
Science and Technology ...................................................................................................... 3-1
Advanced Capability Enablers .............................................................................................. 3-2
Space and Spaced-Based Systems ..................................................................................... 3-3
Cyberspace Activities ........................................................................................................... 3-4
Tackling the Climate Crisis ................................................................................................... 3-7
Divestments .......................................................................................................................... 3-8
4. Maintain and Enhance Military Readiness 4-1
Army Readiness ................................................................................................................... 4-2
Navy Readiness ................................................................................................................... 4-4
Marine Corps Readiness ...................................................................................................... 4-6
Air Force Readiness ............................................................................................................. 4-9
Space Force Readiness ..................................................................................................... 4-11
United States Special Operations Command Readiness ................................................... 4-12
Joint Capabilities ................................................................................................................ 4-14
5. Take Care of Our People 5-1
Grow Our Talent ................................................................................................................... 5-2
Building Resilience and Force Readiness ............................................................................ 5-4
Ensure Accountable Leadership ......................................................................................... 5-10
Overview – FY 2022 U.S. military Budget
TABLE OF CONTENTS
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6. Succeed Through Teamwork 6-1
Join Forces with Our Allies and Partners ............................................................................. 6-1
Work in Partnership with Our Nation .................................................................................... 6-3
7. Contingency Operations 7-1
Movement of OCO to Base .................................................................................................. 7-2
Contingency Operations Categories ..................................................................................... 7-2
Current Operations ............................................................................................................... 7-2
Contingency Operations Functional/Mission Category ......................................................... 7-5
8. The Department of U.S. military Audit 8-1
The Department of U.S. military Audit Consolidated Audit Strategy .......................................... 8-2
Audit Remediation ................................................................................................................ 8-3
Budget .................................................................................................................................. 8-4
Data Analytics ....................................................................................................................... 8-5
9. Reforms 9-1
10. Military Departments 10-1
Army .................................................................................................................................. 10-1
Navy/Marine Corps ........................................................................................................... 10-13
Air Force/Space Force ..................................................................................................... 10-27
11. Performance Plan and Annual Performance Report 11-1
Appendix A. Resource Exhibits A-1
Table A-1 DoD Total Budget by Appropriation Title ............................................................. A-1
Table A-2 DoD Total Budget by Military Department ........................................................... A-1
Table A-3 DoD Total Budget by Military Department and Appropriation Title ...................... A-1
Table A-4 Combat Force Structure Overview ...................................................................... A-3
Table A-5 Active Component End Strength (in Thousands) ................................................. A-4
Table A-6 Reserve Component End Strength (in Thousands) ............................................. A-4
Appendix B. Acronym List B-1
Overview – FY 2022 U.S. military Budget
CHAPTER 1 FY 2022 BUDGET SUMMARY
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1. FY 2022 BUDGET SUMMARY
INTRODUCTION
The Department of U.S. military’s (DoD) mission is to deter
adversaries and defend the United States homeland and its
citizens. As global threats evolve, so too must the
Department if we are to remain ready and capable of
thwarting the aims of adversaries. Accordingly, DoD’s
FY 2022 budget request invests in the people, priorities,
and purpose of mission that will renew America’s
advantages and support the United States’ efforts to
advance our U.S. military priorities.
The COVID-19 pandemic is the most urgent challenge facing our nation today, and its impact has
had far-reaching implications for the Department and its workforce, operations, and acquisitions.
The DoD will support the Administration’s efforts to stop the pandemic and assist COVID-19 relief
efforts and vaccine distribution. Moreover, the FY 2022 budget invests in DoD’s capacity to
prevent and respond to future pandemics and biological events. The pandemic has laid bare the
vulnerability of both the nation and the force to biological events, the consequences of which may
only grow in the future due to a changing climate, global preparedness and supply chain
vulnerabilities, and advances in technology that facilitate creating and modifying dangerous
agents.
China poses the greatest long-term challenge to the United States, and strengthening deterrence
against China will require DoD to work in concert with other instruments of national power. A
combat-credible Joint Force will underpin a whole-of-nation approach to competition and ensure
the Nation leads from a position of strength. Accordingly, DoD will prioritize China and its military
modernization as our pacing challenge. The Department will continue to modernize its forces,
global posture, and operational concepts to ensure our armed forces are capable of deterring and
defending against aggression that undermines the security of both the United States and our
allies.
As part of that effort, DoD is leveraging our technological advantages and investing in cuttingedge
technologies that will deliver new warfighting advantages to our forces, including artificial
intelligence, hypersonic technology, cyber, and quantum computing, among others. DoD is
increasing the speed and scale of innovation in the force, including the development,
experimentation, and adoption of emerging capabilities and joint operational concepts to counter
competitors in both high-end and gray zone conflicts.
The Department must also balance competing challenges that stem from advanced and persistent
threats to global security. DoD will remain fully ready to deter and, if necessary, respond to
nation-state threats stemming from Russia, Iran, and North Korea, and will continue to disrupt
violent extremist organizations that pose transnational and regional threats to U.S. forces and to
our allies and partners.
The United States also faces a growing climate crisis, and DoD recognizes that the country’s longterm
security requires that we elevate climate as a national security priority. Where possible, DoD
will seek to lead the way for alternative climate-considered approaches for the country. DoD will
integrate climate considerations in all policies, strategies, and partner engagement activities.
Sections
Introduction
Interim National Security
Strategic Guidance
FY 2022 Budget Request
Overview
Conclusion
“DoD needs resources matched to strategy, strategy matched to policy, and
policy matched to the will of the American people”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
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CHAPTER 1 FY 2022 BUDGET SUMMARY
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There is no doubt that the climate crisis will have an impact on DoD’s missions, plans, and
capabilities, and the FY 2022 budget ensures the Department is prepared to meet those
challenges head on.
DoD recognizes that it cannot tackle these challenges alone and still achieve the Nation’s security
objectives. Success will require teamwork—both with our international allies and partners, and
with the interagency, Congress, private industry, and the American people here at home. DoD
will prioritize rebuilding mutually beneficial U.S. military partnerships, a strategic advantage that no
U.S. competitor can match, and will work to align U.S. military priorities to advance shared interests.
At home, the Department will invest in American manufacturing, military families, and national
disaster and pandemic response infrastructure, ensuring the Department’s positive impacts are
felt across America as we work together to build back better.
Finally, DoD’s greatest advantage is its workforce, supported by its military families. Taking care
of our people and their physical, mental, and emotional health is among the Department’s highest
priorities because we cannot be ready without an energetic and empowered workforce. DoD will
invest in the growth and development of our workforce, including training, education, and
opportunities for advancement that will improve promotion and retention for our total workforce,
both civilian and military. DoD is committed to addressing the challenges that undermine our
ability to attract and retain the highest quality Total Force, from housing and family support to
suicide and sexual assault prevention. The Department will ensure our force reflects the breadth
of skills and talent of all those willing and able to serve across our diverse nation. By investing in
America’s enduring advantages, including our people, the FY 2022 budget ensures the
Department can meet today’s challenges from a position of strength and ultimately build back
better.
Secretary Austin’s Message to the Force, released March 4, 2021, provides the overarching
strategic framework for both the Department’s near-term priorities and for the DoD FY 2022
budget request described herein.
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CHAPTER 1 FY 2022 BUDGET SUMMARY
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INTERIM NATIONAL SECURITY STRATEGIC GUIDANCE – RENEWING
AMERICA’S ADVANTAGES
The President’s Interim National Security Strategic Guidance (Interim Guidance), released on
March 3, 2021, provides strategic direction to DoD and informs the Department’s priorities as
reflected in the FY 2022 budget request. The Interim Guidance recognizes that preserving
America’s security requires a whole-of-government approach that leverages a broad range of
instruments of national power. The military has a critical role to play in deterring war and
protecting the security of the United States, but it is only one instrument of foreign policy.
Diplomacy, development, and economic statecraft—backed by highly capable armed forces that
are equipped to deter our adversaries and defeat threats that emerge—are the tools of first resort
to advance America’s interests globally.
The Interim Guidance’s elevation of diplomacy does not signify a weaker U.S. military; on the
contrary, it maintains that a powerful military matched to the security environment remains a core
American advantage, and the United States will never hesitate to use force when required to
defend our vital national interests. Accordingly, the readiness of our armed forces remains a top
priority to ensure that the U.S. military remains the best trained and equipped force in the world.
To meet the strategic challenges posed by an increasingly assertive China, the Interim Guidance
directs DOD to shift resources away from vulnerable platforms and weapons systems that are
ill-suited to advanced threats and to redirect investments to cutting-edge technologies and
capabilities that will determine our military and national security advantage in the future. This will
require streamlining the process for developing, acquiring, and deploying these technologies.
Where possible the Interim Guidance emphasizes avoiding costly arms races and re-establishes
U.S. credibility as a leader in arms control, including in the pursuit of new arms control
arrangements.
The Interim Guidance recognizes that many of the greatest threats to American prosperity and
security—including the climate crisis, global pandemics, cyber threats, and nuclear proliferation—
are borderless challenges that require collective action. In order to address those challenges, the
United States must display global leadership and leverage the support of our allies and partners
worldwide. In particular, the United States will reinvigorate and modernize alliances and
partnerships around the world, including both our core alliances in the North Atlantic Treaty
Organization (NATO) and East Asia, and our partners in South and Southeast Asia and the Pacific
Islands. America’s network of allies and partners is a unique and powerful competitive advantage,
and one that will help the United States tackle shared challenges, including climate change and
China-related U.S. military priorities.
Finally, the Interim Guidance prioritizes the health of the national security workforce and to inspire
a new generation to public service. The Interim Guidance directs DoD to ensure it is a workplace
of equal opportunity that represents the diversity of the Nation, to eradicate workplace sexual
harassment and assault, and to emphasize professional integrity, accountability, and
transparency at all times.
“It is our most solemn obligation to protect the security of the American
people.”
- President Joseph R. Biden, Jr. – Interim National Security Strategic Guidance
The Interim Guidance drives our decision-making – focusing our resolve and efforts
on modernizing our military capabilities, while leading first with diplomacy; and
revitalize America’s unmatched network of alliances and partnerships.
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FY 2022 BUDGET REQUEST OVERVIEW
The DoD FY 2022 budget builds upon the foundation of the President’s Interim Guidance, which
focuses on making smart and disciplined choices regarding our national U.S. military and the
responsible use of our military, to ensure our armed forces are equipped to deter our adversaries,
defend our people, interests, and allies, and defeat threats. Further guiding the Department’s
efforts and this budget request are the Secretary’s following three priorities detailed in his
Message to the Force:
1. Defend the Nation
Defeat COVID-19 – The Department will continue to act boldly and quickly to support
Federal Government efforts to defeat the disease, defend the force against it, and work
with our domestic and international partners to protect our Nation from potential novel
and deadly viruses of the future.
Prioritize China as the Pacing Threat – The Department will prioritize China as our
number one pacing challenge and develop the right operational concepts, capabilities,
and plans to bolster deterrence and maintain our competitive advantage.
Address Advanced and Persistent Threats – We will ensure that we remain fully
ready to respond to and effectively deter nation-state threats emanating from Russia,
Iran, and North Korea, and disrupt transnational and non-state actor threats from
violent extremist organizations, such as those operating in the Middle East, Africa, and
South and Central Asia.
Innovate and Modernize – The Department will innovate at a speed and scale that
matches a dynamic threat landscape. This will require advances in our joint
warfighting concepts and a commitment to rapid experimentation and fielding of
capabilities. Where necessary, we will divest of legacy systems and programs that no
longer meet our security needs, while investing smartly for the future.
Tackle the Climate Crisis – We will elevate climate as a national security priority,
integrating climate considerations into the Department's policies, strategies, and
partner engagements.
2. Take Care of Our People
Grow our Talent – We will build opportunities for growth and development in the
Department, invest in training and education, and create new opportunities for
advancement that drive promotion and retention for our total workforce - civilian and
military.
“I am committed to ensuring that the Department develops the right people,
priorities, and purpose of mission to continue to defend our Nation from
enemies foreign and domestic. This will require aligning our priorities and
capabilities to a changing and dynamic threat landscape. We will do so in a
way that is based on a sober assessment of our strategic needs and recognize
the importance of building and sustaining a strong workforce and unity within
our Department, across the Nation and with our allies and partners around the
world.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
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Build Resilience and Readiness – The Department will maintain and enhance force
readiness and protect the safety, health, and welfare of service members and their
families, as well as our civilian employees. The Department will lead with our values,
building diversity, equity, and inclusion into all aspects of our work to drive innovative
solutions across the enterprise.
Ensure Accountable Leadership – DoD leaders at every level will be responsible for
building a safe environment for our people and guaranteeing that we show swift and
clear accountability to anyone who does not act within the highest standards of the
Department.
3. Succeed through Teamwork
Join Forces with our Allies and Partners – We will consult with our allies and
partners and, when appropriate, we will act together.
Work in Partnership with Our Nation – We will redouble our commitment to a
cooperative, whole-of-nation approach to national security that builds consensus,
drives creative solutions to crises, and guarantees that we lead from a position of
strength -fielding a credible force, ready to back up the hard work of our diplomats
around the world and our national partners here at home.
Build Unity within DoD – We will continue to build unity of effort and mission across
components, commands, services, and theaters, and we will demonstrate teamwork
at the highest levels of the Department and expect it across every level, knowing that
working collaboratively together will ensure the greatest success in protecting and
defending our Nation.
Figure 1.1. Department of U.S. military Budget
$ in billions FY 2020
Actuals
FY 2021
Enacted
FY 2022
Request
FY21-FY22
Change
Base1 704.6 703.7 715.0 +11.3
Emergency Supplementals2 18.6 -- -- --
Total 723.2 703.7 715.0 +11.3
1 Includes Overseas Contingency Operations/Direct War and Enduring Operations Cost in all years
2 FY 2020 includes supplemental funding for COVID-19 and Natural Disaster Relief
The President’s FY 2022 budget request for DoD is $715 billion. This budget represents an
$11.3 billion or 1.6 percent increase over the FY 2021 enacted level. While this increase is
slightly less than the anticipated rate of inflation for FY 2022, this funding level, coupled with the
tough choices the Department made to realign resources and divest legacy systems, enables
DoD to –
Sustain and advance readiness;
Protect investments in critical deterrent capabilities such as long range strike, next
generation air, advanced munitions, and maritime response;
Reallocate resources to fund climate resiliency, clean energy, and research and
development in advanced technologies; and
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CHAPTER 1 FY 2022 BUDGET SUMMARY
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Fund both military and civilian pay raises to ensure that the Department can attract and
retain top talent.
Figure 1.2. DoD Topline Funding FY 2018 – 2022
Discretionary Budget Authority
Then Year Dollars in Billions
Numbers may not add due to rounding
* FY 2022 Includes $42.1 billion for Direct War and Enduring Operations costs in the base request
CONCLUSION
Sustainable, predictable, adequate, and timely budgets are paramount to achieving the Nation’s
security objectives in an efficient and effective manner. The FY 2022 budget aligns the
Department’s priorities and capabilities to a changing and dynamic threat landscape by
capitalizing on the unmatched strength of America’s innovative workforce, unwavering
commitment to democratic values, and unrivaled global alliances and partnerships.
Congressional approval of the FY 2022 budget will solidify and renew America’s advantages over
the coming decades, while holding DoD spending near historical lows as a share of the U.S.
economy.
“Defending America also means setting clear priorities within our U.S. military
budget.”
- President Joseph R. Biden, Jr. – Interim National Security Strategic Guidance
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CHAPTER 2 DEFEND THE NATION
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2. DEFEND THE NATION
The Fiscal Year (FY) 2022 budget request for the
Department of U.S. military (DoD) seeks to strengthen the
ability of U.S. forces to defend the United States
homeland, its citizens, and its allies and partners from
aggression. The DoD will prioritize activities that will deter
and defend against aggression in the Indo-Pacific region,
while also maintaining the capacity and capabilities to
respond to current and evolving threats around the globe.
While China represents the pacing challenge that informs
new investments in power projection capabilities,
cutting-edge U.S. military technologies, and enhanced
regional posture, the United States does not have the
luxury of ignoring persistent advanced threats outside the
Indo-Pacific.
Protecting the United States, forward-deployed U.S. forces, and allies is critical to deterring attack
from adversaries and maintaining credible U.S. security commitments across the globe.
Accordingly, the FY 2022 President’s Budget request prioritizes investments that will preserve the
military’s ability to project power globally against a full spectrum of threats. To make room for
new capabilities, DoD is rightsizing programs and operations optimized for an earlier era and that
no longer meet the Nation’s security needs.
DEFEAT COVID-19
The Department has brought to bear its substantial capabilities and resources, consistent with
the law and mindful of DoD’s own mission requirements, to support the Nation’s fight against the
COVID-19 pandemic.
Since January 27, 2021, the Department has received 495 FEMA mission assignments
and 66 requests for assistance from other Federal departments and agencies in response
to the COVID-19 pandemic.
o More than 62,100 personnel, including National Guard from all 50 States, 3 territories,
and the District of Columbia have supported the fight against COVID-19.
o Nearly 5,000 of the Department’s medical professionals deployed to ten States,
sometimes to multiple locations within one State. Two Navy hospital ships, several
Navy Expeditionary Medical Facilities, Army Combat Hospital Centers, Army Reserve
Urban Augmentation Medical Task Forces, and Air Force Expeditionary Medical
Support units provided surge medical support on ships, at alternate care facilities, and
in civilian hospitals and nursing homes.
Sections
Defeat COVID-19
China – The Pacing Challenge
Pacific Deterrence Initiative
Addressing Advanced and
Persistent Threats – Russia,
Iran, North Korea, and Violent
Extremist Organizations
Power Projection
“Challengers who seek to undermine America's interests by force should never
doubt America's resolve or readiness to thwart their aims.”
- Deputy Secretary of U.S. military Dr. Kathleen H. Hicks
“The greatest proximate challenge to our Nation's security is the threat of
COVID-19.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
Overview – FY 2022 U.S. military Budget
CHAPTER 2 DEFEND THE NATION
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o Since January 27, 2021 more than 4,600 DoD personnel have supported the national
vaccination effort in California, Colorado, Florida, Georgia, Illinois, Indiana, Kentucky,
Louisiana, Maryland, Massachusetts, Michigan, Minnesota, Missouri, New Jersey,
New York, North Carolina, Ohio, Oklahoma, Oregon, Pennsylvania, Tennessee,
Texas, Virginia, Washington, Wisconsin, Guam, and the U.S. Virgin Islands. As of
May 10, 2021, the Department is supporting 31 Community Vaccination Centers with
more than 3,800 personnel.
o To date, the total FEMA obligation amount for DoD medical support is $4.9 billion,
provided on a reimbursable basis pursuant to the Stafford Act. However, FEMA is not
reimbursing the Department for TRICARE costs incurred by the loss of medical
personnel to assist with FEMA mission assignments.
o The U.S. military Logistics Agency (DLA) has delivered more than 230 million rapid “pointof-
care” antigen tests to support HHS nationwide COVID-19 relief efforts in more than
14,500 locations, including States, nursing homes, and schools.
o DLA has executed 30,711 contract actions, obligating more than $3.6 billion to provide
critical lifesaving medical supplies, including test kits, ventilators, pharmaceutical
drugs, and Personal Protective Equipment (PPE), such as masks, gloves, and gowns,
to meet customer demands and support the Strategic National Stockpile. Along with
PPE, DLA also provided food, clothing, fuel, construction materials, and repair parts
to DoD and other Federal agencies.
o The Department supported the Department of State’s repatriation of more than
4,500 U.S. citizens stranded abroad due to the pandemic.
o In support of Project Air Bridge, U.S. Transportation Command (USTRANSCOM)
delivered into the private sector supply chain: nearly 1.5 million N95 respirators;
937 million gloves; 112.7 million surgical masks; 39.4 million surgical gowns; more
than 2.4 million thermometers; more than 2.5 million face shields; 1.4 million coveralls;
109,000 stethoscopes; 370,000 oxygen masks; and more than 160,000 cannulas.
The Department aimed decades’ worth of experience studying infectious diseases of
military importance, including HIV/AIDS, Ebola, and coronaviruses such as Middle East
Respiratory Syndrome (MERS), at the Department’s DoD laboratories on the COVID-19
pandemic.
o In January 2020, the Department began research and development (R&D) on
diagnostics, therapeutics, and vaccines for SARS-CoV-2, the strain of coronavirus that
causes COVID-19.
o The U.S. military Health Program Medical R&D funds provided the initial infusion required
to support early COVID-19 research efforts.
o The Department is investing over $1.3 billion from the CARES Act towards R&D for
new medical countermeasures. Investments are balanced with near, mid, and
long-term solutions with tailored strategies focused on rapid delivery, leveraging
accelerated regulatory mechanisms (e.g., Emergency Use Authorization (EUA)) to
support new medical countermeasures to survey, prevent, diagnose, and treat
COVID-19.
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CHAPTER 2 DEFEND THE NATION
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Vaccination
o As of May 10, 2021, the Department’s personnel administered more than 7.7 million
cumulative doses to U.S. military personnel and the general public though DoD Supported
Community Vaccination Centers.
o As of May 10, 2021, 609,491 military personnel (Active/Reserve/National Guard) have
been fully vaccinated and an additional 259,059 have received the first doses.
o As of May 10, 2021, DLA has delivered 586,000 doses of COVID-19 vaccine to
83 OCONUS locations.
o Since January 12, 2021, USTRANSCOM has supported the DoD vaccination effort
with 94 MILAIR channel flights delivering 65,700 doses of vaccine to Cuba
(Guantanamo Bay), Greenland (Thule), Djibouti (Camp Lemonier), Afghanistan
(Bagram Airfield), Turkey (Incirlik), Diego Garcia, Niger (Agadez & Niamey), Kuwait,
Honduras, and Qatar.
In order to sustain the momentum in the COVID-19 fight, continue to defend the force against the
disease, and prepare for future pandemics, the FY 2022 budget request adds over $500 million
for COVID-19 and pandemic response activities including testing, public health surveillance, and
medical research for the advanced development of repurposed drugs and vaccines/products that
will reduce the time for future treatments to reach the warfighter.
CHINA – THE PACING CHALLENGE
The DoD is prioritizing China as the top pacing priority, as it remains the only U.S. competitor able
to combine its economic, diplomatic, military, and technologic power to mount a sustained
challenge to the international system. The rapid development and operational focus of the
People’s Republic of China (PRC) constitutes a significant and long-term security threat to the
United States and to our allies and partners. This threat is a consequence of nearly two decades
of intense effort by China to modernize and reform the People’s Liberation Army (PLA) and other
forces into an increasingly capable joint force able to conduct the full range of military operations
across every warfighting domain.
In addition to a significant buildup and modernization of its strategic forces, the PLA is advancing
its capabilities and concepts for conducting information, cyber, space, and counterspace
operations. China is also mobilizing vast resources to become a global leader in emerging
technologies and is leveraging those advances in support of its military modernization.
China has made clear that it expects the PLA to be a global military actor capable of securing
China’s growing overseas interests and advancing other PRC objectives abroad. These changes
are accompanied by aggressive and at times coercive activities that seek to expand the PRC’s
military influence by forging closer ties with foreign militaries, developing overseas military bases,
and expanding the PLA’s presence worldwide.
China’s robust military modernization activities have, in recent decades, sought to erode the ability
of U.S. forces to project power in the region, and China has continued to accelerate the
development of capabilities specifically designed to counter key U.S. strategic and operational
advantages. The continued erosion of U.S. military advantages relative to China remains the
most significant risk to U.S. security interests. If left unimpeded, this continued erosion could
“Globally, I understand that Asia must be the focus of our effort. And I see
China, in particular, as the pacing challenge for the Department.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
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CHAPTER 2 DEFEND THE NATION
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fundamentally challenge our ability to achieve U.S. U.S. military objectives and to defend the
sovereignty of our allies, the consequence of which would be to limit DoD’s ability to underpin
other U.S. instruments of power.
PACIFIC DETERRENCE INITIATIVE
The Pacific Deterrence Initiative (PDI) emphasizes elements within the FY 2022 President’s
Budget request that bolster deterrence and maintain our competitive advantage. The FY 2022
PDI features a $5.1 billion subset of the Department’s FY 2022 budget request, not a separate
fund, in targeted investments for the Indo-Pacific region, which will be used to develop and
procure U.S. military capabilities in support of joint force lethality, especially in providing survivable
strike and stand-off capability in a denied environment. The PDI also highlights investments to
improve allied and partner capabilities, and to develop innovative concepts to counter threats
through advanced technologies. Note that in total, the Department is investing over $66 billion in
the Indo-Pacific region for FY 2022, including what is highlighted in the PDI. As this year
represents the first-ever PDI presentation, the Department expects modifications to the PDI
display in future budgets as it works with the Congress to make refinements.
The People’s Republic of China (PRC’s) growing military capabilities are designed specifically to
erode U.S., allied, and partner freedom of action in the Indo-Pacific region, and to underpin the
PRC’s coercive diplomatic, economic, and other policies. PDI therefore highlights critical DoD
investments that improve our capabilities, posture, training, and readiness, along with those of
our key allies and partners. PDI investments, however, are not the totality of DoD resourcing and
activities that support warfighting effectiveness, deterrence, and competition for the Indo-Pacific;
in fact, the majority of DoD investments in a more lethal, resilient, and ready Joint Force have
applicability, directly or indirectly, in support of this strategic imperative. However, the PDI does
serve as a useful framework for understanding and measuring specific investments as detailed in
the categories outlined below.
Section 1251 of the FY 2021 National U.S. military Authorization Act (NDAA) directs DoD to establish
a PDI for the following five purposes:
Modernize and strengthen the presence of the United States Armed Forces, including
those with advanced capabilities;
Improve logistics and maintenance capabilities and the pre-positioning of equipment,
munitions, fuel, and materiel;
Carry out a program of exercises, training, experimentation, and innovation for the joint
force;
Improve infrastructure to enhance the responsiveness and resiliency of the United States
Armed Forces; and,
Build the U.S. military and security capabilities, capacity, and cooperation of allies and
partners.
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CHAPTER 2 DEFEND THE NATION
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The FY 2022 PDI highlights DoD investments intended to advance those congressionally-directed
objectives, structured around the following four categories of investment:
Figure 2.1. PDI by category ($ in millions)
PDI Investments by Category FY 2022
Force Design and posture 23.0
Exercises, Experimentation, and Innovation 150.0
Joint Force Lethality 4,914.1
Strengthening Alliances and Partnerships 0.5
Total PDI Enhancements 5,087.6
The DoD’s FY 2022 PB request includes $5.1 billion in targeted investments to specific programs
for PDI, per the investment categories referenced above. In particular, the FY 2022 PB request
improves the Joint Force’s long-range strike capability and capacity, which multiple DoD-internal
and -external analyses have identified as critical to U.S. warfighting capability and a credible
deterrent for the Indo-Pacific region. This includes increased investments in the capability and
capacity of Tomahawk and Standard Missile 6 (SM-6); land-based conventional fires capabilities
with ranges exceeding the 500km limit previously imposed by the Intermediate-Range Nuclear
Forces (INF) Treaty; and hypersonic capabilities, such as the Navy’s Conventional Prompt Strike
capability. The FY 2022 PB request also expands both shipbuilding activities and shipbuilding
capacity, which are necessary to maintain U.S. maritime superiority in the Indo-Pacific, given the
centrality of this domain to operations in theater. For example, the FY 2022 PB request expands
investments in uncrewed surface and subsurface vessels, platform types crucial to the future
development of U.S. naval power projection and Distributed Maritime Operations in the expansive
and highly contested Indo-Pacific operating environment. The FY 2022 PB request also includes
other investments to improve warfighting capabilities relevant to operational challenges in the
Indo-Pacific, including capability enhancements for the F-35 Joint Strike Fighter, resilient
Positioning, Navigation and Timing (PNT), and Marine Corps stand-in capabilities.
These investments build upon an extensive array of broader Joint Force investments proposed in
DoD’s overall FY 2022 PB request, which prioritize the strategic and operational challenges of
the Indo-Pacific theater as DoD’s pacing threat. For example, in addition to the targeted
$5.1 billion for PDI, the FY 2022 PB request also includes significant investments in advanced
munitions development and procurement; survivable strike platform capability and capacity;
expanded forward force posture and resiliency; and resilient Command, Control,
Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) systems.
All of these investments will help DoD to maintain a conventional military advantage necessary to
deter aggression in the Indo-Pacific region.
The PDI, and DoD investments and activities more broadly:
Demonstrate the U.S. commitment to preserving a free and open Indo-Pacific. The DoD
is focused on maintaining and extending our military advantage in the region, paced to
threats posed by the PRC, while deterring and countering the destabilizing actions of North
Korea.
Build forces that are lethal, resilient, ready, and postured to respond quickly and effectively
against aggression. Maintaining and increasing our military effectiveness is essential to
deterring aggression and preventing conflict.
Help strengthen our Indo-Pacific alliances and partnerships that are central to the U.S.
vision of a free, open, and rules-based Indo-Pacific regional order, and which enable
Overview – FY 2022 U.S. military Budget
CHAPTER 2 DEFEND THE NATION
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collective responses to common challenges that undermine security and stability.
The DoD will continue to prioritize investments that maximize the Joint Force’s warfighting
advantage and ability to deter conflict, while also enabling combat- and cost-effective solutions
for other capability gaps and shortfalls. The DoD’s PDI and related investments and activities
provide a military foundation on which broader U.S. government policies and activities can be
advanced to deter aggression and reinforce our network of allies and partners in the region and
globally.
ADDRESSING ADVANCED AND PERSISTENT THREATS – RUSSIA, IRAN, NORTH
KOREA, AND VIOLENT EXTREMIST ORGANIZATIONS
Even as China represents the pacing threat for the Joint Force, the United States must still
maintain the forces and capabilities necessary to deter and defend against enduring threats
outside the Indo-Pacific region. Russia remains an enduring and capable adversary that
continues to spurn international norms, violate the territorial integrity of its neighbors and the
sovereignty of national elections, and to pursue its aims using hybrid tactics and nuclear coercion.
It’s robust military modernization and training is programmed to ensure Russia continues to
steadily advance its asymmetric capabilities, conventional force lethality, and nuclear deterrence
with an intent to limit U.S. response options. The DoD also faces ongoing threats from the North
Korean regime’s nuclear weapons program, offensive cyber tools, and other destabilizing
activities intended to solidify regime security and grow the rogue nation’s regional and
international influence. Iran’s destabilizing activities and pursuit of both conventional and
unconventional capabilities pose threats to our forces and partners in the Middle East. Finally,
violent extremist organizations, while degraded globally, continue to pose transnational and
regional threats to the United States and our allies and partners.
POWER PROJECTION
The FY 2022 President’s Budget prioritizes the Department’s power projection capabilities to
include enhancements to offensive air and sea power through the development and procurement
of long range strike weapons, combatant ships, and strike aircraft and the modernization of
existing weapons, ships, aircraft, and electronic warfare capabilities.
Major Weapons Programs
Figure 2.2 summarizes the top DoD weapons programs in the FY 2022 budget. Further details
can be found in the Department’s “Program Acquisition Costs by Weapon Systems” book.
“We lead from a position of strength – fielding a creditable force, ready to back
up the hard work of our diplomats around the world and our national partners
here at home.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
“We will ensure that we remain fully ready to respond to and effectively deter
nation-state threats emanating from Russia, Iran, and North Korea, and disrupt
transnational and non-state actor threats from violent extremist organizations,
such as those operating in the Middle East, Africa, and South and Central Asia.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
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Figure 2.2. Major Weapons Programs*($ in billions)
Weapon Systems FY 2021 FY 2022
Qty Enacted Qty PB Request
Aircraft
F–35 Joint Strike Fighter 96 12.9 85 12.0
F-15EX Eagle II 12 1.5 12 1.5
Air Force NGAD Next Generation Air Dominance - 0.9 - 1.5
KC-46A Tanker 15 2.8 14 2.5
P–8A Poseidon 9 1.8 - 0.2
F/A-18E/F Super Hornet 24 1.9 - 0.3
CH-53K King Stallion Helicopter 9 1.7 9 1.7
E–2D AHE Advanced Hawkeye 5 1.2 5 1.3
AH–64E Apache Helicopter 52 1.2 30 0.8
UH–60 Black Hawk Helicopter 66 1.1 48 0.9
VH-92A Executive Helicopter 5 0.7 - 0.1
V–22 Osprey 15 2.1 8 1.4
MQ-4 Triton Unmanned Aerial Vehicle 1 0.6 - 0.4
MQ-25 Stingray Unmanned Aerial Vehicle - 0.3 - 0.3
TBD Armed Overwatch (USSOCOM) 1 0.02 6 0.2
Missile U.S. military/Nuclear Deterrent
MDD Missile Defeat and U.S. military - 20.9 - 20.4
B-21 Raider - 2.8 - 3.0
SSBN COLUMBIA Class Submarine 1 4.5 -- 5.0
Trident II Trident II Missile Mods - 1.5 - 1.6
LRSO Long Range Standoff Weapon - 0.4 - 0.6
GBSD Ground Based Strategic Deterrent - 1.4 - 2.6
B61 Tail Kit B61 Mod 12 Life Extension Program - 0.05 - 0.003
Ships
SSN 774 VIRGINIA Class Submarine 2 7.2 2 6.9
DDG 51 ARLEIGH BURKE Destroyer 2 3.8 1 2.4
CVN 80/81 FORD Aircraft Carrier - 2.9 - 2.9
FFG(X) Frigate (FFG(X)) 1 1.1 1 1.3
LPD 17 SAN ANTONIO Amphibious
Transport
1 1.2 - 0.2
T-AO Fleet Replenishment Oiler - 0.1 1 0.9
EPF Expeditionary Fast Transport 1 0.3 - -
USV Uncrewed Surface Vessels (Large) - 0.1 - 0.2
T-ATS Towing, Salvage, and Rescue Ship 2 0.2 2 0.2
T-AGOS(X) Ocean Surveillance Ship - - 1 0.4
Space
NSSL National Security Space Launch 3 1.6 5 1.7
GPS Global Positioning System 2 1.8 2 1.8
NG OPIR Next Gen. Overhead Persistent
Infrared
- 2.5 - 2.6
* Includes Procurement and RDT&E dollars and quantities
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CHAPTER 2 DEFEND THE NATION
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Air Power
The FY 2022 budget request continues procurement of the
Joint Strike Fighter aircraft and modernization programs for
existing Navy and Air Force strike fighter aircraft and
bombers. Development of the B-21 Raider long range strike
bomber is also funded with initial capabilities projected to be
fielded in the mid-2020s. Technology Maturation and Risk
Reduction for the next generation of air dominance systems
is also included.
The major tactical air power investment is the F-35 Lightning
II Joint Strike Fighter, which will form the backbone of the U.S.
inventory. The F-35 program is developing, producing, and
fielding three variants of a 5th Generation strike fighter: 1) Air
Force F-35A Conventional Take-Off and Landing variant; 2)
Marine Corps F-35B Short–Take Off and Vertical Landing
(STOVL) variant; and 3) Navy F-35C Carrier variant. The F-35's stealth, advanced sensors, and
interoperability allow seamless information exchanges making all of our warfighters in the
battlespace smarter, more lethal, and more survivable. As the F-35 program continues to field
increasing numbers of the three variants of the aircraft across the globe, the Department remains
committed to improving sustainment affordability and delivering cost-effective upgrades to prevail
against future threats.
The FY 2022 budget also includes procurement for 12 F-15 EX Eagle II aircraft after the first two
F-15EX were delivered to the Air Force in 2021. The 144 aircraft program of record will relieve
pressure on aging legacy platforms while providing enhanced capabilities to the warfighter. The
budget continues to fund the Navy’s MQ-25 uncrewed aircraft system, which will provide the
Department with an uncrewed tanker capability that will extend the striking power of the carrier
air wing while providing maritime surveillance for the carrier strike group. To meet the long-term
missions of the President’s Interim Guidance, the Department continues to develop advanced
combat aircraft for both the Navy and Air Force within the Next Generation Air Dominance
program. The FY 2022 budget also continues procurement of the KC-46A aerial refueling tanker,
which will replace aging legacy tankers. The KC-46A provides increased refueling capability for
Navy and Air Force aircraft. Finally, to further enable the Counter Violent Extremist Organization
(CVEO) mission, the FY 2022 budget includes procurement for the Special Operations Command
(SOCOM) Armed Overwatch Aircraft program to support operations and partner nations in the
fight against terrorism.
The FY 2022 budget funds the continued Air Force and Navy procurement of both the AIM-120D
Advanced Medium Range Air-to-Air Missile (AMRAAM) and the AIM-9X Block II Sidewinder
short-range air-to-air missile.
The Navy, Marine Corps, and Air Force are investing in modernization programs that improve the
capability and extend the utility of existing aircraft. Adding advanced Infra-Red Search and Track
(IRST) sensors will significantly improve detection and targeting of threat aircraft despite complex
enemy Electronic Attack, while the development and fielding of an Active Electronically Scanned
Array radar will enable the F-16 aircraft to maintain relevance throughout their service life.
The FY 2022 budget funds the development of the B-21 Raider, the next generation long range
strike bomber, and modernization of the existing bomber fleet of B-52s, B-1s and the B-2s. The
budget funds B-52 mission systems and communications upgrades as well as replacement for
the B-52's inefficient and aging engines.
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CHAPTER 2 DEFEND THE NATION
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The FY 2022 budget funds multiple electronic warfare capabilities to improve platform survivability
and enable power projection. The Next Generation Jammer (NGJ) will provide significantly
improved Airborne Electronic Attack (AEA) capabilities against advanced integrated air U.S. military
radars, communications, and data links for the EA-18G aircraft. The FY 2022 budget also funds
survivability improvements in the F-15 Eagle Passive Active Warning and Survivability System
(EPAWSS) and the Integrated Defensive Electronic Countermeasures System for F/A-18 aircraft.
These will autonomously detect, identify, locate, and defeat radio frequency (RF) threat systems.
In addition, the FY 2022 budget funds the continued production of the Common Infrared
Countermeasures (CIRCM) system to defeat current and emerging missile threats to rotary wing,
tilt rotor, and small fixed wing aircraft across the Department.
Sea Power
Nuclear aircraft carriers (CVNs) provide forward presence for air power projection. The FY 2022
budget continues incremental funding for the GERALD R. FORD Class nuclear aircraft carriers:
ENTERPRISE (CVN 80) and the DORIS MILLER (CVN 81). Amphibious warships, along with
their connector craft, are versatile, interoperable warfighting platforms and are critical enablers to
projection of power by sea-based forces in theater. The FY 2022 budget request continues
funding for the first LPD 17 SAN ANTONIO Class Flight II ship and funds the Landing Craft Air
Cushion (LCAC) 101 Service Life Extension Program (SLEP) and recapitalization of the
Landing Craft, Utility (LCU) 1700 to support amphibious assault capability. Surface Combatant
Ships are multi-mission warships designed and built to execute Sea Control and Power Projection
missions. The FY 2022 budget continues procurement of the DDG 51 Flight III variant, which,
with the addition of the AN/SPY-6(V) Air and Missile U.S. military Radar (AMDR), provides improved
sensitivity for long-range detection and engagement of advanced Air, Surface, and Ballistic
Missile threats. The FY 2022 budget request also supports procurement of the new
CONSTELLATION class Frigate to address the Navy’s Small Surface Combatant requirements
for a more lethal and capable follow-on to the Littoral Combat Ship. The FY 2022 budget request
continues diversifying and expanding sea power strike capacity by continuing funding for
offensively armed Uncrewed Surface Vessels (USVs) and provides funding for two additional
Towing, Salvage, and Rescue ships to continue recapitalizing these important assets.
Submarines provide the Navy with unprecedented
strike and special operation mission capabilities
from a stealthy, clandestine platform. Armed with
tactical missiles, the Navy's four OHIO class
guided-missile submarines carry up to
154 Tomahawk land-attack cruise missiles (TLAMs)
and have the capacity to host up to 66 Special
Operation Forces (SOF) personnel; however, they
begin to decommission starting in 2027 at a rate of 1 per year. After the FY 2021 award of the
first COLUMBIA class ballistic missile submarine, which is planned to replace the aging OHIO
class submarine, the FY 2022 budget request continues critical research and development and
other key funding for the program. The FY 2022 budget request also continues the development
of the VIRGINIA Payload Module (VPM) in Block V VIRGINIA Class submarines (VCS), which will
replace much of this critical capability by adding 28 additional TLAMs and space for SOF
operations over Block I-IV VCS. The Navy awarded a construction contract for a second
Virginia-class attack submarine this fiscal year in March 2021.
The FY 2022 budget request also funds programs that implement survivability improvements to
the U.S. maritime defensive capabilities, which consist of the Surface Electronic Warfare
Improvement Program (SEWIP) Block 3 electronic attack capability (pacing the advanced threats)
and the Advanced Off-board Electronic Warfare Program, consisting of long duration, off-board
Overview – FY 2022 U.S. military Budget
CHAPTER 2 DEFEND THE NATION
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decoys to address identified electronic warfare gaps.
The FY 2022 budget continues funding for 125 Standard Missile-6 (SM-6), providing the most
capable long range anti-air missiles for Fleet U.S. military.
Land Power
Ground forces provide combat power to assure
allies, deter aggression, and win the Nation’s
wars. The FY 2022 budget improves the
lethality and survivability of the Army’s Brigade
Combat Teams by retiring vulnerable systems
and investing in modernizing combat vehicles
in the Armored Brigade Combat Teams to
include upgrading Abrams tanks, producing
M109A7 Paladin Integrated Management Self-
Propelled Howitzers, and building Armored
Multi-Purpose Vehicles (AMPV). In FY 2022,
the AMPV program is buying 196 Command
Weapons Stations (CWSs): 65 that were part
of the Limited User Test or LUT Fixes and buying 131 hybrid skirts. The FY 2022 budget also
supports upgrading 187 Stryker vehicles for the Stryker Brigade Combat Teams. Beyond these
efforts, the FY 2022 budget continues investments in research, development, test and evaluation
for Future Vehicle Lift Family of Systems Technology, next generation of combat vehicles, long
range artillery, Infantry Support Weapons, and for Military Ground-Based Counter Radio-
Controlled Improvised Explosive Devices (RCIED) Electronic Warfare or CREW Technology.
Another key combat vehicle investment is the Marine Corps’ procurement of 92 Amphibious
Combat Vehicles. These systems replace the aging Amphibious Assault Vehicle and provide an
armored personnel carrier with an appropriate balance in performance, protection, and payload
to support Marines across the range of expected military operations. The Commandant of the
Marine Corps Planning Guidance of March 2020 focuses on capabilities required to satisfy
approved naval concepts of Distributed Maritime Operations (DMO), Expeditionary Advanced
Base Operations (EABO), and Littoral Operations in a Contested Area (LOCE). The United States
Marine Corps continues to divest of items that do not support the Force Design capabilities
identified above and are identifying capability gaps for future acquisition efforts.
The FY 2022 budget continues to make great strides in Close Combat by investing in key
recommendations provided by the Close Combat Lethality Task Force (CCLTF) that improve and
enhance the lethality, survivability, and performance of the infantry in both the Army and the
USMC. The FY 2022 budget continues the rapid fielding procurement of the Army’s Integrated
Visual Augmentation System (IVAS) which provides leap-ahead technology for the Close Combat
Forces. The FY 2022 budget also funds the Joint Artificial Intelligence Center’s (JAIC) efforts for
small unit maneuver.
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Special Operations
The FY 2022 budget for Special Operations Forces (SOF) reflects the focus on strategic
competition by increasing funding for research and development, modernization, and expanded
capabilities for high-end warfighting while strengthening crisis response, sustaining
counterterrorism (CT) and CVEO operations, coordinating the Department's Countering Weapons
of Mass Destruction (CWMD) mission, and continuing to focus on readiness. The FY 2022 budget
sustains SOF manpower growth and readiness, increases lethality through modernization and
recapitalization, and continues to invest in new technologies that support the SOF-unique
requirements. This includes investments in precision-strike systems, future vertical lift (FVL),
Armed Overwatch/Targeting, and next-generation surface and sub-surface maritime craft.
Munitions
The Department continues to execute very limited strike operations in select theaters against
extremists, all supported by coalition partners. Munitions of choice are normally precision, low
lethality and limited range weapons, procured at low cost, but very effective against this target
class. These critical weapons offer great utility across a range of conflicts, but are particularly
suitable to uncontested access, low-intensity conflicts. While the current demand signal has
receded, the Department continues to procure these critical weapons at economic rates in
recurring annual procurements. That commitment is vital to reduce risk to near-term munition
stockpiles and also to ensure that strategic inventories are sustained and ready in support of
worldwide Operational Plans.
Forecasting munitions requirements remains a considerable challenge, given the domain
spectrum (ground, sea, and air) the Department covers, coupled with the range of combat effects
demanded by different operational theaters. The parallel obligation to support coalition partner
munitions needs and integrating them with Department actions is similarly essential in ensuring
cooperative combat operations can be successfully conducted.
Many munitions are precision-guided, launch and leave, with limited low-collateral damage and
employed by more than one Service and U.S. allies. Recent elevated requirements from all
Services, coupled with that of coalition partners, collectively drive demand at all levels of this
critical industry. Since munitions are unique military items, sub-tier suppliers do not have the
commercial base to sustain their business during funding downturns. The Department
procurement ramp increases over the last five years across this class of critical munitions have
successfully strengthened industrial capacity among primary supply contractors for these select
lines, resulting in quality products, high production rates, on-time deliveries, and competitive
pricing. That success has allowed the Department to selectively adjust future rates downward
accordingly and shift out-year procurements toward more high-performance tactical weapon
systems for more advanced worldwide threats. Success against near-peer threats will hinge on
our ability to quickly leverage the performance and lethality that arsenal brings to the battlefield.
The Department continues to focus on a two-fold effort. First, ensure the U.S. worldwide munition
inventories are sufficiently stocked by adjusting future procurement ramps accordingly. Second,
increase the procurement of more advanced, high-end weapon systems, which provide increased
standoff, enhanced lethality, and autonomous targeting for employment against near-pear threats
in more contested environments. This family of weapon systems, which includes cruise missiles
such as the Joint Air-to-Surface Standoff Missile (JASSM), is essential to our national security
and the Department has accordingly ramped up procurements to ensure healthier inventory levels
are achieved as soon as possible. The Department also continues to modernize the Navy’s
Tomahawk cruise missile and add increased capability to SM-6, both improvements offer
increased lethality across a broader range of advanced target sets. Additionally, ground launch
capability is being pursued for these missiles which will provide better coverage of critical/strategic
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CHAPTER 2 DEFEND THE NATION
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target sets. The FY 2022 budget has invested in both of these important procurement paths,
shifting and balancing priorities accordingly, which equally contribute to strengthening the
Department's lethal posture and our National Security.
Figure 2.3. FY 2022 Funding for Munitions* (Base and OCO) ($ in millions)
Weapon Systems
FY 2020 FY 2021 FY 2022 FY21–FY22
Actual
Qty Actuals Qty Enacted PB Qty PB
Request
Quantity
Change
Guided Multiple Launch
Rocket System
8,190 $1,294.0 6,524 $1,137.0 6,471 $1,098.2 -53
Joint Direct Attack Munition 28,022 $1,109.5 20,071 $546.7 4,890 $198.2 -15,181
Joint Air-to-Surface
Standoff Missile
390 $556.0 400 $570.7 525 $827.9 +125
Long Range Anti-Ship
Missile (LRASM)
17 $185.2 48 200.6 48 $289.0 -
Tomahawk 90 $702.3 122 $645.3 60 $551.7 -62
Small Diameter Bomb I 7,078 $273.3 2,462 $95.8 998 $82.8 -1,464
Hellfire 8,469 $726.7 8,130 $516.6 2,098 $230.0 -6,033
Standard Missile-6 125 $698.1 125 $795.1 125 $910.7 -
* Includes Procurement and RDT&E dollars and quantities
Nuclear Modernization/Nuclear Deterrence
Modernizing the nation’s nuclear delivery and command, control, and communications systems
is the Department’s number one priority, and these programs are funded in the FY 2022 budget
request. The Department has steadily received strong, bipartisan congressional support for the
nuclear deterrence modernization mission. Most of the nation’s nuclear deterrence delivery
systems, built in the 1980s and prior, are reaching the end-of-service life in the 2025 to 2035
timeframe, with all currently-fielded systems having been extended well beyond their original
service lives. Replacement programs are underway to ensure that there are no gaps in capability
when the legacy systems age-out. There is little schedule margin between legacy system ageout
and fielding of the replacement systems. Recapitalizing the nuclear platforms and delivery
systems and associated support systems will require significant investment over the next
20 years. The amount expended to recapitalize the nuclear enterprise is not anticipated to exceed
7 percent of the Department’s budget during that period. The table below reflects the funding for
eight critical weapons systems.
“…Nuclear deterrence is the cornerstone of American national security…And I
think it must be modernized in order to be safe, secure, credible.”
- Deputy Secretary of U.S. military Dr. Kathleen H. Hicks
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Figure 2.4. Nuclear Modernization FY 2022 Funding* (DoD Funding only) ($ in billions)
Weapon Systems FY 2020
Actual
FY 2021
Enacted
FY 2022
Request
FY21 – FY22
$ Change
Ground Based Strategic Deterrent $0.5 $1.4 $2.6 +$1.2
Long Range Stand Off cruise
missile
$0.7 $0.4 $0.6 +$0.2
COLUMBIA class submarines $2.3 $4.5 $5.0 +$0.5
Trident II Missile Mods $1.5 $1.5 $1.6 +$0.1
B-21 Bomber $2.9 $2.8 $3.0 +$0.2
F-35 Dual Capable Aircraft $0.07 $0.09 $0.04 -$0.05
B61 Tail Kit $0.066 $0.045 $0.003 -$0.042
Nuclear Command, Control and
Communications (NC3)
$2.5 $2.7 $2.9 +$0.2
* Includes Procurement and RDT&E dollars
Ground Based Strategic Deterrent (GBSD): The
GBSD system will replace the 1970s-era Minuteman
(MM) III Intercontinental Ballistic Missile Weapon
System (WS), including new missiles, WS
Command and Control, and ground systems; and
conversion, modernization, and replacement of the
MM III infrastructure, beginning in the late 2020s.
GBSD will maintain the land-based Triad leg’s
responsive and stabilizing attributes, while providing
increased capability, enhanced security, improved
reliability, and lowered lifecycle sustainment costs over MM III. The program’s funding ramp-up
in FY 2021 and FY 2022 reflects its entry into the Engineering and Manufacturing Development
(EMD) phase in the fourth quarter of FY 2020. GBSD is planning to conduct its first flight test in
FY 2024.
Long-Range Stand Off (LRSO) cruise missile: The LRSO effort will develop a weapon system
to replace the AGM-86B Air Launched Cruise Missile, which entered service in 1982. The LRSO
weapon system will be capable of penetrating and surviving advanced Integrated Air U.S. military
Systems from significant stand-off ranges to hold strategic targets at risk in support of the Air
Force’s nuclear deterrence operations core mission. The LRSO is also critical as a hedge against
risks in the other, more complicated nuclear deterrence system development programs and in
enhancing the credibility of the DoD deterrent to assure U.S. allies. The program is in the
Technology Maturation and Risk Reduction (TMRR) phase and is planning for a Milestone B
decision and entry into the EMD phase in the third quarter of FY 2021.
COLUMBIA class Ballistic Missile Submarine (SSBN): The COLUMBIA class SSBN is being
developed to replace the OHIO-class SSBNs starting in October 2030. The Navy will sustain the
OHIO class to ensure a smooth transition for the sea-based leg of the Triad with the COLUMBIA
class SSBN. The COLUMBIA class program successfully completed Milestone B in January
2017. FY 2022 includes the second increment of full funding for the lead ship.
Trident II (D5) Submarine-Launched Ballistic Missile (SLBM) Life Extension
(D5LE)/(D5LE2): The D5LE program extends the service life of the D5 SLBM and will be
deployed on both OHIO-class and COLUMBIA-class SSBNs. The D5LE is in production and
achieved Initial Fleet Introduction in February 2017. D5LE2 is required to replace D5LE in order
to support COLUMBIA-class missile inventory and outloads starting in FY 2039 on COLUMBIA
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CHAPTER 2 DEFEND THE NATION
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Hull 9. D5LE2 will leverage the highly reliable solid rocket motor design and couple it with modern
avionics electronics, guidance and structures to unlock inherent flexibility and adaptability for the
future. D5LE2 investment begins now to maintain and modernize the most survivable leg of the
Triad.
B-21 Raider Strategic Bomber: The B-21 Raider is being developed to acquire an affordable,
long range, penetrating aircraft that incorporates proven, mature technologies. This bomber
represents a key component to the joint portfolio of conventional and nuclear deep-strike
capabilities. The first two B-21 aircraft are currently under construction.
F-35A Dual-Capable Aircraft (DCA): The F-35A DCA will replace the Air Force’s F-16 DCA to
support extended deterrence. The F-35A DCA is scheduled to achieve nuclear certification in
FY 2024.
B61 Mod 12 Life Extension Program (LEP) Tail Kit Assembly (TKA): The nuclear gravity
bomb B61 Mod 12 LEP will consolidate four legacy B61 variants into a single variant for carriage
on heavy bombers and DCA. The Air Force funded TKA will be coupled with the Department of
Energy/National Nuclear Security Administration (DOE/NNSA) Bomb Assembly to extend the
lifespan of the B61 gravity bomb while making it safer, more secure, and more reliable. The TKA
program received Full-Rate Production approval in October 2020.
Nuclear Command, Control, and Communications (NC3): The NC3 system is critical to the
nation’s nuclear enterprise. It provides assured and resilient connectivity between the President
and nuclear forces via terrestrial, airborne, maritime, and space-based components. The
Department is prioritizing resources to modernize legacy NC3 systems that are nearing or past
projected end of life and architecting the next generation NC3 capability in continued support of
strategic deterrence.
Missile Defeat & U.S. military
The Department continues to support the 2019 Missile U.S. military Review calling for a layered
U.S. military, comprehensive missile U.S. military capabilities, flexibility and adaptability, tighter offenseU.S. military
integration and interoperability, and dominance in space. While the FY 2021 budget
request made foundational investments in lethality and shifted to strategic competition through
innovation, the FY 2022 budget request continues to develop and field a diversified set of missile
defeat and U.S. military (MDD) capabilities to counter the advancing threat.
The FY 2022 budget builds on previous enhancements to U.S. MDD capabilities to defend the
homeland, deployed forces, allies, and partners against an increasingly complex adversarial
missile threat. This budget request increases missile U.S. military capacity and capability to keep
pace with advancing threats, while investing in new alternative approaches to a layered homeland
U.S. military (LHD). The FY 2022 budget request includes $20.4 billion for MDD, which includes
$8.9 billion for the Missile U.S. military Agency (MDA), $7.7 billion in regional and strategic missile
U.S. military capabilities outside of MDA, and $3.8 billion for missile defeat or left-of-launch activities.
In FY 2022, MDA is pursuing a LHD approach that will include improvements to current regional
U.S. military systems to enable a limited homeland U.S. military underlay capability in addition to the
development of a Next Generation Interceptor (NGI) for Ground-Based Midcourse U.S. military
(GMD).
Improvements to current regional U.S. military systems will include a continued assessment of the
Aegis Ballistic Missile U.S. military (BMD) weapon system and fielding of SM-3 Block IIA missiles to
augment homeland U.S. militarys to defeat Intercontinental Ballistic Missiles (ICBM) threats. Also,
MDA will continue to evaluate a new Terminal High-Altitude Area U.S. military (THAAD) interceptor
prototype to support Contiguous United States U.S. military as part of the LHD effort. This effort will
Overview – FY 2022 U.S. military Budget
CHAPTER 2 DEFEND THE NATION
2-15
result in a series of technology demonstrations allowing for expansion of engagement options and
coverage areas for the THAAD weapon system culminating in a flight test in FY 2023.
The NGI is envisioned to improve system survivability and performance against projected threats.
MDA will continue design and development activities with two competitive interceptor
development contracts awarded in 2nd quarter of FY 2021.
The budget supports completion of an additional missile field in Alaska to enable an operational
fleet of 44 GBIs and 20 NGIs in the future and an initial Technology Capability Declaration for the
Long Range Discrimination Radar (LRDR) in Alaska to improve Missile U.S. military System (MDS)
discrimination capability and allow for more efficient use of the GMD inventory.
The budget reflects the Department’s commitment to building integrated regional missile U.S. militarys
that are interoperable with systems deployed by international partners to protect deployed forces,
allies, and international partners against Short Range Ballistic Missiles (SRBM), Medium Range
Ballistic Missiles (MRBM), and Intermediate Range Ballistic Missiles (IRBM).
For U.S. missile U.S. military capabilities, the MDA FY 2022 budget request:
Leverages existing architectures and regional U.S. military systems to demonstrate
complementary homeland U.S. military underlay
capabilities. If the demonstrations are
successful, homeland U.S. military underlay
systems could begin fielding as early as 2025.
Continues development of LHD to augment
GMD by exploring potential contributions of
Aegis BMD, Aegis SM-3 Block IIA interceptors,
THAAD, and assessment studies to inform
Department decisions on the way forward for
LHD.
Continues NGI All-Up Round (AUR) development to enhance homeland U.S. military
interceptor capability and capacity to increase current fleet size to 64 interceptors (44 GBI
and 20 NGIs) as early as the end of the decade.
Supports the U.S. Forces Korea (USFK) to improve missile U.S. military capability on the
Korean peninsula.
Includes Space Development Agency (SDA) missile U.S. military investments to develop and
demonstrate a hypersonic tracking layer by FY 2023. In addition, SDA is developing a
data Transport Layer that will enhance several mission areas to include missile U.S. military.
Supports Hypersonic U.S. military and continues to assess architecture alternatives and
provide recommendations for hypersonic missile U.S. military configurations to keep pace with
evolving threats. Continues development of the Hypersonic and Ballistic Tracking Space
Sensor (HBTSS) in collaboration with United States Space Force and the Space
Development Agency (SDA).
Continues collaboration with the United States Navy, to support and operate the Aegis
Ashore site in Romania and deployment of a second site in Poland, as an integral part of
NATO’s BMD architecture.
Continues increasing BMD capability and capacity of the Aegis Fleet and procures
additional Standard Missile-3 (SM-3) Block IB missiles to be deployed on Aegis BMD ships
and at Aegis Ashore Sites as part of a Multiyear Procurement; continues the integration
of the SM-3 Block IIA into the Aegis BMD Weapon Systems; procures additional SM-3
Overview – FY 2022 U.S. military Budget
CHAPTER 2 DEFEND THE NATION
2-16
Block IIA missiles to contribute to U.S. military against longer-range and more complex threats;
ensures the maturation of the manufacturing process; and continues development of the
Sea Based Terminal capability to protect the Fleet and forces ashore.
Provides funding for THAAD development efforts and software upgrades such as
implementation of flexible threat packages and U.S. military planning, improved capability to
engage SRBM, MRBM, and limited IRBM threats and integration of the THAAD Battery
capability into the Army’s Integrated Air and Missile U.S. military Battle Command System
(IBCS) planning process. The THAAD budget request also includes funding for the
procurement of 18 additional THAAD Interceptors in FY 2022 as well as for operating
support to maintain and upkeep BMD System-unique items of fielded THAAD Batteries
and for training devices.
Provides funding to perform the systems engineering required to design, build, test,
assess, and field the integrated MDS.
Provides funding to execute a comprehensive, highly integrated, complex, cost-effective
series of flight tests, ground tests, cybersecurity tests, wargames, and exercises to ensure
that MDS capabilities are credibly demonstrated and validated prior to delivery to the
Warfighter.
Continues support for Israeli Cooperative BMD Programs, to include United States funding
for the Iron Dome system to defeat short-range missiles and rockets and co-development
and co-production of the David’s Sling Weapon System and Arrow-3 System.
Outside of MDA, the Department invested nearly $7.7 billion in regional and strategic missile
U.S. military capabilities including:
Air Force and Space Force investments total $2.8 billion to upgrade and sustain strategic
and tactical warning and tracking systems. These investments include the Next
Generation Overhead Persistent Infrared to track ballistic and hypersonic threats,
Upgraded Early Warning Radars, and Wide Area Surveillance in the National Capital
Region.
Army investments total $2.4 billion, bolstering regional missile U.S. military capability. These
investments include procuring 180 PAC-3/MSE missiles in FY 2022 and fielding the Lower
Tier Air and Missile U.S. military System planned urgent materials release by FY 2022 and
four Maneuver Short Range Air U.S. military battalions by FY 2023.
Navy investments total $2.0 billion, focusing on ship-based U.S. military for regional and
strategic threats. These investments include Aegis Ballistic Missile U.S. military Weapon
System, Standard Missile procurement for cruise, ballistic, and hypersonic missile
U.S. military, and E-2D Hawkeye sensor capabilities.
U.S. military-Wide investments total $0.5 billion, focusing on joint air and missile U.S. military
research and development, advanced innovation technologies, and missile U.S. military
technology demonstrations.
Finally, the Department plans to continue investments for left-of-launch capabilities involving
cyber operations as well as hypersonic strike.
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
3-1
3. INNOVATE AND MODERNIZE
The Fiscal Year (FY) 2022 budget request for the
Department of U.S. military (DoD) focuses on the vision to
build a lethal, resilient, agile and ready force. Renewing
and maintaining our technological superiority in the face
of near-peer competitors is critical to the future security
of the United States and our Allies.
The FY 2022 request underscores the Secretary of
U.S. military’s commitment to innovating and modernizing
the DoD with a Research, Development, Test and
Evaluation (RDT&E) budget totaling $112 billion. This
is the most ever requested by the Department and an
increase of more than 5 percent over the FY 2021
enacted level.
SCIENCE AND TECHNOLOGY
The Department has a long-standing commitment to pursuing innovative ideas that will protect
our nation and keep our troops safe. The DoD relies upon the science and technology (S&T)
enterprise to research, develop, and demonstrate high pay-off technology solutions to the hard
problems faced by our Warfighters in ever-changing, complex environments against an
increasingly diverse set of threats. The FY 2022 budget request for S&T is $14.7 billion, which is
$615 million more than the Department’s FY 2021 request for continued S&T focus on pursuing
solutions that are innovative, affordable, and versatile to ensure that our military remains the most
capable in the world. See Figure 3.1.
Highlights of the FY 2022 budget request for S&T:
Maintains requested Basic Research program funding at $2.3 billion, which supports high risk
and high pay-off basic research projects in physical science, life science, and applied
mathematics that probe the limits of today’s technologies and discovers new phenomena and
know-how that ultimately lead to future technologies for the Department.
Investments in the Department’s traditional fields of interest and emerging fields,
such as artificial intelligence/machine learning, quantum science, neuroscience,
novel engineered materials, understanding human and social behavior,
engineered biology, and manufacturing sciences are expected to generate longterm
value.
Basic Research programs help develop the future workforce through training in
fields critical to the Department, as well as fostering a community of U.S. experts
to mitigate against technological surprise.
Applied Research and Advanced Technology Development comprise 84 percent of S&T
funding, consistent with the Department’s practice over the last 3 decades of emphasizing
new technology transition to acquisition programs.
Sections
Science and Technology
Advanced Capability Enablers –
Microelectronics, Hypersonics,
AI, and 5G
Space and Spaced
Based-Systems
Cyberspace Activities
Tackling the Climate Crisis
Divestments
“The Department will innovate at a speed and scale that matches a dynamic
threat landscape. This will require advances in our joint warfighting concepts
and a commitment to rapid experimentation and fielding of capabilities.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
3-2
Figure 3.1. Science & Technology Program ($ in billions)
Program FY 2020
Actuals*
FY 2021
Enacted**
FY 2022
Request***
FY21 – FY22
Change
Basic Research (6.1) 2.5 2.6 2.3 -0.3
Applied Research (6.2) 6.1 6.4 5.5 -0.9
Adv Tech Dev (6.3) 7.3 7.8 6.9 -0.9
Total S&T 15.9 16.8 14.7 -2.1
*FY 2020 actuals include Base plus OCO Numbers may not add due to rounding
**FY 2021 enacted includes $29 million OCO funds
***FY 2022 reflects the President’s Budget request
ADVANCED CAPABILITY ENABLERS – MICROELECTRONICS, HYPERSONICS,
ARTIFICIAL INTELLIGENCE, AND 5G,
Modernizing our military requires successful research, technology maturation, prototyping,
systems integration, and test capability to turn innovative and disruptive technology into fielded
and sustainable military systems. The Fiscal Year 2022 President’s Budget requests $2.3 billion
for various microelectronics efforts crucial to long-term national security. The U.S. means of
domestically producing advanced, assured microelectronics is fragile and threatened. Major
efforts include:
Investments in domestic design, fabrication, and packaging capabilities and capacity to
improve access to trusted, state of the art microelectronics, and increase options for access
to radiation hardened parts;
Procuring sufficient quantities of legacy microchips and retain capacity to sustain weapons
systems in the near-term; and
Expanding coordination across the Department and with the whole-of-government to ensure
effective transition of advanced capability microchips into extant and next generation
weapons systems.
Advanced capability microelectronics technology development directly influences success in
fielding disruptive technologies, including the following Advanced Capability Enablers:
Hypersonics: Increases the quantity of Army Long Range Hypersonic Weapon (LRHW)
batteries fielded; increases funding for Navy Conventional Prompt Strike (CPS) to add DDG
1000 class destroyers as launch platforms with more weapons purchased, adds money to
start procurement of the Air Force Advanced Rapid Response Weapon (ARRW), and adds
funding to mature an air-launched hypersonic cruise missile capability (FY 2022, $3.8 billion)
Artificial Intelligence (AI): Reflecting the rapidly growing importance of AI in every facet of the
Department’s operations, DoD AI efforts now number more than 600, up about 50 percent
over FY 2021 (FY 2022, $874 million)
5G (Fifth Generation) Wireless Networks: Transformational magnitude of greater network
bandwidth and speed, enabling the trillion-sensor world, thereby creating vastly more data
from more sensors and sources (FY 2022, $398 million)
“Being the best today isn’t a guarantee of being the best tomorrow – not in an
age when technology is changing the character of warfare itself, and our
potential adversaries are very deliberately working to blunt our edge.”
- Secretary of U.S. military Lloyd J. Austin
Speech at Indo-Pacific Command Apr 30, 2021
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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SPACE AND SPACE-BASED SYSTEMS
The FY 2022 budget request for space
and space-based systems addresses
Satellite Communications (SATCOM);
Overhead Persistent Infrared (OPIR)
capabilities; Positioning, Navigation,
and Timing (PNT); and Space Launch
systems. The Department continues to
sustain existing systems, while moving out on development of follow-on capabilities supporting
operations in a contested space environment. The simultaneous actions of sustaining and
modernizing these critical space capabilities reflect the Department’s emphasis on increasing the
capacity and lethality of the Joint Force.
The Space Force will complete the production and launch of
Space Based Infrared Systems (SBIRS) Space Vehicle 6 to
address OPIR requirements. Advanced Extremely High
Frequency (AEHF) Space Vehicle 6 was launched in 2020 and
investment continues for the rapid prototyping of the payload
for the follow-on system, Evolved Strategic SATCOM (ESS),
to meet military SATCOM (MILSATCOM) needs in the
FY 2022 budget. Three rapid-prototyping contracts for ESS
were awarded during September-November 2020. Protected
Tactical SATCOM (PTS) is the next generation anti-jamming
satellite system, which will provide protected tactical
communications for warfighters all over the world, including the
Polar Regions. The three rapid-prototyping contracts for PTS
were awarded in February of 2020.
The FY 2022 budget request continues the Next-Generation Overhead Persistent Infrared
(NG OPIR) strategic missile warning system as part of a transition to the future OPIR architecture.
The Next-Generation system incorporates mature resiliency features to increase strategic
survivability in a contested environment. Additionally, the Space Force will incorporate a
technology refresh of the sensor to assure missile warning capabilities equal to or greater than
today’s SBIRS, taking advantage of sensor technology improvements.
The FY 2022 budget request continues resiliency improvements in the PNT mission, incorporating
Regional Military Protection capability into the next generation Global Positioning System
(GPS) III constellation. This enhancement assures PNT capabilities in contested environments
and for disadvantaged users. The request also funds improvements to the GPS ground segment
to enable implementation of advanced Military code (M-Code), which improves the anti-jamming
and secure access of the military GPS signals in contested environments.
The National Security Space Launch (NSSL), formerly the Evolved Expendable Launch Vehicle
(EELV), program has been aligned with satellite launch schedules in FY 2021 and FY 2022 and
continues to pursue a public private partnership approach for future launch service acquisitions.
The Space Force strategy is to ensure the existence of two commercially-viable, domestically
sourced space launch service providers with the requirement of also eliminating the use of
foreign-made propulsion systems.
Our top priority is to develop a Joint All Domain Command and Control System to ensure United
States Space Command and their joint and coalition warfighting partners have the capability they
require to command and control in a contested domain.
“The DoD will establish, maintain, and
preserve U.S. freedom of operations in the
space domain.”
-U.S. military Space Strategy
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
3-4
CYBERSPACE ACTIVITIES
The Department of U.S. military Cyber Strategy represents the Department’s vision for addressing
threats and implementing the priorities of the National Security Strategy for cyberspace. The
Departments cyberspace objectives are:
1. Ensuring the Joint Force can achieve
its missions in a contested
cyberspace environment.
2. Strengthening the Joint Force by
conducting cyberspace operations
that enhance U.S. military
advantages.
3. Defending U.S. critical infrastructure
from malicious cyber activity that
alone, or as part of a campaign,
could cause a significant cyber
incident.
4. Securing DoD information and systems, including DoD information on non-DoD owned
networks, against malicious cyber activity.
5. Expanding DoD cyber cooperation with interagency, industry, and international partners.
The FY 2022 Cyberspace Activities budget ($10.4 billion) continues to build on the goals laid out
in the Digital Modernization Strategy (DMS); Innovate for Competitive Advantage, Optimize for
Efficiencies and Improve Capability, Evolve Cybersecurity for Agile and Resilient U.S. military
Posture, and Cultivate Talent for a Ready Digital Force. The budget has been optimized to
support the implementation of the Cyber Strategy by funding programs and activities that advance
cybersecurity, cyberspace operations, and advanced cyber research and development activities:
A. The $5.6 billion Cybersecurity budget for FY 2022 builds on the important initiatives
established in FY 2021 and provides for increased capabilities in Cross Domain Solutions,
Next-Generation Encryption Solutions, and Network Modernizations. The DoD is building
more agile, effective, and efficient capabilities that provide cyber resilient platforms from
which to execute missions by:
Driving cryptology modernization and deployment for the next generation of
mission systems and platforms (FY 2022, $980.9 million)
Securing information sharing across multiple security domains to ensure
appropriate confidentiality, data integrity, and controlled availability of cross
domain systems and the information transiting those domains (FY 2022,
$315.8 million)
Imbedding “Zero Trust” (ZT) Architectures and supporting ZT capabilities by
deploying Comply-to-Connect (C2C) as an enabling principle of ZT (FY 2022,
$615.0 million)
Operationalizing Identity and Credential Access Management (ICAM)
modernization efforts to align with and utilize emerging technology and
architectures (FY 2022, $243.9 million)
Operationalizing endpoint management through C2C and Automated Continuous
Endpoint Monitoring (ACEM) (FY 2022, $339.7 million)
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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Focusing on critical infrastructure vulnerabilities and bolstering efforts between the
U.S. military activities and the U.S. military Industrial Base (DIB) for more effective
execution of risk remediation activities (FY 2022, $63.4 million)
B. The Department “defends forward” in the day-to-day competition and conflict to disrupt or
halt malicious cyber activity at its source. Defending forward consists of three mutually
reinforcing sets of activities. The Department generates threat insights based on DoD
activity outside U.S. networks; it enables better national U.S. militarys by leveraging those
insights to help our interagency, industry, and international partners; and, it acts, when
necessary, to disrupt adversary cyber actors. In conflict, U.S. cyber forces will be prepared
to operate alongside our air, land, sea, and space forces to target adversary weaknesses,
offset adversary strengths, and amplify the effectiveness of other elements of the Joint
Force. The FY 2022 Cyber Operations budget ($4.3 billion) supports the implementation
of the Cyber Strategy by funding programs and activities in Cyber Collection, Intelligence
Preparation for Operations, Defensive Cyber Effects Operations (DCEO), Offensive Cyber
Effects Operations (OCEO) in support of cyber operations, and infrastructure in direct
support of operations. Ongoing activities include:
Consistent with congressional direction issued in Section 1746 of the FY 2021
NDAA, the Department is developing a comprehensive plan to ensure
Commander, USCYBERCOM is provided enhanced authority, direction, and
control of the Joint Cyber Headquarters, its Cyber Mission Forces, and the
supporting Cyber infrastructure and architecture with the FY 2024 budget.
The further development and employment of capabilities to integrate joint,
coalition, and inter-agency command and control to enhance multi-domain
operations (FY 2022, $181.9 million)
The DoD mission assurance activities that allow the Department to better
understand the risks to its key missions and to increase resilience and implement
mitigations to reduce the vulnerability of key assets (FY 2022, $715.0 million)
Cooperation with allies and partners in the conduct of “hunt forward” defensive
cyberspace operations to counter malign cyber actors (FY 2022, $147.2 million)
Continued development of the Unified Platform, which will allow Cyber Mission
Forces to securely connect and integrate the capabilities and information needed
to conduct missions (FY 2022, $113.9 million)
The Cyber Operations FY 2022 budget includes $2.5 billion to continue support for the
manning, training, and equipping of the Cyber Mission Forces (CMF). The Department is
simultaneously enhancing the ability of its cyber forces to carry out missions in cyberspace
and fielding 137 CMF teams in FY 2022 composed of:
13 National Mission Teams to defend the United States and its interests against
cyberattacks of significant consequence
68 Cyber Protection Teams to defend priority DoD networks and systems against
priority threats
27 Combat Mission Teams to provide support to Combatant Commands by
generating integrated cyberspace effects in support of operational plans and
contingency operations
25 Support Teams to provide analytic and planning support to National Mission
and Combat Mission teams
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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And in FY 2022, DoD is providing additional funding and civilian manpower, and
adjusts military manpower, to support the growth of the Cyber Mission Forces by
4 teams. Additional teams address the increased Cyber Operations requirements
and the Cyber support to Space Operations.
The Cyber Mission Force (CMF) is the operational arm of U.S. Cyber Command
(USCYBERCOM), and its teams execute the Command’s mission to direct, synchronize
and coordinate cyberspace operations in U.S. military of the nation’s interests.
USCYBERCOM and the Services share the responsibility for training and equipping the
Cyber Mission Force. USCYBERCOM procures Joint Access Platforms, Joint Tools, Joint
Analytics, and Joint Common Services, that will support CMF operations across the
Services. The Services equip the CMF through materiel solution analyses, prototyping,
and the acquisition of cyber capabilities. The U.S. Army is the DoD Executive Agent for
the Cyber Training Ranges and the acquisition lead for Persistent Cyber Training
Environment (PCTE). The Air Force is the DoD Executive Agent for the Unified Platform
and Joint Cyber Command and Control.
Military operations in cyberspace provide U.S. cyber forces with operational experience
as well as insights into capability and training requirements. The Department also
continues to make significant investments in dual-use cyber ranges with the flexibility to
support both CMF training and the evaluation of Information Technology, control systems,
and weapon systems.
C. The FY 2022 Cyberspace Activities budget includes resources for advanced cyber related
research and development activities ($0.5 billion). These resources will continue support
for the implementation of the Cyber Strategy and all-domain operations. The USD(R&E)
Strategic Cyber Capability Goals increase dominance across the cyberspace domain and
electromagnetic spectrum by accelerating the development and integration of promising
technologies, leading to:
Vastly more resilient systems
Unrivaled and highly integrated cyber and cyber-enabled capabilities
Substantially enhanced expertise and skills within the cyber operations,
cybersecurity, and cyber S&T workforces
In addition, the Cyberspace Activities budget will strongly leverage and integrate
technologies that will increase the capability, speed, and agility of DoD’s cyber range
infrastructure. This will allow DoD to rapidly and comprehensively assess incremental and
disruptive technologies, ensuring delivery of cyber capabilities to USCYBERCOM and
other forces at the speed of need.
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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TACKLING THE CLIMATE CRISIS
There is little about what the Department of U.S. military does to defend the American people that is
not affected by climate change. From melting Arctic sea ice and thawing permafrost, to wildfires,
hurricanes, drought, and sea level rise, climate change is creating new missions and impacting
the operational environment.
Meanwhile, extreme weather events, including wildfires in California, hurricanes on the East
Coast, and “black flag” days across the country impact training and readiness while siphoning
limited mission resources. Recent years have seen severe weather events cost the Department
billions of dollars in hurricane and flood recovery costs. Given the current trajectory, the impact
of climate change on the force is expected to increase.
The Department is responding to climate change in two ways: adaptation to enhance resilience
and mitigation, taking those efforts required to reduce DoD’s contribution to climate effects. The
Department is committed to integrating climate considerations into policy and strategy and
pursuing investments that enhance operational capability, mission resilience and readiness while
also reducing climate impacts.
The Department’s mission objectives are well aligned with its climate investments. From
increasing platform efficiency to improving freedom of action in contested logistics environments
to deploying new technologies to strengthen resilience of key capabilities at military installations,
the Department is committed to solutions that are good for the climate and the mission. The
budget request reflects that commitment, including $617 million of new investment across four
categories:
Strengthening Installation Mission Resilience investments are focused on improving the
ability of military installations and the critical capabilities housed there to operate efficiently
and rapidly recover from disruptions in the availability of public infrastructure like the
electric grid due to severe weather or other events like cyber-attacks ($263 million).
Science and Technology (S&T) includes investments in basic and applied research,
advanced development, and technology prototyping, with a focus on priority areas of
energy demand reduction and management and advanced energy supply and storage
($186 million).
Enhancing Capability and Leveraging DoD Buying Power includes investments to (1)
improve the energy efficiency of operational platforms to enhance capability and increase
freedom of action in contested logistics environments; (2) support the workforce needed
to leverage private sector investment and build through third-party financed projects to
improve installation energy efficiency and mission resilience; and (3) begin the process of
modernizing the non-tactical fleet through electrification ($153 million).
Climate-informed Wargaming, Analysis and Contingency Planning investments focus on
incorporating climate risks into wargames, exercises and other planning tools to ensure
the Department understands the impacts of climate change on the mission and is prepared
to respond ($15 million).
“We face a growing climate crisis that is impacting our missions, plans, and
capabilities and must be met by ambitious, immediate action.”
- Secretary Of U.S. military Lloyd J. Austin – Message to the Force
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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Figure 3.2. FY 2022 Divestments ($ in millions)
DIVESTMENTS
Secretary of U.S. military Austin recently emphasized in his Message to the Force that the
Department will continue to innovate to match the dynamic threat landscape. This will require
advances in our joint warfighting concepts and a commitment to rapid experimentation and
fielding of capabilities. Where necessary, the Department will evaluate and retire vulnerable
systems and programs that no longer meet mission and/or security needs, while investing smartly
for the future.
Divestments vary by Service and individual platform, and involve the selling or discontinued use
of equipment or weapon systems, no longer optimized for military need. Some equipment or
weapon systems are obsolete when more capable, less expensive, or more efficient replacements
become operational. Divestments also occur when the operational, maintenance, and IT support
costs become unaffordable; due to changing mission and operational requirements; or as part of
the planned end of lifecycle of the equipment or weapons system. Strategic divestment is critical
to modernizing for the challenges of today and tomorrow.
For the FY 2022 President’s Budget, the
Military Departments and USSOCOM reported
divestments totaling over $2.8 billion as shown
in Figure 3.2. These collective divestment
savings will enable the Services and the
Department to improve the efficiency of the
force and redirect resources to higher national
U.S. military priorities.
Department of the Army
The Department of the Army divests seven programs in FY 2022 for a savings of $47.8 million,
including night vision, missiles, electronic warfare, and information technology programs as
shown in Figure 3.3. The Army’s equipment and weapon systems divestment totaled almost
$2.5 billion in FY 2020 and $300 million in FY 2021, resulting in a total savings of $18.1 billion
between FY 2020 – 2025. Since FY 2020, the Army has cancelled funding for 105 procurement
programs and reduced funding for 169 additional programs and internally realigned the
associated RDT&E and procurement funding, totaling $23.9 billion, towards modernization
priorities to support Multi-Domain Operations (MDO). These divestment decisions enable
investment to address capability gaps in Long Range Precision Fires, Next Generation Combat
Vehicle, Future Vertical Lift, Network, Air and Missile U.S. military, and Soldier Lethality.
Risk was taken in the development of future capabilities and procurement of commercial-like
systems such as ground transport, engineer, and base support equipment to invest in leap-ahead
technologies such as energetics and long-range, hypersonic delivery. Air U.S. military modernization
provides a good example, where the Avenger product-line was terminated and funding aligned to
mobile short-range air U.S. military (M-SHORAD) and next-generation laser capabilities. Another
example is the Advanced Precision Kill Weapons System (APKWS), which was found to have
similar capability as an existing Navy system; the APKWS program was cancelled enabling the
Army to redirect $365 million to modernization efforts. Also, the Army terminated the development
for a next generation Enhanced Container Handling Unit (E-CHU), the Heavy Expanded Mobility
Tactical Truck (HEMTT), and Enhanced Heavy Equipment Transporter (E-HET), because
projected increases in capability did not justify the cost; allowing $790 million in savings to be
realigned to modernization efforts. As the Army fields advanced technologies, such as the
Integrated Visual Augmentation System (IVAS) to close-combat forces, current generation night
vision equipment is cascaded to the next echelon of Active and Reserve forces.
Component FY 2022
Savings
Department of the Army ($47.8)
Department of the Navy ($1,262.6)
Department of the Air Force ($1,401.0)
U.S. military-wide ($117.9)
TOTAL ($2,829.3)
Overview – FY 2022 U.S. military Budget
CHAPTER 3 INNOVATE AND MODERNIZE
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Figure 3.3. Department of the Army FY 2022 Divestments ($ in millions)
Divestment FY 2022
Savings
Aviator Night Vision Imaging System ($1.8)
Hellfire Missile Launcher ($9.0)
Joint Tech. Center System Integration ($4.3)
Launcher, 2.75” Rocket ($2.5)
Lightweight Counter Mortar Radar ($9.3)
Multi-Function Electronic Warfare ($12.3)
Spider Networked Munition System ($8.6)
TOTAL ($47.8)
Department of the Navy
The Department of the Navy continues to drive a data-centric, transparent, and outcome-oriented
culture for fiscal responsibility, focusing on valuation and prioritization of requirements to improve
the allocation of resources and maximize naval power. The Navy strategically retired
less-capable platforms, reducing costs and realigning funds to source higher priority efforts, while
maintaining the strongest balance of overall capabilities.
The Navy divests roughly $1.3 billion of capabilities in FY 2022, including:
Decommission two CGs (CGs 66 and 68)
Internal Navy guidance on the Inactivation, Retirement, and Disposition of U.S. Naval Vessels
governed the divestment strategy. Less-capable cruisers with only Ballistic Missile U.S. military
capability are being divested to fund more capable Air U.S. military Commander Ships. There were
several reasons that led to the decision to divest of these ships. First, divestment allows
investment in higher priority capability and capacity. Second, divestment enables the Navy to
fund other CGs and prioritize the completion of critical modernization availabilities. Third, Cruiser
modernization costs have grown to 90 percent – 200 percent more than the initial programming
estimates. Lastly, from an Air and Missile U.S. military Commander (AMDC) capability perspective,
CG 66 would have likely returned from CG Mod “late to need.” Due to current delays in early CG
Mod ships (> 1 year), the ship would likely not return to operational status until after the low-point
inventory of AMDC capable ships. DDG Flight IIIs and selective Service Life Extension of Air
U.S. military Commander (ADC) Cruisers will provide future needed ADC capability.
Decommission one LSD (LSD 41)
Internal Navy guidance on the Inactivation, Retirement, and Disposition of U.S. Naval Vessels
governed the divestment strategy. This decision reduces amphibious fleet inventory by 1 in
FY 2022. The purpose of this divestment is to reallocate Dock Landing Ship (LSD) force funding
toward procurement of additional Future Naval Force Structure shipbuilding requirements for Light
Amphibious Warships (LAW) to support the Navy’s concept of Distributed Maritime Operations,
and the Commandant’s Planning Guidance (CPG) and Force Design (FD) initiatives. LPD-17
Flight IIs, supplemented by LAW are the replacement capability.
Decommission four Littoral Combat Ships (LCS)
Internal Navy guidance on the Inactivation, Retirement, and Disposition of U.S. Naval Vessels
governed the divestment strategy. There were several reasons that led to the decision to divest
of these ships. First, decommissioning of LCSs 3 and 4, primarily test platforms, avoids the cost
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to upgrade these ships to the common configuration and capability with the rest of the Fleet and
allows for investments in higher priority capability and capacity. Next, LCSs 3 and 4 do not have
mission packages (MP) assigned and the current MP procurement does not account for MP
procurement for these two ships. Continued Fleet Operations would require purchasing an MP
for each ship. Finally, LCSs 7 and 9 have experienced major propulsion train casualties (known
combining gear issue) and will incur significant associated repair costs. Decommissioning these
two ships includes a cost avoidance strategy, so that scarce maintenance funding can be
allocated to the highest priority ships. The replacement capability is the FFG 62 Constellation
class of ships.
Divest Coastal Riverine Squadron Craft
The Navy divests of 12 MK VI Patrol Boats from Coastal Riverine Squadrons. The Navy
reallocated the associated end strength savings to higher priority Navy programs. The final
deployment for the affected Coastal Riverine companies is scheduled to be complete by
approximately the end of 2021. The MK VI requirement originated from a November 2007
Commander, U.S. Fifth Fleet Urgent Operational Needs Statement for a visit, board, search, and
seizure overwatch platform in the littorals and the mission set was expanded to 2nd, 3rd and 7th
Fleets and added maritime force protection, Theater Security Cooperation, Expeditionary MCM
support, and intelligence collection tasks. Following divestment, these missions will be
accomplished using other Navy platforms to include leveraging U.S. Coast Guard to escort High
Value Units (HVU) (e.g., CVN, SSN, SSGN) in Fleet concentration areas.
Accelerate Divestment of F/A-18 A-Ds
F/A-18 A-Ds were first scheduled for a phased divestment to be complete by FY 2024 as identified
in the FY 2019 budget. The current budget request accelerates full divestment (55 aircraft) to
FY 2022. The Navy accelerated Navy Reserve’s transition from F/A-18A-D to F/A-18E/F
scheduled to be complete by end of FY 2022 by recapitalizing Hornet aircraft with Super Hornets.
The Navy mitigates risk in the near term with expected transfer of F-16s to Navy from U.S. Air
Force. This divestment reduces long-term support cost of older Type/Model/Series, while
retaining adversary capacity, and Naval Aviation Warfighting Development Center testing
capability using Block I Super Hornets. F/A-18 E/Fs, F-35C, F/A-XX will serve as replacement
capability.
Accelerate Divestment of Broad Area Maritime Surveillance-Demonstrator (BAMS-D)
The divestment strategy from the FY 2021 budget originally scheduled BAMS-D to divest in
FY 2023. The current budget request accelerates this divestment by a year. This divestment
removes resourcing from non-program of record efforts and accelerates cost savings by moving
divestment from FY 2023 to FY 2022. This decision allows for investment in higher priority
capability and capacity. Replacement capabilities include P-8A Poseidon, MQ-4, and EP-3E
operations extended by one year to maintain compliance with 2011 National U.S. military
Authorization Act and subsequent Joint Requirements Oversight Council approved Maritime
intelligence, surveillance, reconnaissance, and targeting transition plan.
USMC Divestments/ Training Devices Reduction
The future Fleet Marine Force (FMF) requires transformation to a modernized force with new
organic capabilities. The current budget continues to implement Force Design 2030, which will
allow the Navy and Marine Corps to restore the strategic initiative and define the future of maritime
conflict by capitalizing on new capabilities to deter conflict and dominate inside an adversary’s
weapon engagement zone. These decisions were made to divest of capabilities that do not meet
future requirements supported in the National U.S. military Strategy. In addition, the Training Counter
Radio-Controlled Improvised Explosive Device- Electronic Warfare system was divested as it no
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CHAPTER 3 INNOVATE AND MODERNIZE
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longer meets training objectives. Funds will be reallocated into Force Design initiatives that
modernize and increase the lethality of the Marine Corps, including Warfighting, 21st Century
Learning and Network Modernization.
Figure 3.4. Department of the Navy FY 2022 Divestments ($ in millions)
Divestment FY 2022
Savings
Decommission CG 66 & CG 68 ($369.1)
Decommission LSD 41 ($200.3)
Decommission LCS 3, 4, 7, & 9 ($186.1)
Decommission seven LSDs ($97.8)
Divest F/A-18A-D ($95.2)
Divest BAMS-D ($81.4)
Divest Coastal Riverine Squadron Craft ($74.0)
Divest RQ-21 Scan Eagle ($28.0)
Divest USMC capabilities ($9.4)
Divest other programs ($121.5)
TOTAL ($1,262.6)
Numbers may not add due to rounding
Department of the Air Force
The Department of the Air Force seeks to invest in technologies and field systems that are both
lethal and survivable against a peer threat. This ultimately means divestment of many outdated
and costly platforms in order to free up manpower and resources to field more capable systems
to address emerging threats.
For the FY 2022 President’s Budget, the Air Force reported divestments totaling over $1.4 billion.
These collective divestment savings will enable the Air Force to improve the efficiency of the force
and redirect resources to higher national U.S. military priorities.
Fighters
The F-15C/D fleet has major structural issues and will run out of safe airframe flying hours in
2023-2027. By the 2035-2040 timeframe, the Air Force must have a fighter fleet that provides
the capability, capacity, and affordability to meet air superiority/global strike needs for our nation’s
U.S. military, both in competition and in conflict. To attain the desired fighter fleet, the Air Force must
right-size current aircraft inventories to expedite the transition away from less-capable, aging
aircraft & emphasize investment in future capabilities such as NGAD and F-35 modernization.
The desired Air Force fighter fleet should match capability and capacity of both platforms and
weapons to mission requirements.
The Air Force must right-size the A-10 fleet to present cost-effective platforms for the Counter-
Violent Extremist Organizations and lower-end fights until at least 2030. A fleet size of 218 allows
Attack Squadrons to be sized to a minimum of 18 primary aircraft available, which ensures one
squadron is always available to support combatant commander requirements. Failure to rightsize
the A-10 fleet places at risk a future force that provides the capability, capacity, and
affordability to achieve National U.S. military Strategy (NDS) objectives and meet air superiority and
global strike needs for the Joint Force.
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CHAPTER 3 INNOVATE AND MODERNIZE
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Intelligence Surveillance Reconnaissance (ISR) & Command and Control (C2)
The NDS requires the Air Force to compete in the highly-contested environment. Therefore, the
Air Force must accelerate investment in competitive capabilities that can penetrate and survive in
the highly-contested environment. This requires the Air Force to begin divestment of systems
such as the RQ-4 Block 30. Also, the JSTARS cannot survive in the high-end fight and will also
be divested. Divestment of these weapon systems provides resources to fund emerging
Intelligence, Surveillance, and Reconnaissance capabilities that can penetrate and collect data in
the highly-contested environment.
Global Mobility
To maintain our edge in Rapid Global Mobility for the future fight, the Air Force must continue
investment in the KC-46, which requires divesting older aircraft as KC-46s are delivered.
Retirement of old tankers allows the Air Force to transition critical manpower from KC-10s and
KC-135s to the KC-46. Additionally, the Air Force will continue to provide rapid global mobility
while right-sizing a C-130 force. Right-sizing the C-130 fleet in FY 2022 constitutes a low level of
risk, given future Joint warfighting missions and domestic imperatives.
Figure 3.5. Department of the Air Force FY 2022 Aircraft Divestments ($ in millions)
Aircraft Type FY 2022
Divestments
FY 2022
Savings
A-10 Thunderbolt (42) ($343.9)
F-15C/D (48) ($248.9)
F-16 C/D (47) ($30.9)
KC-135 (18) ($112.7)
KC-10 (14) ($174.0)
C-130H (8) ($83.1)
E-8 (JSTARS) (4) ($106.5)
RQ-4 Block 30 Global Hawk (20) ($273.3)
TOTAL (201) ($1,373.3)
In addition, the Air Force realizes $27.7 million in other FY 2022 program savings related to the
divestment of OC-135 flying hours and F-15C Multifunctional Information Distribution
System - Joint Tactical Radio System (MIDS-JTRS) integration.
U.S. Special Operations Command
The U.S. Special Operations Command divests outdated intelligence, surveillance, and
reconnaissance and global video surveillance capabilities for a total savings of $117.9 million in
FY 2022.
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4. MAINTAIN AND ENHANCE THE MILITARY’S STRATEGIC READINESS
In Secretary Austin’s Message to the Force dated March 4, 2021,
he emphasized his commitment to developing the “right people,
priorities, and purpose of mission to continue to defend our Nation
from enemies foreign and domestic.” Central to this effort is the
strategic readiness and preparedness of the Joint Force to
succeed on current and future battlefields. To this end, the
FY 2022 budget endeavors to build and posture a more lethal,
operationally ready, and resilient joint force that provides the
Nation with the capability to address, and if necessary, defeat the
threats identified in the President’s Interim Guidance.
The Joint Force faces a wide range of increasingly complex
threats and remains challenged by ever-present global demands.
To address the current operational reality and the potential for
future high-end conflict, the Department must balance
investments across capacity and capability, while ensuring
continued growth in high-end combat effectiveness. The
Department’s FY 2022 budget supports modernizing capabilities
for the future fight and sustaining current force readiness.
To guide and inform readiness investments, the
Department strives to assess the current and
long-term readiness of the force using several key
lenses including: lethality, operational readiness,
global force posture, mobilization, sustainment, and
resilience. Success in these core dimensions of
readiness is vital to competing with the People’s
Republic of China and Russia, as well as,
addressing other emergent and “fight tonight”
challenges.
The complex, strategic environment facing the Nation requires a ready force – for both near-term
and longer-term challenges - to meet the National Security Priorities. One of the key changes to
enhancing military readiness is the concept of dynamic force employment (DFE). Through DFE,
the Military Departments prioritize the sustainment of Joint Force capacity and capability for major
combat, while providing options for proactive and scalable employment of the Joint Force to
create operational unpredictability and preserve force readiness for future peer/near-peer
competition. Thanks to the support provided by the U.S. Congress, beginning in FY 2021, the
Joint Staff and Military Services began aligning resources and adjusting force generation, to
institute DFE, ensuring the effective use of units identified as part of the Immediate Response
Force and Contingency Response Force.
Another critical contributing factor for sustaining readiness is reliable, predictable, and on-time
funding. Timely passage of an appropriations bill helps set the conditions needed for the military
departments to achieve their readiness goals as prescribed by the Secretary. It enables the
Military Services to properly plan training events and exercises, order long lead depot supplies
and parts, and make other key readiness investments.
The Department is prepared to fight today if called upon; however, more work needs to be done
to enhance readiness and set the conditions to recover core competencies within ground, ship,
and aviation forces.
Major Themes
Army Readiness
Navy Readiness
Marine Corps
Readiness
Air Force Readiness
Space Force
Readiness
United States Special
Operations Command
Readiness
Joint Capabilities
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Specifically, the FY 2022 budget request funds improvements in the following areas:
Army is investing $27.8 billion in its core readiness and readiness enablers’ accounts, which
is a decrease of $1.8 billion from FY 2021 enacted levels due to reduced USCENTCOM
operations. This includes $11.6 billion for home station training for ground maneuver forces
and $3.0 billion for aviation readiness.
The Navy is investing $44.7 billion, an increase of $2.4 billion above FY 2021 enacted levels,
in aviation, ship, and combat support readiness activities. The Navy continues to implement
the Optimized Fleet Response Plan and reduce its long term maintenance backlog by
investing $10.3 billion in ship depot maintenance and an additional $1.3 billion in procurement
appropriations to expand the Pacific fleet maintenance pilot program to U.S. Fleet Forces
Command. Further, the Department of the Navy is investing $12.7 billion, an increase of
$1.2 billion above FY 2021 enacted levels, in aviation readiness to sustain proficiencies, with
the goal of improving mission capable rates across the fleet.
The Marine Corps is investing $3.6 billion in ground combat readiness, an increase of
$0.1 billion above FY 2021 enacted levels, $4.9 billion in aviation readiness accounts (Flying
Hours funded in Operation and Maintenance, Navy), and an increase of $0.4 billion above
FY 2021 enacted levels to sustain critical maintenance and training programs.
The Air Force and Space Force are investing $36.5 billion in core readiness and readiness
enabler activities, of which $2.7 billion is for Space Force operations and space system
sustainment. The $10.3 billion budget request for flying hours and operations to sustain
combat readiness is an increase of $0.3 billion above FY 2021 enacted levels. For weapon
system sustainment, $15.4 billion, an increase of $6 million above FY 2021 enacted levels, is
being invested to maintain the inventory of aircraft, space systems, and other weapon
systems.
The following provides a detailed breakdown of FY 2022 readiness investments, by Service.
ARMY READINESS
The Army remains on track to meet Global Force
Management Allocation Plan (GFMAP) and
Directed Readiness Table requirements in
FY 2022. As the Army continues to modernize in
order to outpace near-peer adversaries, it continues
a holistic approach to tactical, operational, and
strategic readiness by balancing investments in
training, equipping, and installations. The Army is
advancing National Security Priorities to support
U.S. Indo-Pacific Command as well as U.S.
European Command. For example, the Army
continues to conduct Project Convergence efforts to
test emerging technologies and evaluate the Army’s contribution to All-Domain operations. The
Army is also adding a High Mobility Artillery Rocket Battalion and associated combat support
capabilities to an existing Multi-Domain Task Force.
The Army’s collective and individual training readiness programs are comprised of operational
training to provide units with decisive action capability, Training Support Systems (TSS) that
FY 2022 budget builds on current readiness gains and modernizes for the
future fight.
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enable training, institutional training for Soldier skills and leader development, and mission and
other support to Combatant Commanders (CCDRs). To support collective and individual training,
the Army resourced active Army Brigade Combat Teams (BCTs) and Combat Aviation Brigades
(CABs) to meet the Directed Readiness Table Requirements. Army Reserve and Army National
Guard BCTs and CABs are resourced to remain available for operational requirements.
Figure 4.1. FY 2022 Key Army Readiness Investments
Army FY 2020 FY 2021 FY 2022
End Strength1 1,010,215 1,012,300 1,010,500
Ground Readiness2 $11.5B $13.0B $11.6B
Aviation Readiness3 $2.6B $2.8B $3.0B
Depot Maintenance4 $2.0B $1.8B $1.5B
Infrastructure5 $8.2B $6.8B $7.1B
1 Total Active, Reserve, and National Guard end strength; FY 2021 currently projected end strength
2 Ground Readiness Sub Activity Groups (SAGs) 111, 112, 113, 114, 115
3 Aviation Readiness SAGs: 116
4 Depot Maintenance SAGs: 123
5 Infrastructure SAGs: 132, Military Construction (MILCON) appropriations (includes disaster relief funding)
The active component (AC) Army is postured to achieve its end strength target of 485,000 in
FY 2022. The reserve component (RC) end strength objective of 189,800 in FY 2021 will
decrease by 300 to 189,500 in FY 2022, and Army National Guard will decrease by 500 to
336,000. The FY 2022 end strength balances structure to focus on enabling Large Scale Combat
Operations (LSCO) as a waypoint for Multi-Domain Operations.
Ground readiness remains stable through a holistic approach to readiness across training, Soldier
availability, and equipment readiness. The Army’s ground and aviation training strategies are
resourced to meet the requirements outlined in the Directed Readiness Tables. The FY 2022
budget also supports flight school in order to meet the Army’s pilot requirements.
In addition to core readiness and readiness enabler activities, The Army’s installation readiness
program consists of base operations services, family programs, installation utilities, environmental
programs, military construction, and facility sustainment, modernization, and restoration (SRM).
The FY 2022 Restoration and Modernization resources are prioritized to restore barracks, power
projection infrastructure, and critical facilities. Facilities Sustainment funding is programmed at
80 percent of the Department of U.S. military (DoD) Facilities Sustainment Model requirement.
Starting in FY 2022, the Army will begin a new unit lifecycle model named the Regionally Aligned
Readiness and Modernization Model (ReARMM). This new model will balance multiple regional
requirements on the force with the Army’s necessity to modernize units. The Army must prioritize
unit modernization to ensure the Army remains both competitive and ready.
Figure 4.2 shows planned rotations for the critical joint training exercises funded in the FY 2022
budget. The Army resourced 20 decisive action Combat Training Center (CTC) rotations to
assess Brigade-level tactical readiness as well as a Culminating Training Exercise for SFAB
rotations. While the Army has made significant progress recovering core mission readiness,
global operational demands challenge their ability to sustain gains and achieve readiness levels
needed to meet contingency planning requirements.
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CHAPTER 4 MAINTAIN AND ENHANCE THE MILITARY’S STRATEGIC READINESS
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Figure 4.2. Required, Planned, and Executed Army (Regular, Reserve, Guard) rotations through
Maneuver CTCs DA/ULO, and Warfighter Exercises (WFX)
CTC Training FY 2020
Actual
FY 2021
Planned
FY 2022
Planned
Combat Training Center (CTC) Capacity – Brigade
Combat Teams (BCTs) 20 19 20
Culminating Training Exercise (CTE) – Security Force
Assistance Brigade (SFAB) 2 2 1
Warfighter Exercises (WFX) 11 11 11
Emergency Deployment Readiness (EDRE) (CONUS) 4 4 4
NAVY READINESS
The Navy and Navy Reserve are continuing to sustain readiness gains after several years of
increased funding. In the FY 2022 budget, core readiness accounts grow by 4.5 percent from the
FY 2021 enacted budget to FY 2022.
Ship Depot Maintenance increases by $0.6 billion from FY 2021 to FY 2022, a 5 percent increase,
and funds 97 percent of the requirement. The program includes an executable maintenance
schedule at validated shipyard capacity. The program also includes the continuation of submarine
overhaul availabilities in the private sector. Increased investments have resulted in improved
shipyard performance trends, such as reductions in days of maintenance delays and improved
on-time deliveries. The Navy is continuing its pilot program to fund private sector ship
maintenance availabilities in the Other Procurement, Navy (OPN) appropriation, expanding the
pilot to Fleet Forces Command in addition to Pacific Fleet. FY 2022 requests $1.3 billion, an
increase of $0.1 billion above the FY 2021 enacted OPN amount.
Ship Operations increases by $0.3 billion, a
6 percent growth from FY 2021 enacted funding.
This is a program modeled on force structure and
Global Force Management Allocation Plan
(GFMAP) steaming requirements. The battle force
inventory decreases to 294 ships in FY 2021 and
increases to 296 by the end of FY 2022. This also
includes the Navy’s Military Sealift Command
Support Ships.
Aircraft Operations (not including Marine Corps
aviation) increases by $0.6 billion from FY 2021 to
FY 2022, a 12 percent increase from FY 2021 enacted levels. FY 2022 funding is based on
current aircraft availability, manning and funding priorities. The FY 2022 budget focuses on
sustaining tactical aviation recovery despite increased aviation cost-per-hour and increased
contract maintenance for training aircraft. Naval aviation needs sustained funding levels to
continue to build on previous readiness recovery efforts such as:
The Navy achieved 80 percent mission capable rates for F/A 18 E/F and EA 18G Navy
aircraft on October 1, 2019. Navy also improved accountability and implemented process
changes to enhance organic, intermediate, and depot aviation maintenance capacity and
performance to achieve the 80 percent goal. The improved processes are being applied
across Naval Aviation to increase and sustain readiness across all Type/Model/Series
aircraft.
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An expanded inventory of operable aircraft will enable pilots to execute a larger portion of
their training matrix by completing more “sets and reps,” improving pilot proficiency for the
fight. The long-term health and viability of the force will improve by spreading flight hours
over more aircraft, and improving inventory management as aircraft age.
Aircraft depot maintenance and logistics (not including Marine Corps aviation) increases by
$0.1 billion from FY 2021 to FY 2022. This funds aircraft depot maintenance to executable
capacity with growth attributed to revised workload standards incorporating process
improvements, the Fleet Readiness Center infrastructure optimization plan, and pricing changes.
Aviation logistics increases to support increased inventory of F-35 and C/MV-22 aircraft.
The Navy continues data driven process improvement efforts to ensure the highest return on
investment for scarce readiness resources. Performance to Plan (P2P) senior leader forums
focus on output metrics to drive improved readiness performance. The P2P approach includes
clearly accountable supported commanders; a leading measures performance framework using
data and analytics to characterize performance gaps/high leverage performance drivers; and a
cadence of accountability provided by a barrier removal forum co-chaired by the Vice Chief of
Naval Operations and Assistant Secretary of the Navy for Research, Development and
Acquisition (RDA). Current P2P efforts include aviation (F/A 18E/F & E-2D) readiness, DDG 51
maintenance, SSN availability, Logistics, military personnel (MILPERS), Cyber, and Naval
Shipyard performance.
Through efforts such as P2P and the implementation of Availability Duration Scorecard 3.0, the
Navy has implemented more thorough inspections and longer planning periods - arresting, and
inverting, historically high duration delays in private contracted ship maintenance. The Navy
continues to see improvements in its ability to award availabilities on-time, and as planned, and
has seen a marked decrease in duration variance since FY 2018. The Average days of private
maintenance delays has decreased by over 70 percent from 143 days in FY 2018 to 39 days in
FY 2019. For FY 2020, the Navy experienced an average delay of -3 days. The Navy is also
meeting or exceeding its contract award goals 71 percent of the time in FY 2020 and FY 2021.
Figure 4.3. FY 2022 Key Navy Readiness Investments
Navy FY 2020 FY 2021 FY 2022
End Strength1 405,672 407,329 404,800
Ship Readiness2 $16.6B $16.5B $17.5B
Aviation Readiness3 $7.5B $7.4B $7.8B
Infrastructure4 $8.1B $5.4B $4.9B
1 Total Active and Reserve end strength; FY 2021 currently projected end strength
2 Ship Readiness SAGs: 1B1B, 1B4B (FY 2020 – FY 2022 includes $1B+ ship depot maintenance transfer to OPN)
3 Aviation Readiness SAGs: 1A1A, 1A2A, 1A5A, 1A9A, excludes funding for Marine Corps
4 Infrastructure SAGs: BSM1, BSMR, Military Construction (MILCON) appropriations (includes disaster relief funding)
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By the end of FY 2022 the Navy will have grown
military end strength by over 8,000 personnel since
FY 2019, despite dropping 1,800 in FY 2022 from
the FY 2021 Authorized level. This end strength
level aligns with force structure requirements and
maintains a force that can fight and win.
As detailed in Figure 4.4, the FY 2022 budget
includes 49 integrated training exercises for
Carrier Strike Groups (CSGs), Amphibious
Readiness Groups (ARGs) and attack submarines.
These training exercises are critical to address 4th
and 5th generation adversary threats and ensure the Carrier Strike Groups operate seamlessly
in a combat environment.
Figure 4.4. Programmed Navy Training Throughput
FY 2020 Executed FY 2021 Planned FY 2022 Planned
BASIC INT* BASIC INT* BASIC INT*
Carriers 2 3 4 2 3 3
Carrier Air Wings 2 3 4 2 3 3
CG/DDG/LCS 23 19 37 27 32 20
LHA/LHD/LPD/LSD 14 2 7 12 5 5
Attack Submarines 13 18 14 19 16 18
* Integrated refers to aggregated training of all units in a CSG /ARG
** The figures entered for FY 2022 represent a count of hulls expected to be in the given phase at some point during the year.
MARINE CORPS READINESS
The Commandant of the Marine Corps number one priority is Force Design 2030, transforming
from a legacy force to a modernized force with new organic capabilities organized, trained,
equipped, and postured to meet the demands of the rapidly evolving future operating
environment. The intent is to effect significant change required to ensure the Marine Corps is
aligned with the National Security Priorities, and prepared to meet the demands of the Naval Fleet
in executing current and emerging operational naval concepts as part of the Integrated American
Naval Power.
“Divest to Reallocate” is the overall theme for the
Marine Corps’ FY 2022 President’s Budget
submission. The FY 2022 budget implements the
Commandant’s Force Design initiative by
reallocating resources from older capabilities and
surge capacity to fund advanced warfighting,
network modernization and 21st Century Learning.
As an inherently naval force, the FY 2022 budget
enhances the Marine Corps’ warfighting capability
and readiness through naval integration and
prioritizing investments that continue to evolve the
Marine Corps toward a Force that has
revolutionizing capability for new warfighting concepts, such as Littoral Operations in a Contested
Environment (LOCE), Expeditionary Advanced Base Operations (EABO), and Distributed
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Maritime Operations (DMO), while ensuring the proper balance of resources in modernization,
readiness, and manpower accounts.
The Marine Corps is investing $3.6 billion in ground combat readiness, an increase of $88 million
from the FY 2021 enacted levels, and $4.9 billion in aviation readiness accounts, an increase of
$342 million above FY 2021 enacted levels, to sustain critical maintenance and training programs.
The FY 2022 ground combat readiness budget of $3.6 billion enables the Marine Corps to meet
the readiness requirements for Fleet Marine Forces, Field Logistics, Maritime Prepositioning, and
Cyberspace Activities. The Marine Corps uses a Total Force (Active and Reserve Components)
approach for the planning and execution of ground equipment and readiness as it continues to
make strategic choices in the retirement of older and low demand programs that do not meet
future operating requirements and to reallocate these funds in capabilities that enable naval
expeditionary force-in-readiness to operate inside actively contested maritime spaces and
facilitate sea control in support of fleet operations.
For FY 2022 Aviation Readiness, the Marine Corps requests $4.9 billion across active and
reserve aviation readiness accounts. Break out of major Aviation Readiness investment as
follows:
$2.7 billion for Mission and Other Flight Operations (1A1A Operation and Maintenance,
Navy), i.e. The Flying Hour Program (FHP) – Funded to 90 percent of the executable
requirement. Funds Aviation Fuel, Contract Maintenance, Aviation Depot Level Reparable
(AVDLR), and Flying Hour Maintenance for USMC Type Model Series (T/M/S) platforms
to include JSF F-35B/C, AV-8B, MV-22, CH-53 Series, KC-130J, UH-1, F/A-18, and
Unmanned Platforms (UAS)
$0.7 billion for Fleet Air Training (1A2A)
$0.5 billion for Aircraft Depot Maintenance (1A5A)
$1.0 billion for Aviation Logistics (1A9A) – Primarily funds JSF F-35 B/C maintenance
actions and FHP & KC-130J & MV-22 maintenance
The Marine Aviation Current Readiness program is essential to combat readiness and
preservation of aviation equipment. Aviation readiness is integrated with the Naval Aviation
Enterprise (NAE). The NAE is a partnership of fleet and provider stakeholders who use enterprise
principles and tenets to advance and sustain Naval Aviation warfighting capabilities at an
affordable cost today and in the future.
Marine Aviation continues to lean forward and advance through its ongoing, comprehensive
readiness recovery effort, designed to increase the number and quality of mission capable aircraft
along with highly trained and combat ready aircrew. Initiatives include: increasing supply materiel
readiness; decreasing aircraft downtime awaiting supply; improving training quality and
proficiency, while completing in-stride modernization of older aircraft and transitioning to newer
aircraft across all platforms; and funding contractor support for aircraft at the Fleet Replacement
Squadrons, which will further enable active duty Marines to fulfill their duties in deployable units.
In addition, a large investment has been made in support of the Flying Hour Program to facilitate
As an inherently naval force, the FY 2022 budget enhances the Marine Corps’
warfighting capability through naval integration and prioritizing investments
that continue to evolve the Marine Corps toward a Force that has
revolutionizing capability for new warfighting concepts.
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aircrew training requirements and projected flight hours required to meet training goals as
established by the Fleet Marine Forces.
The Marine Corps proposes $2.4 billion in support of Infrastructure funding, which includes
$1.1 billion in FY 2022 Military Construction (MILCON) for operational facilities, Guam relocation,
training facilities, design and Unspecified Minor Construction for urgent projects. Additionally,
$1.3 billion is requested for Facilities Sustainment, Restoration, and Modernization (FSRM),
which funds 80 percent of the Marine Corps’ sustainment requirement, provides funding to
support restoration and modernization of existing facilities, and the demolition of facilities no
longer required. This includes $0.9 billion for sustainment, $0.3 billion for restoration and
modernization, and $58 million for demolition.
The Marine Corps recognizes the importance of facilities programs to support warfighting
capability. The Infrastructure Reset Strategy ensures every dollar is targeted and spent on the
highest priorities at the lowest total lifecycle cost, instituting best practices, optimizing investment
over the long-term to support mission requirements and aligning investment with strategic
priorities. The Marine Corps continues to focus on a robust demolition program to eliminate
facilities no longer required thereby reducing total cost of ownership. The Marine Corps will
continue to focus funding on critical projects that support installation resiliency, relocation and
consolidation of forces, operational and training needs, modernizing inadequate and obsolete
facilities, and life, health, and safety improvements.
Figure 4.5. FY 2022 Key Marine Corps Readiness Accounts
Marine Corps FY 2020 FY 2021 FY 2022
End Strength1 216,459 217,443 215,300
Ground Readiness2 $3.6B $3.5B $3.6B
Aviation Readiness3 $4.0B $4.6B $4.9B
Infrastructure4 $4.4B $1.8B $2.4B
1 Total Active and Reserve end strength; FY 2021 currently projected end strength
2 Ground Readiness SAGs - 1A1A, 1A2A, 1B1B, 1CCY.
3 Aviation Readiness SAGs - 1A1A, 1A2A, 1A5A, 1A9A (Marine Corps portions of O&M, Navy and O&M, Navy Reserve appropriations)
4 Infrastructure SAGs – BSM1, BSMR, Military Construction (MILCON) appropriations (includes disaster relief funding)
Annual training exercises provide critical opportunities to conduct missions in different
environments, simulating realistic combat situations. The Marine Corps invests $0.8 billion in
FY 2022 in support of its Service-Level Training Installations to ensure Marines are properly
trained to address all warfighting domains across the range of military operations. The two
premier Service-Level Training Exercises are the Integrated Training Exercise (ITX) and Mountain
Exercise (MTX). ITX, conducted at the Marine Corps Air Ground Combat Center at Twenty-nine
Palms, California, prepares all elements of the Marine Corps Air Ground Task Force (MAGTF) for
combat, with particular emphasis on live fire and maneuver. MTX, conducted at the Marine Corps
Mountain Warfare Training Center in Bridgeport, California, prepares units for combat in high
altitude, cold weather, and/or mountainous operations.
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Figure 4.6. FY 2022 Marine Corps Planned Large Training Exercises
FY 2020 FY 2021 FY 2022
ITX MTX ITX MTX ITX MTX
MAGTF CE 4 0 4 0 4 0
Infantry Bn 8 4 8 6 8 6
Artillery Bn (-) 4 0 4 0 4 0
Logistics Bn 4 1 4 1 4 1
Squadrons/Bn 9 3 9 3 9 3
AIR FORCE READINESS
The FY 2022 budget request demonstrates the Air Force’s commitment to building and sustaining
readiness while balancing with modernization to meet the challenges described in the Interim
Guidance. Specifically, the Air Force FY 2022 request makes necessary changes to force
structure, focuses manpower and resources on frontline units, and invests in critical readiness
initiatives such as synthetic training and command and control (C2) capabilities. Moreover, the
FY 2022 request maintains funding in core readiness accounts and enabling activities that provide
the Air Force the opportunity to build future readiness to meet the advancing threat of peer/nearpeer
competitors.
Changes to force structure are necessary to enable the Service to pivot away from cost prohibitive
platforms and continue focusing on system modernization and future capabilities required to win
the high-end fight. The FY 2022 request makes targeted divesture reductions to vulnerable
systems that must occur as these actions lower aircraft sustainment costs and enable the Air
Force to invest in advanced technology and modernization efforts to maintain our advantage over
peer adversaries.
The Air Force is committed to building a more lethal and ready force, prepared to defeat our
adversaries in high-end combat. The majority of the Service’s pacing squadrons are ready to
“fight tonight” with their lead force packages, and the FY 2022 budget sustains the manpower and
resources for those units, which are critical to the early response for combat operations. The Air
Force continues to utilize the Readiness Recovery Framework (R2F) to assess key readiness
metrics and ensure awareness and mitigations for stressed force elements in accordance with
the Directed Readiness Tables requirements.
The Air Force is also making investments in Command and Control (C2) capabilities that will
provide the Air Force/DoD sustained C2. The Advanced Battlefield Management System (ABMS)
is the Air Force’s contribution to the Joint All-Domain Command and Control (JADC2) concept,
which seeks to allow current and future platforms/sensors to instantly share critical operational
data across the DoD enterprise in the future contested high-end warfighting environment.
Figure 4.7. FY 2022 Key Air Force Readiness Investments
Air Force FY 2020 FY 2021 FY 2022
End Strength1 510,175 507,755 506,900
Maintenance2 $15.8B $15.5B $15.4B
Flying Hours & Operations3 $9.4B $9.9B $10.3B
Infrastructure4 $10.7B $5.6B $7.3B
1 Total Active, Reserve, and National Guard end strength; FY 2021 currently projected end strength (excludes Space Force)
2 Maintenance SAGs: 011M, 011W, 011V (Funding for U.S. Space Force transferred in FY 2021 – see Figure 4.9)
3 Flying Hours & Operations SAGs: 011A (AFR), 011F (ANG), 011Y (AF)
4 Infrastructure SAGs: 011R, Military Construction (MILCON) appropriations (includes disaster relief funding)
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As shown in Figure 4.7, total Air Force end strength declines in FY 2022 due to the transfer of
personnel to the Space Force. Beyond the transfer, Air Force personnel are funded to grow
slightly in FY 2022 to meet global requirements. This increase continues to focus on producing
critical skills and generating personnel to fill shortages in key readiness areas, such as aircraft
maintenance, intelligence, surveillance, and reconnaissance (ISR), remotely piloted aircraft, and
cyber operations. In addition, the Air Force continues to pursue force structure divestiture and
repurpose manpower accordingly to mitigate critical shortfalls, manage experience, and enable
readiness as new aircraft and systems come on line.
The FY 2022 request increases funding, after accounting for the transfer of funding to U.S. Space
Force, in core readiness accounts, including maintenance, flying operations, and infrastructure.
Maintenance readiness accounts (i.e., Weapon System Sustainment (WSS)) fund Depot
Maintenance, Contract Logistics Support, Sustaining Engineering, and Technical Orders to
ensure Air Force weapon systems are mission ready. Stable and predictable funding has allowed
the Service to preserve readiness gains, achieve predictable workloads, and execute life cycle
sustainment requirements. In FY 2022, the Air Force funded its WSS requirements with a
strategic focus on depot repair throughput, spare parts availability, and enterprise sustaining
engineering efforts. Additionally, the Air Force continues to leverage data analytics (e.g.,
Condition Based Maintenance (CBM)), industry best practices, and emerging technologies such
as Artificial Intelligence (AI) to reduce sustainment costs and increase process efficiencies.
The Air Force is also concentrating on sustaining readiness gains in air mobility. Continuing
investments in strategic airlift and tanker operational training at home is striving to improve aircrew
quality of life and proficiency. However, tanker capacity and negative trends in aircraft availability
due to increasing and maintenance requirements and depot times continue to challenge
substantive readiness improvements.
The Service is addressing operational training infrastructure (OTI) shortfalls through targeted near
term investment and a long-term funding strategy to upgrade both its live and synthetic training
infrastructure.
In the FY 2022 budget, the Air Force continues to develop the infrastructure necessary to train for
the challenges of future combat operations. This funding will assist in upgrading critical training
infrastructure to replicate realistic threat environments and improve training integration of 4th and
5th generation aircraft. The following are critical training exercises the Air Force hosts each year:
RED FLAG – ALASKA is a PACAF-sponsored training exercise conducted three to four times a
year and features large force employment exercise scenarios. The focus is at the tactical level
and the goal is to give aircrew and pilots the equivalent of their first ten combat sorties. Units
receive equivalent level of training whether they attend RED FLAG Nellis or Alaska.
RED FLAG – NELLIS is an ACC-sponsored exercise and is the Air Force’s premiere air-to-air
combat training exercise, and participants include both United States and allied nations’ combat
air forces. The exercise provides aircrews the experience of multiple, intensive air combat sorties
in the safety of a training environment.
RED FLAG – RESCUE is an ACC-sponsored, 2 week Combat Search and Rescue (CSAR)
exercise. Detachment One, 414th Combat Training Squadron hosts this Personnel Recovery
(PR) exercise through the United States Air Force Warfare Center. The missions are conducted
throughout Arizona and western New Mexico. The primary objective is to provide participants the
opportunity to plan and employ together, executing multiple PR scenarios at the tactical level, with
integration up to the operational level.
GREEN FLAG (GF) – is a 2 week exercise held in conjunction with all Brigade Combat Team
(BCT) rotations at the Army’s National Training Center and Joint Readiness Training Center to
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train aircrews, Battlefield Airmen, and BCTs in the planning, integration and execution of airpower
Close Air Support in support of Decisive Action campaigns. GF exercises are the only tactical
exercises that jointly train Combat Air Force (CAF) units with brigade-sized Army units in a realistic
scenario for the detailed integration required to effectively and safely conduct the joint counterland
and counter-sea missions.
Figure 4.8. Historical and Planned Full-Spectrum Air Force Training Exercises
Exercise FY 2020 Executed FY 2021 Planned FY 2022 Planned
Red Flag Alaska 1 executed of 3
planned
3 3
Red Flag Nellis All 3 planned
were executed
3 3
Red Flag Rescue 1 executed of 2
planned
2 3
Green Flag West 6 executed of 10
planned
9 9
Green Flag East 9 executed of 10
planned
10 10
SPACE FORCE READINESS
Figure 4.9. FY 2022 Key Space Force Readiness Investments
Space Force FY 2020 FY 2021 FY 2022
End Strength1 85 6,434 8,400
Space Operations2 - $0.9B $1.3B
Space System Sustainment3 - $1.4B $1.4B
Infrastructure4 - - $0.2B
1 Total Active, end strength; (Allocation org = SF). FY 2021 currently projected end strength.
2. Space Operations SAGs: 012A, 013A, 013C
3 Space System Sustainment SAGs: 013M, 013W
4 Infrastructure SAG: 013R
The United States Space Force (USSF) spent 2021 continuing to develop and refine the
organizational construct and functions; now, in 2022, we are aggressively integrating the Service
into the fabric of national and international security by collaborating across the DoD, interagency,
commercial industry, and our allies and partners. As the USSF creates new and independent
military options, we are preparing a new force presentation model to optimize integration and
deliver space expertise in order to maximize the effect of space capabilities for the joint force.
Balancing force allocation and Service-retained capability assures long-term advantage over
high-end global threats. Additionally, USSF is performing the analytical and developmental work
to create the most effective and efficient force design for the contested domain of space. These
initiatives make us resilient and competitive, and put us in a position of advantage against our
near peer competitors.
As the USSF goes through its third year of integration and normalization, our efforts to capture
our force presentation model revolve around our ability to accomplish six key functions: 1) sizing
forces; 2) deploying forces; 3) employing forces; 4) sustaining operational effects; 5) managing
force rotations; and 6) articulating Service purpose. Space Force elements in general are not
employed or deployed as large organizational constructs, but rather provide diverse combat
effects from tactically independent elements which in many cases are not deployed into or
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employed from the affected area of responsibility. As it is a critical imperative of an independent
military service to present ready forces to combatant commands, the USSF must accomplish the
following four tasks: 1) Establish Service Components assigned to each of the DoD’s Combatant
Commands; 2) Align key documentation to account for Space Force Service Components;
3) Design, document and implement Unit Type Codes (UTCs) for the purposes of accurately
reflecting the combat capabilities into force elements to enable effective readiness reporting and
facilitate tailorable, flexible and agile force presentation of space capabilities; and 4) Clearly
delineate service-retained and institutional forces to optimize force readiness and accomplish the
organizing, training, and equipping functions required by U.S. Code, Title 10.
The USSF will ensure there is the proper allocation of Service billets to perform the highest priority
functions. The Space Force will design operational force elements and a supporting
organizational construct for presenting forces to combatant commands. The Space Force will
continue to mature its deploy-to-dwell concepts currently captured in our Space Mission Force
requirements. Additionally, while the other Services center their force presentation models on an
organizational combat unit, i.e. the Army Brigade Combat Team, the Navy’s Carrier Strike Group,
the Marine Air-Ground Task Force, and the Air Force Air Expeditionary Task Force, the
aggregated USSF force elements will be presented as a Space Mission Task Force and will be
assigned or attached to the joint force commander for operational employment.
The USSF continues to pursue enhanced simulators, virtual training environments, sophisticated
ranges, and large force employment exercises to increase operational readiness. These efforts
will provide realistic threat environments and improve training integration.
UNITED STATES SPECIAL OPERATIONS COMMAND (USSOCOM) READINESS
The FY 2022 budget request invests in USSOCOM readiness and supports the National Security
Priorities by ensuring U.S. Special Operations Forces (SOF) are prepared to execute operations
with the Joint Force, conduct counterterrorism and counter-violent extremist organization
operations, serve as the Coordinating Authority for Countering Weapons of Mass Destruction
(CWMD), conduct internet-based Military Information Support Operations (MISO), compete with
strategic adversaries below the level of armed conflict, and conduct global crisis response
missions. Further, the FY 2022 budget request supports USSOCOM’s ability to meet the
Secretary of U.S. military’s FY 2022 Directed Readiness Tables.
Overall, SOF maintains a relatively stable readiness posture while simultaneously modernizing
the force and maintaining a persistent global presence. In the FY 2022 budget, the SOF
Enterprise continues to focus on three core challenges: 1) balancing demands on SOF readiness
for day-to-day operations, major contingency operations, and crisis response missions; 2) closing
gaps and sustaining Service support to SOF; and 3) mitigating risks in near and long-term
readiness concerns. The FY 2022 budget request provides USSOCOM with sufficient funding to
address these challenges. The USSOCOM continues to rely heavily on the Services for materiel,
logistics, and infrastructure support across the spectrum of operations.
The FY 2022 budget provides USSOCOM with the resources to pursue gains in areas with
existing or emerging readiness concerns. Specific investments include funding that: continues
the accelerated SOF fixed-wing aircraft conversion to an entirely A/MC-130J fleet to improve
readiness and availability; closes manning gaps for combat service/combat service support
(CS/CSS) personnel to alleviate operational tempo stress on certain enablers; modernizes SOF
training ranges and simulators; enables full-spectrum SOF-specific training events and exercises;
expands training integration with the conventional forces; sustains flying-hours for SOF fixed-wing
and rotary-wing aircraft; invests in artificial intelligence to increase the speed of processing,
exploitation, and dissemination (PED) for ISR; begins pursuing the materiel solution for armed
overwatch in FY 2022; and increases support for the Preservation of the Force and Family
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(POTFF) program to maximize personnel readiness.
Figure 4.10. FY 2022 Key USSOCOM Readiness Investments
USSOCOM FY 2020 FY 2021 FY 2022
Personnel2 71,786 73,926 74,441
Flying Hours $0.63B $0.71B $0.63B
Formal Training $0.343B $0.37B $0.37B
Exercises $0.08B $0.09B $0.09B
1 Funding reflects only a portion of what the Department considers core readiness spending in USSOCOM’s annual budget
2 Total Personnel includes Active, Reserve, and National Guard end strength and Civilian Full-Time Equivalents
The FY 2022 budget provides funding for SOF participation in support of CJCS-directed training
and priority exercises (including Ellipse exercises) within every Geographic Combatant
Commander’s Area of Responsibility (AOR). These funds are also provided for the execution of
USSOCOM component exercises to provide training, validation, and certification of O-6 and
above joint SOF headquarters preparing to deploy for named operations. These exercises are
crucial to sustaining SOF readiness. The FY 2022 budget also continues to sustain the
USSOCOM Joint Combined Exchange Training (JCET) program that is crucial to the Mission
Essential Task List (METL) training and continued readiness of small U.S. SOF units to train in
OCONUS environments with friendly foreign forces.
The FY 2022 budget continues to invest in recapitalization efforts crucial to rebuilding SOF
platform readiness and enhancing the capacity of certain low-density, high-demand (LD/HD)
forces to improve readiness. The budget supports SOF transitioning to sustainable Force
Generation (FORGEN) Models to meet DoD Deployment to Dwell ratios and rebuild readiness in
challenged areas. These relatively small but crucial capacity enhancements include expanded
CS/CSS capabilities to reduce stress on SOF enablers, initiatives to improve SOF aviation
platform availability, as well as support Intelligence, Surveillance, and Reconnaissance (ISR),
force protection, direct action, cyber, and classified units.
An example of USSOCOM’s balancing modernization and readiness are SOF fixed-wing aircraft
for precision strike (AC-130s) and specialized air mobility (MC-130s). Current challenges are a
combination of the relatively small inventory of these aircraft, high day to-day demand for current
operations, and the ongoing recapitalization to transition older AC-130 and MC-130 aircraft to an
all J-model baseline fleet, on a one-for-one basis. The recapitalization effort is vital to improving
aircraft capabilities and availability. Building new capacity while maintaining current capability
stresses the platform availability, aircrew training, and ability to develop new Tactics, Techniques,
and Procedures (TTPs). The FY 2022 budget request enables USSOCOM to continue an
accelerated pace of model conversions that is critical to improving the readiness of these aircraft
and mitigating second order impacts on aircrew readiness.
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JOINT CAPABILITIES
Combatant Command Exercise and Engagement and Training Transformation
The Combatant Command Exercise and Engagement (CE2) and Training Transformation (T2)
program, collectively referred to as CE2T2, is the primary DoD Joint training program that
resources the Combatant Commands (CCMDs) and Services to train fully capable Joint forces.
In addition to training and readiness benefits, CE2T2-funded exercises provide a realistic
environment to support the rigorous validation of innovative concepts and capabilities to
accelerate the fielding of capabilities to enhance our competitive advantage.
The FY 2022 budget requests $554 million to support the exercise and engagement requirements
of the eleven CCMDs, increase joint context in Service exercises, train individuals in key joint
skills, and provide joint training enablers to the CE2T2 Enterprise.
The CE2T2-funded events improve the readiness of the force to conduct joint operations, highlight
U.S. capabilities, deter potential adversaries, and build partner capacity. For the CCMDs,
exercise and engagement events are a key DoD lever for strategic competition—both in
preparedness for warfighting and day-to-day competition. This funding enables over
120 major exercises annually that prepare U.S. forces to execute operational plans, train the
combatant command staffs in demanding and realistic environments, provide presence and
regional expertise for U.S. allies and partners, and build relationships and trust.
The exercise portion of the program budgets for the planning and execution of exercises,
transportation of personnel and equipment, and incremental costs incurred by the Services to
participate in CCMD exercises. Selected major exercises for FY 2022 include:
Large Scale Global Exercise 22 (LSGE): The LSGE 22 is an emerging concept that will
link multiple CCMDs with allies and partners in order to exercise warfighting plans on a
global scale. LSGE 22 will stress the integration of joint/combined major force elements
to conduct Joint All Domain Operations across multiple echelons of command and control
against a near peer adversary.
U.S. Africa Command (USAFRICOM): AFRICAN LION is an annual, large-scale Joint,
International, Interagency, and Multi-domain exercise conducted in Africa to counter
malign activity in North Africa and Southern Europe and increase interoperability between
U.S., African, and international partners to defend the theatre from adversary military
aggression.
U.S. Central Command (USCENTCOM): INTERNAL LOOK is a USCENTCOM and
Component Battle Staff exercise that trains the CENTCOM Battle Staff in crisis action
planning and execution processes, rehearses and refines headquarters command and
control and battle rhythm, exercises the USCENTCOM Joint Battle Command System,
and ensures maximum headquarters Battle Staff readiness to deploy forward and
command from the USCENTCOM Area of Responsibility.
U.S. Cyber Command (USCYBERCOM): CYBER FLAG is an interagency, combined,
total force tactical-level exercise focused on U.S. military of U.S. Critical Infrastructure and Key
Resources (CI/KR) and strengthening domestic and international partnerships through the
conduct of coordinated defensive cyberspace operations.
U.S. European Command (USEUCOM): BALTOPS is a multinational exercise with a
focus on maritime capabilities of NATO Allies and Partner Nations. It is the premier
maritime-focused exercise in the Baltic Region and includes air and maritime assets from
NATO allies and partner nations in live training events. Training focus areas include air
U.S. military, anti-submarine warfare, maritime interdiction, and mine countermeasures
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operations.
U.S. Indo-Pacific Command (USINDOPACOM): BALIKATAN is an annual, joint multilateral
exercise with the Armed Forces of the Philippines, the Australian U.S. military Force,
and the Japan Self-U.S. military Forces.
U.S. Northern Command (USNORTHCOM) and North American Aerospace U.S. military
Command (NORAD): VIGILANT SHIELD is an annual homeland U.S. military exercise
focused on the single, unyielding priority of defending North America from attack. The
exercise incorporates the Canadian Joint Operations Command, other Combatant
Commands, Services, appropriate U.S. Government agencies, and allies, demonstrating
readiness and ability to defend Canada and the United States by responding to a wide
variety of security contingencies.
U.S. Southern Command (USSOUTHCOM): PANAMAX is an annual, multinational
exercise focused on the security of the Panama Canal and the surrounding region.
PANAMAX enhances regional security by training the SOUTHCOM Battle staff,
subordinate component commands, and participating nations to conduct multinational
operations that are aimed at countering a wide range of threats and enabling strategic
competition in the Central American and Panama Canal region.
U.S. Space Command (USSPACECOM): Annual combatant command exercise to
validate command readiness and set a path towards Full Operational Capability (FOC).
This exercise was recently approved by the Joint Staff and the name for the exercise is
pending. USSPACECOM is fully nested within the LSGE concept and aligned with the
other CCMD’s exercises. This annual exercise will emphasize globally integrated
operations in coordination with other Combatant Commands, Services, appropriate U.S.
government agencies, and Allies for missions in, from and to space.
U.S. Special Operations Command (USSOCOM): JADED THUNDER (JT) is an annual
exercise series that integrates SOF components with appropriate Joint and coalition
training audiences to validate and exercise air command and control, Joint Terminal Attack
Control (JTAC), and fire support architecture. JT is a pre-deployment Mission Rehearsal
Exercise that trains JTAC and Combat Air Force platforms in an integrated, joint,
operational and tactical environment.
U.S. Strategic Command (USSTRATCOM): GLOBAL THUNDER is an annual exercise
providing training opportunities to assess USSTRATCOM mission areas and operational
readiness. This exercise employs global operations in coordination with other Combatant
Commands, Services, appropriate U.S. government agencies, and allies to deter, detect
and, if necessary, defeat strategic attacks against the United States and its allies.
U.S. Transportation Command (USTRANSCOM): TURBO DISTRIBUTION is a series of
field training exercises specifically designed to train and assess Joint Task Force-Port
Opening capabilities to ensure that a trained joint team can rapidly assess, deploy, open,
operate and manage aerial and sea ports in support of Combatant Commanders.
CE2T2 also funds joint training enablers that build on Military Department-specific training and
readiness capabilities and help close Service training deficiencies that exist in the seams between
the tactical and joint operational levels of war. The program enables the Services to provide joint
capable units to the CCMDs. The major enablers that the program funds include:
The Joint National Training Capability (JNTC) program advances joint capabilities and
interoperability by concentrating on emerging joint training requirements through collective
training experiences using a managed set of globally distributed capabilities and activities.
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The program resources Service, USSOCOM and JS J7 joint training and enabling
capabilities that improve interoperability and realism of tactical and operational joint
training between the Services and USSOCOM. JNTC enables joint collective training for
36 accredited programs across the Services and USSOCOM by developing relevant joint
training content and ensuring global distributed access.
The Joint Training Coordination Program (JTCP) enables the Services and U.S. Special
Operations Command to participate in the exercises of the other Services. Through such
participation, U.S. forces develop the skills and cross-Service familiarity that is necessary
to operate in a joint environment. Specific exercises receiving JTCP funding in FY 2022
include: Air Force’s RED FLAG exercises held at Nellis Air Force Base, NV; Navy
Composite Training Unit Exercise/Joint Task Force Exercises; Marine Corps Service Level
Training Exercise Program; Army National Training Center in Fort Irwin, CA; and
USSOCOM Navy Special Warfare Command’s TRIDENT series of exercises. These joint
training venues use CE2T2 funds to bring joint context into Service training activities.
The Joint Training Enterprise Network (JTEN) is a system that links the geographically
separated Joint Live, Virtual, and Constructive (JLVC) training capabilities of the CCMDs
and the Departments, and integrates them into a realistic joint training environment. The
JTEN/JLVC bridges the gap between tactical and operational level training and mission
rehearsal activities by providing real-time connectivity and simulations of higher
headquarter authorities.
Joint Knowledge Online (JKO) delivers training content and tools to increase joint context
and generate ready forces. JKO is a distributed learning platform that provides persistent
global access to web-based training and education tools, and content for responsive, justin-
time individual and staff training opportunities. JKO is used by Combatant Commands,
Combat Support Agencies (CSAs), Services, and other DoD organizations.
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CHAPTER 5 TAKE CARE OF OUR PEOPLE
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5. Take Care of Our People
The Department of U.S. military (DoD) Workforce: Military —
Active, Reserve, and National Guard — and Civilian
personnel are the foundation of the Department and
constitute its most valued asset. As such, DoD personnel
must have the full support of the Nation to ensure the DoD
successfully accomplishes the foundational mission of
defending the United States. As the Department focuses
on long-term structural reform to divest of outdated
activities and lower priority programs to provide the
warfighters more of what they need to deter, fight, and win in today’s complex security
environment, it must efficiently manage its Total Force of active and reserve military personnel,
government civilian personnel, and contracted services. That means the DoD must have the right
manpower and human capital resources in the right places, at the right time, at the right levels,
and with the right skills to provide for the Nation’s U.S. military, while simultaneously being good
stewards of taxpayers’ dollars.
The Secretary of U.S. military, in his Message to the Force dated March 4, 2021, identified taking
care of people as one of his top priorities. To do this, the Department is committed to providing
a competitive compensation package for those individuals willing to voluntarily serve their country.
This commitment is built into the FY 2022 budget request and is demonstrated by the number of
initiatives and programs to support their professional development and take care of them and their
families.
Ensuring participation of a diverse workforce also demands investments in access to child care
and support to families with dependents with special educational and/or medical needs. The
FY 2022 budget request supports care for children at either on-base child development centers
or through off-base child care fee assistance programs. The FY 2022 request also funds a pilot
program providing financial assistance to service members to offset the cost of in-home child
care, such as care provided by nannies or au pairs. In addition, the FY 2022 request supports
the Department’s standardization efforts for the Exceptional Family Member Program (EFMP) by
closing the gap in the number of staff who assist EFMP families with the necessary services and
support.
The FY 2022 budget request continues to advance the National Security Priorities by sustaining
the gains in recent budgets and continuing to build a more lethal and ready force. Recognizing
the importance of the Total Force, the FY 2022 budget includes a 2.7 percent pay raise for both
military and civilian personnel.
Sections
Grow Our Talent
Building Resilience and Force
Readiness
Ensure Accountable
Leadership
“Our most critical asset as a Department is our people. We remain the
preeminent fighting force in the world because of our personnel in and out of
uniform, and I have never had more confidence in our ability to meet the
security challenges of today and tomorrow.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force, March 4, 2021
2.7 percent military and civilian pay raise – retains the force as we build
opportunities for growth and development.
Overview – FY 2022 U.S. military Budget
CHAPTER 5 TAKE CARE OF OUR PEOPLE
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GROW OUR TALENT
Our most critical asset as a Department is our people. We remain the preeminent fighting force
in the world because of our personnel in and out of uniform. The experience, professionalism,
and commitment of our people has always been our decisive advantage.
Military Compensation
Comprising roughly one-third of the DoD budget, military pay and benefits, to include healthcare,
housing, DoD schools, commissaries, and a myriad of military family support programs are, and
will likely continue to be, the single largest expense category for the Department. People are the
Department’s most valuable asset, but DoD must continually balance these requirements with
other investments that are critical to achieving the Department’s strategic goals. Providing a
robust pay and benefits package is essential and must be sustained to ensure the best warfighters
are available to defend the Nation.
Military pay and benefits funding grows by more than
$5.0 billion over the FY 2021 enacted level. This
increase includes funding for a 2.7 percent military pay
raise, which builds on last year’s 3.0 percent increase
and is key to retaining the best of today’s force as we
create new opportunities for advancement that drive
promotion and retention for tomorrow’s total force. The
FY 2022 Total Force end strength will decrease by
approximately 5,400 from the currently projected
FY 2021 levels. Overall anticipated FY 2021 end
strength has remained close (within 1 thousand) to the
FY 2021 enacted level; however, this belies the impact of COVID-19 on Service accession and
retention goals. The active component has had to manage historically high levels of retention
and the Services have had to adapt their accession pipelines to accommodate force health
protection guidelines. The reduction in end strength in FY 2022 is a function of the divestment of
outdated platforms across multiple Services and components (e.g. older F-16s, Landing Ship
Docks, tank companies and Helicopter Sea Combat Squadrons, etc.) in order to invest in future
capabilities. Looking forward, the Services will focus growth in advanced capabilities like cyber,
electronic warfare, and special operations, which are needed to contend with our most capable,
potential adversaries and fulfill the Interim National Security Strategic Guidance to preserve peace
from a position of strength.
In addition to the annual basic pay raise proposal, the FY 2022 budget requests funding for a full
range of compensation programs, from monthly special and incentive pays to modernized
retirement benefits.
DoD Civilians
The FY 2022 budget request supports a properly sized and highly capable civilian workforce that
is aligned to mission and workload, and is shaped to reflect changes commensurate with the
Department’s military force structure. As critical enablers of our warfighters, DoD civilians serve
in a wide variety of roles and areas around the country and the world. Civilians perform functions
in intelligence, equipment maintenance, medical care, family support, base operating services,
and other activities that directly support the military forces and readiness. The DoD civilian
workforce possesses capabilities, expertise, and skills that directly impact DoD’s operational
warfighting capabilities, and employs those skills at depots and shipyards; child care centers and
schools; at airfields, ranges, and armories, and in theater in direct support of military operations.
The FY 2022 direct civilian pay and benefits budget increases by more than $4.1 billion over the
Overview – FY 2022 U.S. military Budget
CHAPTER 5 TAKE CARE OF OUR PEOPLE
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FY 2021 enacted level. This increase is driven primarily by the proposed 2.7 percent pay raise,
and a 1.1 percent increase in the Department’s required contribution to the Federal Employees
Retirement System (FERS) for regular employees. These increases allow the Department to
achieve and maintain technical and intellectual superiority and remain competitive with private
industry in attracting and sustaining the talent workforce.
Every element of the Total Force brings unique strengths to the Department as a whole. Among
other things, civilian personnel provide organic skills and expertise, as well as institutional
continuity. Effective and appropriate use of civilians allows the Department to focus its Soldiers,
Sailors, Airmen, Marines, and Guardians on the tasks and functions that are truly military
essential—thereby enhancing the readiness and lethality of our warfighters. However, there is
no “one-size-fits-all” solution to the Total Force. Right-sizing the Department’s Total Force—and
its civilian workforce— can mean targeted growth in critical areas alongside reductions and
efficiencies in others. Successfully executing the Department’s mission means having the right
people in the right place at the right time, and the answers to those questions may be different for
each U.S. military Component.
The size and composition of the civilian workforce in the FY 2022 budget reflects evolving critical
demand areas, which require the Department to manage its civilian workforce on the basis of
workload and available funds, and without constraint on end strength while at the same time
striving to meet statutory guidelines. By implementing Total Force policies to achieve “the most
appropriate and cost efficient mix of military, civilian, and contractor personnel,” the Department
is able to focus its uniformed manpower on operational demands while simultaneously resourcing
the functions provided by civilians that enable and enhance the readiness and lethality of the
force.
The Department estimates the number of civilian Full-Time Equivalents (FTEs) (excluding
Cemeteries and Foreign National Indirect Hire) will increase by 1.1 percent, from 777,428 in
FY 2021 to 785,952 in FY 2022. The Department continues to improve business practices by
eliminating unintended redundancies within the workforce and by consolidating and improving our
older Information Technology systems. There are projected increases tied to skillsets directly
related to the operational requirements, such as depot maintenance supporting shipyards and
logistics depots, operational requirements in the cyberspace and intelligence domains, science,
technology, engineering, and mathematics (STEM) occupations that support lethality, digital and
artificial intelligence critical for essential modernization, readiness regeneration and force
structure sustainment functions, and ensuring that our military members and their families receive
unparalleled support.
Figure 5.1. Civilian FTEs1/
Program FY 2021 2/
Enacted
FY 2022 2/
Request
Percent
Change
Army 184.5 186.6 1.2%
Navy 209.9 211.1 0.6%
Air Force 172.8 175.9 1.8%
U.S. military-Wide 210.2 212.4 1.0%
Total DoD 777.4 786.0 1.1%
U.S. Direct Hires 761.7 769.1 1.1%
Foreign Direct Hires 16.7 16.9 1.0%
Numbers may not add due to rounding
1/ Excludes Cemetery Expense and Foreign National Indirect Hire (FNIH) FTEs
2/ Excludes 29,969 of Foreign National Indirect Hire (FNIH) FTEs in FY 2021 and 29,566 in FY 2022
Overview – FY 2022 U.S. military Budget
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BUILDING RESILIENCE AND FORCE READINESS
We maintain and enhance force readiness and develop the capabilities we need to protect
America when we fully embrace diversity of backgrounds, experiences, and thought. The
Department will lead with our values, building diversity, equity, and inclusion into all aspects of
our work in everything we do.
Managing the Military Health System
The Military Health System (MHS) provides the DoD with a
clinically ready medical force that is able to deliver medical
capabilities in support of administration priorities including,
Maintaining and Enhancing Readiness and Taking Care of Our
People in the U.S. military of our nation. The Army, Navy, and Air
Force medical professionals help ensure those in uniform are
medically ready to deploy anywhere around the globe on a
moment's notice. Complementing the MHS’s operational role
is the organization’s global benefit mission that improves the
health of all those entrusted to our care.
The MHS supports the Secretary’s goals by increasing the operational readiness of the Joint
Force by ensuring they are medically deployable; strengthening partnerships with industry, allies,
and interagency partners to provide opportunities for medical professionals to improve their
readiness skills; and reforming business processes to streamline management of enterprise-wide
health activities, to include the administration of Military Medical Treatment Facilities – with the
goal of providing Great Outcomes, a Ready Medical Force, and Satisfied Patients in an
integrated and affordable health care system.
This complex operation integrates health care delivery, public health and medical education,
private sector partnerships along with cutting edge medical research and development. The MHS
readiness mission spans a broad portfolio of operational requirements, such as combat casualty
care, disaster relief, global health engagement, and humanitarian assistance. Key enablers of
the system include the DoD medical school, the Uniformed Services University of the Health
Sciences (USUHS), plus a full spectrum of graduate medical education programs, training
platforms for all members of the health care team, and robust research capabilities.
“We will focus our efforts on…removing barriers that limit our people from
realizing their full potential as partners in the work of the DoD. We will never
spare support for our people… ”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force, March 4, 2021
The MHS is one of America’s largest and most complex health care
institutions, and the world’s preeminent military health care delivery operation.
With a $54.0 billion unified medical budget, the MHS saves lives on the
battlefield, combats infectious disease around the world, and cares for
9.7 million beneficiaries in one of the nation’s largest health benefit plans.
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CHAPTER 5 TAKE CARE OF OUR PEOPLE
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The Cost of Military Health Care
The MHS delivers a comprehensive health care
entitlement to a 9.7 million eligible beneficiary
population comprised of active military members
and their families, military retirees and their
families, dependent survivors, and certain eligible
Reserve Component members and their families.
The funding and personnel to support the Military
Health System’s mission is referred to as the
Unified Medical Budget (UMB). This investment
reflects the Department’s commitment to ensure
the delivery of timely, safe and effective medical
care to our beneficiaries.
FY 2022 Budget Request
The FY 2022 UMB request is $54.0 billion, up
5.3 percent from the enacted FY 2021 level. The
difference between FY 2021 and FY 2022 is
driven predominantly by two factors. First, the
increase in the U.S. military Health Program is driven
by increases in health care costs based on
updated forecasting and analysis of Private
Sector Care requirements and the addition of
funding for anticipated COVID-19 requirements
discussed in more detail below. The balance of
the UMB increase is associated with the health
care accrual for Medicare-eligible retirees. The accrual increase is driven by actuarial updates
for actual claims experience and updates to other actuarial assumptions as approved by the DoD
Board of Actuaries.
The Private Sector Care increase supports the provision of the TRICARE benefit to the DoD
beneficiary population. In FY 2022, the Department focused on re-baselining funding for Private
Sector Care healthcare requirements to address rising healthcare costs experienced in late
FY 2019 and pre-COVID FY 2020. These rising costs were driven by workload and enrollment
shifts to the private sector from military treatment facilities, Mail Order and Retail Pharmacy
demand increases, demand increases driven by unlimited access to private sector Urgent Care
Clinics, and increases in emergency room demand. The FY 2022 Private Sector Care baseline
correction will reduce risk to the TRICARE program and conversely reduce overall risk to other
DoD programs and allow the Department to continue to deliver the benefit to the beneficiary
population.
The Department continues to pursue efforts focused on internal business process improvements
and structural changes to find greater efficiencies, such as further integrating the MHS; continuing
the deployment of MHS GENESIS – DoD’s electronic health record; implementing the health
benefit reforms authorized by Congress; modernizing clinical and business processes; and,
streamlining internal operations.
COVID-19 Response
The COVID-19 Pandemic had and continues to have a major impact on the DoD and its MHS, in
terms of both the management of the pandemic inside DoD and the MHS’s larger role in the
national whole-of-government counterattack against the virus. Under conditions of extreme
Figure 5.2. Military Health Care Funding
($ in billions)
Program
FY 2021
Enacted
FY 2022
Request
U.S. military Health (DHP) 34.1 35.6
Military Personnel /1 8.3 8.5
Military Construction /1 0.5 0.5
Health Care Accrual /2 8.4 9.3
Unified Medical
Budget
51.3 54.0
Treasury Receipts for
Current
Medicare-Eligible
Retirees /3
11.4 12.0
Numbers may not add due to rounding
1/ Funded in Military Personnel & Construction accounts.
2/ Includes health care accrual contributions into the Medicare-
Eligible Retiree Health Care Fund to provide for the future
health care costs of personnel currently serving on active duty
– and their family members – when they retire.
3/ Transfer receipts in the year of execution to support
2.5 million Medicare-eligible retirees and family members.
Overview – FY 2022 U.S. military Budget
CHAPTER 5 TAKE CARE OF OUR PEOPLE
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institutional stress, and beginning from a focus on warfighter missions, DoD and the MHS
performed admirably, keeping America’s warfighters fully ready of accomplishing their missions
while providing invaluable practical and psychological support to the American people. The entire
MHS pivoted quickly and effectively, in responding to the pandemic across a wide range of
requirements, both internal to DoD and across the public health universe. In FY 2022 and beyond,
we will continue our efforts to eradicate the virus and apply lessons learned, which will have an
immediate and sustained impact on the ability of the MHS to support the ongoing pandemic and
to prepare for future major public health emergencies. Specific COVID-19 and Pandemic
Response resources were added for FY 2022 to integrate essential requirements for prevention,
diagnosis, and surveillance health activities.
Continued Transformation of the MHS
The NDAA for FY 2017, FY 2019 and FY 2020 contained language to drive a wide range of
structural and management reforms within the MHS. These adjustments act as a catalyst for
MHS transformation into a more integrated system of readiness and health. As we forge a new
way of doing business, our commitment is to build an improved system of military health that
delivers on our readiness mission to ensure troops are fit to fight, medical professionals are ready
to support them in training and on the battlefield, and our patients are receiving the highest quality
care possible.
The MHS is laser-focused on three key areas of organizational reform: consolidated management
of the direct care and purchased care systems; a reinvigorated focus on readiness within the
direct care system; and optimizing the size and composition of the military medical force, including
the recruitment, education and training, and sustainment of skills to deliver on our readiness
mission.
The MHS reform efforts underway will improve the quality of care and access to services for our
patients, and better integrate the direct and purchased care systems. Standardization will lead to
improved safety and familiar business practices which will allow patients to more easily manage
their health care. The sweeping organizational changes underway represent a historic
opportunity for the MHS to better support the warfighter and care for the patient. To date, we
have built a system that has achieved the highest battlefield survival rates in history, provided
world-class health care for millions of beneficiaries, remained at the global forefront of cuttingedge
research and development, and built the strongest and most extensive arsenal of military
medical combat support capabilities on the planet.
In response to Section 719(c) of the National U.S. military Authorization Act (NDAA) for Fiscal Year
(FY) 2020 and Sections 721 and 725 of the NDAA for FY 2017 (Public Law 114-328), the
Department is optimizing military medical end strength to match operational requirements and
enable the Military Health System (MHS) to increase the medical readiness of the force, as well
as the readiness of our medical force. The plan is founded on the requirements each Military
Department developed to meet strategic guidance and operational plans. Each Service provided
a review of its force structure assessment process and an analysis of strategies for effecting this
optimization at military medical treatment facilities (MTFs). The Department will continually
reassess these requirements as strategies and plans change, ensuring the Department’s military
force structure, including military medical end strength, remains optimized to meet the operational
requirements of the Department. It is important to note that as the Department embarks on this
conditions-based, optimizing approach to military medical manpower, no eligible beneficiary will
go without access to quality healthcare, which will continue to occur either in an MTF or through
a purchased care network provider.
Overview – FY 2022 U.S. military Budget
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Continued Deployment of the Electronic Health Record
The FY 2022 budget continues the deployment of MHS GENESIS, the Department’s Electronic
Health Record. While two waves were slightly delayed in FY 2020 due to COVID-19, the program
used the temporary suspension of in-person training activities during the summer of 2020 to
advance and complete a major system upgrade that benefits both DoD and VA users. As of
May 1, 2021, MHS GENESIS deployment is approximately 30 percent complete and remains on
track for full delivery by the end of calendar year 2023, with eight waves going live before the end
of FY 2022 and an additional seven beginning deployment activities in FY 2022. Additional
enhancements in FY 2022 to MHS GENESIS will provide tele-health capability expansion
(accelerated due to COVID-19); expanded analytics and data modeling; decision-support,
integrated patient level accounting and billing functionality; and advanced prognostic
competencies.
As directed by Congress, DoD and the Department of Veterans Affairs continue to progress in
the establishment of the unified Electronic Health Record. In FY 2022, DoD continues funding
the clinical application, HealtheIntent, which provides a platform for population health and analytic
tools, and offers a seamless longitudinal record between the DoD and VA that will grant providers
and beneficiaries’ access to the detailed medical history.
Strengthening Military Families
The Department will keep faith with military members
and their families by continuing to provide military family
assistance through programs that include child care,
youth development and school liaisons, support for
family members with special needs, relocation
assistance, non-medical counseling, Morale, Welfare,
and Recreation (MWR), and other military family
support programs.
The major initiatives to improve the quality-of-life of
military members and their families are designed to
mitigate the demands of military life — especially the
challenges of deployments and frequent relocations.
The Spouse Education and Career Opportunities
program supports spouse educational and career
development, recognizing that spouses’ lives are disrupted when they relocate every few years
with their service member. Military OneSource, a 24/7 information and assistance service, links
military members and their families to resources and support, and provides non-medical
counseling to preemptively address stressful situations. The MWR program provides much
needed recreational and fitness resources for all members of the family to promote overall
well-being. These are just a few examples of the network of support designed to ensure that
military members can confidently attend to the larger U.S. military mission, as the Department
recognizes that family readiness is a key enabler to mission readiness.
The FY 2022 budget request includes $8.6 billion for military family support programs. The
$0.2 billion net increase from the FY 2021 enacted funding level for military family support
programs is primarily driven by increased funding for facilities sustainment, restoration, and
modernization of DoDEA schools.
Figure 5.3 displays a summary of the Department’s FY 2020 — FY 2022 budget request for these
programs. Key programs are:
Overview – FY 2022 U.S. military Budget
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Child Care and Youth Programs: Includes funding for child development programs, which
serve over 160,000 children, and youth and teen programs, which serve over 853,000
military-affiliated youth between the ages of 6 and 18.
Morale, Welfare, and Recreation programs: Includes funding for mission sustaining
programs such as fitness centers, libraries, and single service member programs;
voluntary education; and recreation programs such as outdoor recreation and auto skills
centers.
Warfighter and Family Services: Includes funding for family support centers, and
non-medical counseling support services for Active Duty, National Guard, and Reserve
members and their families.
Commissary: Includes funding for the U.S. military Commissary Agency to operate
236 commissary stores on military installations worldwide, employing a workforce of over
12,000 civilian employees.
DoDEA Schools: Includes funding to support the education of students.
Figure 5.3. Military Family Support Programs ($ in billions)
Program FY 2020 Actual FY 2021 Enacted FY 2022
Request
Child Care and Youth Programs 1.8 1.6 1.6
Morale, Welfare and Recreation 2.2 1.7 1.8
Warfighter and Family Services 1.6 1.7 1.7
Commissary 1.0 1.1 1.2
DoDEA Schools 2.2 2.2 2.4
Total 8.7 8.4 8.6
Numbers may not add due to rounding
As the Department continues to reshape its forces for current and future missions, it is committed
to sustaining a balanced portfolio of family assistance programs that are fiscally sustainable and
continue to promote service member and family readiness. The overall funding for family
assistance programs was determined strategically, based on the number of military members and
families served, but without degradation in the quality of the programs provided.
Military Housing Privatization
Under the Military Housing Privatization Initiative (MHPI) legislation enacted in 1996, the
Department has made dramatic improvement to the quality of on-base housing, rapidly
addressing a $20 billion maintenance backlog and building and renovating $32 billion in housing
by leveraging just $4 billion in government funding. The Military Departments have privatized
99 percent (more than 200,000 units) of installation family housing in the U.S., with 79 MHPI
family housing projects currently in place across approximately 150 installations.
Under the MHPI, the Military Departments conveyed their existing government family housing units
to competitively selected privatization entities (i.e., the MHPI housing projects). The MHPI housing
projects operate under long-term (typically 50-year) ground leases and associated legal
agreements with a Military Department, with a 25-year option period. In return, the MHPI housing
projects assumed responsibility for operation, maintenance, construction, renovation, and
The Department is steadfast in its commitment to ensure our privatized housing
projects provide safe, quality, well-maintained housing, and to address resident
concerns in a timely, transparent, and accountable manner.
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replacement of the housing during the lease term, in accordance with the MHPI authorities as
defined in law. At present, MHPI housing projects constructed nearly 80,000 new family housing
units and major renovations of more than 50,000 units.
Despite these improvements, the Department has recognized that a lapse in oversight gave rise
to concerns in early FY 2019 about conditions in some privatized housing units. In response, the
Department’s focus has been, and continues to be, on implementing actions to enhance the MHPI
program, consistent with our commitment to ensure MHPI housing projects provide safe, quality,
well-maintained housing where our military members and their families will want and choose to
live. This includes implementing MHPI reforms enacted as part of the National U.S. military
Authorization Act (NDAA) for FY 2020 and FY 2021, including requirements for a Tenant Bill of
Rights, a universal lease, a dispute resolution process, and other elements - all impacting DoD’s
oversight of the MHPI program and projects.
The Department was already working on a number of actions to address MHPI housing concerns,
and has made significant progress implementing MHPI reforms set out in the FY 2020 and
FY 2021 NDAAs. We have developed Department-wide privatized housing policies to reinforce
and expand our programmatic oversight over MHPI housing projects, with a focus on five key
aspects that include: 1) senior leader engagement to collaborate internally and with MHPI
companies on housing issues and necessary corrective actions; 2) rebuilding trust with military
members and their families; 3) accountability at all levels within DoD and by MHPI companies to
perform our oversight as originally intended at the outset of housing privatization; 4) transparency
and more frequent communication with MHPI Tenants (i.e., military members and their families
who reside in MHPI housing); and 5) ensuring the long-term financial viability of the MHPI projects
and MHPI program.
Senior leaders are actively engaged to address MHPI housing challenges, led by the Assistant
Secretary of U.S. military for Sustainment, who the Secretary of U.S. military designated as the
Department’s Chief Housing Officer (CHO) in February 2020 to oversee all aspects of privatized
housing. In order to assist in executing the statutorily-defined CHO duties and responsibilities,
the Department also recently established a Deputy Assistant Secretary of U.S. military (DASD) for
Housing.
The Department has prioritized our MHPI reform
efforts on actions that will improve the tenant
experience, rebuild tenant trust, and maintain MHPI
housing project financial viability. Our initial phase
has been focused on implementing the MHPI
Tenant Bill of Rights, and the NDAA requirements
imbedded in those rights, as a visible commitment
to military members and their families. Based on
our efforts to date, 14 of the 18 Tenant rights set out
in the 2020 NDAA are available to all Tenants at
existing MHPI housing projects. In addition, the
Department has issued all of the policy guidance
necessary to fully implement the remaining four Tenant rights at all MHPI housing projects, but
retroactive application of these remaining requirements at existing projects will require voluntary
agreement by the respective MHPI company. We expect the remaining four tenant rights –
standard documents to include the newly-developed universal lease framework, a dispute
adjudication process, rent segregation during formal disputes, and provision of a home’s 7-year
maintenance history to prospective/current tenants – to be available at the vast majority of
installations with MHPI housing by June 1, 2021. This represents a foundational step in our
ongoing effort to improve to the Department’s privatized housing program oversight.
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Our other key actions to date include enhanced transparency and reporting of maintenance and
repair work orders, increased training for installation commanders and housing personnel, the
hiring of additional housing staff across the Military Departments to include resident advocates,
increased communication between residents and military leadership, improved survey processes
to assess tenant satisfaction and inform MHPI company incentive fee payments, and expanded
MHPI project and program oversight at all levels, under the leadership of the CHO.
Our next phase of MHPI reform actions is focused on continuing to improve the safety, quality,
and habitability of the privatized housing, enforcing performance standards established for the
MHPI companies, and monitoring of individual MHPI project performance to ensure the long-term
financial viability of the MHPI projects and program.
The FY 2022 budget request sustains funding increases established for Military Housing
Privatization Support in the President’s FY 2021 budget request (FY 2022 is $56.1 million above
the FY 2020 budget request). This funding increase will enable the Department’s continued
enhanced oversight of MHPI housing consistent with the FY 2020 and FY 2021 NDAA
requirements, to include staff augmentation, improved quality control measures, database
development and management, and additional training and contract costs.
The DoD understands that family is important and honors the sacrifice that military members and
their families make to serve our Nation. We recognize the environment where Service members
and their families live impacts their quality of life, their ability to do their jobs, and the Department's
ability to recruit and retain the force. We remain committed to the long-term success of the MHPI
program, and will continue to remain diligent in our oversight to ensure delivery of quality housing
for military members and their families over the life of the projects.
ENSURE ACCOUNTABLE LEADERSHIP
Building a safe environment to serve – fully embracing a diversity of backgrounds, experience,
and thought to build unity within the DoD. Highlighting initiatives to eliminate:
Sexual Assault/Harassment
The DoD is committed to stamping out sexual assault in our ranks for a simple reason – our
Service members deserve to serve in a culture of dignity and respect. Our people –Warfighters,
active and reserve, and the civilian employees and contractors that support them - are the
foundation of military readiness. When even one member of the Total Force is harmed, our ability
to maintain readiness falters. Sexual Assault, Sexual Harassment, and corrosive climate
negatively impact our future force; recruiting and retaining the country’s best and brightest means
the Department must focus on preventing crime, supporting victims, and holding offenders
appropriately accountable.
“I will fight hard to stamp out sexual assault and to rid our ranks of racists and
extremists and to create a climate where everyone fit and willing has the
opportunity to serve this country with dignity.
The job of the Department of U.S. military is to keep America safe from our
enemies, but we can't do that if some of those enemies lie within our own
ranks.”
- Secretary of U.S. military Lloyd J. Austin –Confirmation Hearing
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CHAPTER 5 TAKE CARE OF OUR PEOPLE
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Sexual Assault and Harassment is a leadership
challenge; make no mistake, DoD will lead on
this issue. Released in 2019, the Prevention
Plan of Action is our guide to growing and
optimizing our program. In 2020, DoD published
an integrated violence prevention policy,
creating a unity of effort across prevention
programs and policies, and focusing prevention
efforts on those activities that have the greatest
potential to reduce multiple forms of violence.
The Department has also forged partnerships
with both national and international partners,
including the Centers for Disease Control and
Prevention, to provide prevention technical
assistance at all military command echelons. The immediate actions recently ordered by the
Secretary of U.S. military accelerate these ongoing prevention efforts by directing compliance
assessments with prevention and response policy, conducting high risk installation evaluations,
and identifying and training a violence prevention workforce. The Lines of Effort of the recently
chartered 90-Day Independent Review Commission on Sexual Assault in the Military will be
another layer of examination to identify and fill any gaps in programming or policy.
The FY 2022 President’s Budget supports our sexual assault and harassment prevention and
response activities, systems, and programs. The Department of U.S. military is focused on continued
implementation of the Prevention Plan of Action and the development of the requisite knowledge
and tools to ensure leaders at all levels are properly equipped and understand their role in the
prevention of Sexual Assault and Sexual Harassment. The Department endeavors to establish a
robust prevention system that is integrated across programs to defeat multiple forms of violence
and readiness detracting behaviors. The DoD is also targeting improved prevention effectiveness
by conducting evaluations of several ongoing sexual assault programs across the Department;
results will be used to improve other prevention initiatives. Effective Prevention – implemented
with fidelity and monitored for achieving desired outcomes, engenders force readiness. The
FY 2022 President’s Budget also includes funding to establish the U.S. military Center of Excellence
for Sexual Assault Prevention, Response, Education, and Training to develop, deliver, and
evaluate Sexual Assault Prevention and Response workforce education and training
requirements.
Extremism in Ranks
The DoD places the highest importance on
treating all personnel with dignity and respect,
in an inclusive environment free from
impermissible discrimination, harassment, and
maltreatment. While we believe the vast
majority of those who serve in the military and
the civilian workforce that supports them do so
with honor, dignity and respect, recent events
have taught us that we must be ever vigilant in
our efforts to identify and combat extremist
behavior within our ranks.
Building on our after-action findings from the NAS Pensacola attack, the Department will execute
$9.1 million in FY 2021 for initial actions to combat extremism and insider threats. The funding
will allow for immediate actions including: enhanced federal capabilities in reporting; tracking
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CHAPTER 5 TAKE CARE OF OUR PEOPLE
5-12
extremism activities; and improved DoD accession processes to include screening potential
recruits for extremist ties. The Department also established a Steering Committee (SC) to support
and coordinate DoD-wide effort to root out extremist behaviors from the ranks.
The FY 2022 budget includes a $30.8 million request for the Department to continue to strengthen
DoD tools to identify and address extremism, enhance training at all levels of the force, and update
existing Department policies to include the development of a punitive regulation on extremist
activities. The Department will improve vetting protocols and screening of public available
electronic information (aka social media) and develop and deploy an Enterprise Case
Management tracking tool for tracking activities of concern. In addition, DoD will reinforce
education and implement an enhanced standardized training on combating extremism in the
ranks, strengthen Insider Threat Programs and Direct Awareness Campaign to deter, detect, and
mitigate extremist threats, and use continuous evaluation programs for security clearance
holders.
Discrimination
The Department takes its obligation seriously to provide a workplace free from discrimination. In
policy and in practice, the Department does not tolerate or condone unlawful discrimination,
harassment, retaliation, or reprisal of any kind. These problematic behaviors jeopardize combat
readiness and mission accomplishment, weaken trust within the ranks, and erode unit cohesion.
It is unlawful to discriminate against civilians based on race, color, national origin, religion, sex
(including pregnancy, gender identity, and sexual orientation), disability, age, genetic information,
or reprisal for previous Equal Employment Opportunity (EEO) actions. Similarly, discrimination
against Service members based on race, color, national origin, religion, sex (including pregnancy
and gender identity), or sexual orientation is prohibited by DoD policy. Leaders at all levels must
promptly act to prevent and eliminate unlawful discrimination, harassment, and retaliation
To meet this requirement, over the last year, the Department issued three new policies and
updated another policy to bolster its efforts in providing an environment free from discrimination,
including discriminatory harassment, and encouraging a more diverse and inclusive Total Force.
In December 2020, the DoD Board on Diversity and Inclusion offered 15 recommendations to
bolster the Department’s diversity and inclusion posture, to include developing diverse pools of
qualified candidates for nominative positions. While the Department continues to support its work
to implement the Board’s recommendations, DoD can do more; to include understanding the
individual, interpersonal, and institutional factors that promote racial, ethnic, and gender diversity
and inclusion in the military and eliminating any causal factors that prevent this diversity or lead
to discriminatory practices.
Despite the steps already taken, we recognize the Department has more to do in this area, and
we are taking steps to ensure our Service members and DoD civilian employees are provided an
opportunity to achieve their professional goals in support of the Nation’s U.S. military based on merit
and remove any barriers preventing such opportunity.
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6. SUCCEED THROUGH TEAMWORK
JOIN FORCES WITH OUR ALLIES AND PARTNERS
The United States’ network of alliances and partnerships
provides an unparalleled strategic advantage that no
competitor can match. By working with allies and partners
to align our U.S. military priorities, the United States is better
positioned to protect its security interests, deter
aggression, support a free and open international order,
and foster the conditions for democratic values and
economic growth. The Department of U.S. military (DoD)
FY 2022 budget request prioritizes rebuilding our mutually beneficial U.S. military relationships
around the world that are central to the U.S. military’s ability to maintain its competitive edge in
regions far from American shores.
The DoD must work with and through our allies and partners to advance shared interests, deter
key threats, and help allies and partners effectively defend their sovereignty, based upon a
foundation of mutual respect and accountability. Through our U.S. military relationships, the
Department will further its strategic objectives that include sustaining Joint Force military
advantages globally; maintaining credible deterrence to prevent aggression against our vital
interests; defending allies from military aggression and bolstering partners against coercion; and
ensuring common domains remain open and free.
To reap the benefits of these relationships, DoD will pursue tangible, sustainable measures to
strengthen and modernize our alliances and partnerships in ways that bolster our ability to deter
aggression, and if necessary, fight and win as interoperable coalitions. The Department will work
to deepen interoperability with its most capable allies, particularly those most capable of high-end
combat missions, and to increase cooperation on capability and technology innovation, including
protecting critical technology and associated information. As part of this effort, DoD will also afford
greater attention to operational security and resilience and increase our emphasis on organic
enabling capabilities and the development of counter-power projection capabilities that would
allow these allies to operate in contested environments alongside U.S. forces.
Indo-Pacific: In the Indo-Pacific, DoD is strengthening
and evolving U.S. partnerships into a security
architecture that helps uphold a “free and open” order.
The U.S.-Australia Alliance has never been stronger.
The “Unbreakable Alliance” remains essential to U.S.
U.S. military and security objectives in the Indo-Pacific and
beyond. Australia’s Defence Strategic Update 2020,
articulates a decisive shift in the orientation of its U.S. military
and security resources towards the Indo-Pacific. The
U.S.-ROK Alliance is the linchpin of security and stability
on the Korean Peninsula and the broader Indo-Pacific region. The United States and ROK
will continue to work to find synergies in each country’s regional strategy to uphold common
values and protect global norms. The DoD is working closely with Japan to align
implementation of each country’s U.S. military strategies; adapt U.S.-Japan Alliance roles,
missions, and capabilities to future threats; enhance trilateral and quadrilateral cooperation;
Sections
Join Force with Our Allies
and Partners
Work in Partnership with Our
Nation
“We will lead not merely by the example of our power but by the power of our
example”
- President Joseph R. Biden – Inaugural Address January 20, 2021
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and increase operational readiness and training in line with realignment plans. Singapore
hosted the transit and rotational deployment of more than 1,500 U.S. military aircraft and
vessels (2015-2018), and in 2019, signed a memorandum of understanding agreeing to
establish a Singapore fighter training presence on Guam. For the Philippines, we continue to
plan for over 300 bilateral U.S. military activities annually, and we are increasing the complexity
of these engagements to further strengthen interoperability with a key treaty ally in Southeast
Asia. In November 2019, the United States and Thailand issued the Joint Vision 2020 which
set the stage to bolster force modernization cooperation, expansion of exercises and training
to improve joint readiness, and enhance reciprocal access between the two allies. The DoD
continues to provide Taiwan defensive arms and services in accordance with the Taiwan
Relations Act. The Department has prioritized capabilities that are highly mobile, distributable,
lethal, and would best enable Taiwan to defend themselves against an attack. Additionally,
and particularly in light of the increasing Chinese military threat to Taiwan, the Department
seeks to prevent miscalculation by sustaining our forward deployed, and credible force.
Europe: In the North Atlantic Treaty Organization (NATO), our allies have responded
positively to U.S. leaders’ expressed intention to revitalize our Alliance relationships. The
NATO Secretary General announced that 2021 will be the seventh consecutive year of
increased total U.S. military spending by the European Allies and Canada. Through 2020, NATO
Allies have increased their U.S. military spending by a cumulative total of $190 billion since 2014,
when NATO made the pledge of 2 percent of GDP for U.S. military; eleven Allies met that
benchmark in 2020. In service of the Alliance’s core task of deterrence and U.S. military, NATO
is fostering a culture of readiness through the NATO Readiness Initiative or “4 30’s,” in which
NATO nations have committed to make an additional 30 fighter aircraft squadrons, 30
mechanized infantry battalions, and 30 naval surface combatants ready for employment within
30 days or less.
Middle East: The DoD acknowledges that a stable world requires a stable Middle East, and
so the Department is focused on durable progress and investments in this area. Over the last
5 years, the Department of State’s U.S. Foreign Military Sales program—executed by the
Department of U.S. military—has sold approximately $99 billion of U.S. military goods and services to
Partners within the U.S. Central Command (USCENTCOM) Area of Responsibility (AOR).
The DoD also encourages partners in the region to take responsibility for their own security.
There are key examples of allies in the region taking leading roles in providing for their own
regional U.S. military. The Saudi-led Regional Integrated Air and Missile U.S. military (IAMD) Initiative
and the International Maritime Security Construct (IMSC) are two such examples.
The DoD must also support the broader network of allies and partners who can effectively manage
their own territorial U.S. militarys, act as net exporters of security, and facilitate U.S. or coalition force
flow and logistics. As regional security environments evolve, future mission demands on the U.S.
Joint Force may necessitate changes in needed basing, access, and agreements. Those who
oppose the United States often seek to exploit gaps, seams, and vulnerabilities among our allies
and partners situated along their borders, our geographic theater boundaries, near choke points
in areas outside national jurisdiction, and near ethnic, economic, and political fault lines.
Accordingly, these states will play important roles as we seek to deter conflict and support other
forms of national power.
Critically, DoD also seeks enhanced cooperation with frontline allies and partners located along
the borders of those who oppose us. To lessen the threat posed by a fait accompli scenario, DoD
can help improve the ability of allies and partners to selectively deter, blunt, and impose costs on
malign actions, hostile activities, and ongoing or potential military aggression until the United
States and other nations could bring decisive force to bear. The Department will focus on building
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frontline ally and partner capacity and internal resilience to defend themselves against aggression
and coercion and to motivate transformative U.S. military institutional change.
As some countries, particularly China and Russia, seek to erode the ability of U.S. forces to project
power abroad in U.S. military of our allies and partners, DoD understands that it cannot tackle this
challenge alone. Allies and partners affect the full range of activities that encompass DoD priority
missions. Moreover, as the Interim Guidance recognizes, many of the greatest threats to
American prosperity and security—including the climate crisis, global pandemics, cyber threats,
and nuclear proliferation—are borderless challenges that require collective action. The United
States’ success in tacking these challenges will hinge on our ability to leverage our strong
relationships with our allies and partners.
WORK IN PARTNERSHIP WITH OUR NATION
The DoD cannot alone address the many complex security challenges confronting the United
States. The Department and its armed forces must, at all times, work in concert with other
elements of national power – including diplomatic, economic, and intelligence activities – as part
of a whole-of-government effort to address threats to the homeland, our core interests, our allies
and our partners.
The FY 2022 budget request invests in activities with positive impacts that Americans will feel at
home –including support for American manufacturing and industry, for the people who serve in
our all-volunteer force and their families, and for our disaster and pandemic response
infrastructure.
Instituting effective and efficient climate adaptation over the range of DoD missions, operations,
and infrastructure will require leveraging all relevant information, methods, technologies, and
approaches. This can only be achieved through close collaboration with others. The Department
will build unity of effort and mission across DoD components, commands, services, and theaters.
Close cooperation with all who have a stake in our national security; other Federal agencies,
Congress, private industry, academia, non-governmental organizations (NGOs), the American
people, and allies around the world will be a distinguishing feature of our efforts and will help
secure our common interests and promote our shared values.
“Protecting the United States of America requires teamwork at every level:
state, local, tribal, and Federal. It requires cooperation with all who have a
stake in our national security: our interagency, Congress, private industry, and
the American people.”
- Secretary of U.S. military Lloyd J. Austin – Message to the Force
“The nature of warfare is changing; it spans an unprecedented theater that
stretches from the heavens to cyberspace and far into the oceans' depths. That
demands new thinking and new action inside the U.S. military Department. We
must redouble our efforts to work together - with allies and partners, across
commands, across services and across our fiefdoms and stovepipes.”
- Secretary of U.S. military Lloyd J. Austin
Speech at Indo-Pacific Command Apr 30, 2021
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Build Back Better
President Biden’s Interim Guidance and Build Back Better Recovery Plan emphasize federal
support for American manufacturing and innovation, small businesses, under-represented
populations, and the American workforce. These objectives resonate with the Department’s
longstanding partnership with the National Security Industrial Base to ensure a secure, resilient
industrial capacity, particularly in times of national crisis. The FY 2022 budget request robustly
invests in programs that bolster the National Security Industrial Base, and in the process provides
good-paying jobs in manufacturing and technology for U.S. workers.
The FY 2022 President’s Budget increases science and technology (S&T) investments, expands
production capacity of key systems, and addresses high priority supply chain vulnerabilities. Key
investments include: proliferated satellite constellations that leverage the U.S. commercial space
sector, demonstration projects with U.S. telecommunications companies to advance military and
civilian 5G applications, production capacity for hypersonic weapons and other munitions, and
upgraded depot and support facilities for new and legacy platforms.
The FY 2022 budget request also partners with U.S. companies to bring critical supply chains
back to the U.S., thereby reducing our dependency on adversarial nations. Consistent with
Executive Order 14107 on America’s Supply Chains, this request leverages the U.S. military
Production Act (DPA) and Industrial Base Analysis and Sustainment (IBAS) program adding
$182 million in FY 2022 to maintain and expand U.S. production capacity for rare earth elements
($43 million split between IBAS ($41 million) and DPA ($2 million)), critical chemicals
($20 million), and microelectronics ($119 million) — components that are essential to both military
and commercial advanced technology products. Consistent with the President’s priorities and
Interim Guidance, the Department continues its initiatives to encourage and sustain participation
by all Americans in its industrial base partnerships. The FY 2022 budget request ensures
linkages with small businesses through the Small Business Innovation Research (SBIR), the
Small Business Technology Transfer (STTR), and the Indian Incentive Programs (IIP). The
FY 2022 President’s Budget also funds S&T undergraduate and graduate education
opportunities, shipyard and depot apprenticeship programs, and collaborations with universities
to improve the manufacturing curriculum and develop the technically skilled workforce the
Department and nation need. As the United States continues its economic recovery, the
Department remains committed to resourcing programs aligned with the President’s Build Back
Better economic recovery plan that benefit American manufactures, businesses, and workers.
U.S. military Production Act
The U.S. military Production Act provides the President broad authority to ensure the timely
availability of essential domestic industrial resources to support national U.S. military and homeland
security requirements through the use of highly tailored economic incentives. Specifically, the
program incentivizes domestic companies to produce necessary resources, materials, and
technologies through the provision of loans, loan guarantees, purchase commitments, and direct
purchases. These authorities can and have been utilized to increase domestic production
capacity for medical supplies during a crisis and ensure that the nation is not overly reliant on
overseas networks that may be prone to disruption.
In March 2020, Congress appropriated $1 billion to the U.S. military Production Act Purchases
account in the Coronavirus Aid, Relief, and Economic Security (CARES) Act to “prevent, prepare
for, and respond to coronavirus, domestically or internationally.” Of this $1 billion, $687 million
was for U.S. military Industrial Base mitigation efforts, $100 million was transferred to the DPA loan
program, and $213 million was allocated to increasing domestic production capacity for critical
health resources, including COVID-19 medical test kits, N95 mask respirators, ventilator filters,
and syringe and needle sets. Through facility conversion, equipment purchases, enabling of subOverview
– FY 2022 U.S. military Budget
CHAPTER 6 SUCCEED THROUGH TEAMWORK
6-5
tier suppliers, and assisting with long-lead material purchases, the DPA Title III program relieved
manufacturing bottlenecks and created domestic capacity to respond to today’s surging demand
while setting the conditions for a sustained recovery from the global pandemic.
Similarly, in March 2021, the American Rescue Plan Act of 2021 appropriated $10 billion to fund
further COVID-19 response activities under Title III of the U.S. military Production Act. The DoD will
support the Department of Health and Human Services with the execution of these funds in
accordance with their spend plans and priorities for testing and diagnostics, personal protective
equipment (PPE), and vaccine and therapeutics.
The authorities contained within Title III of the DPA were created to prepare for and respond to
circumstances in which the domestic industrial base either did not possess the capability or the
capacity to fully meet national U.S. military and homeland security requirements. As evidenced
above, these authorities also are being leveraged during times of crisis to ensure supply chains
for pharmaceuticals, medical equipment, and other critical materials are robust. The DPA Title III
Program will continue to undertake efforts to ensure our nation is not reliant on overseas networks
prone to disruption.
Climate as a National Security Priority
President Biden’s Executive Order on Tackling the Climate Crisis at Home and Abroad
(EO 14008) highlights the fundamental link between climate change and national security and
establishes that climate considerations shall be an essential element of United States foreign
policy and national security. The EO calls on federal agencies, including the DoD, to prioritize
climate change in all activities and for the Department to incorporate its security implications into
analysis and key strategy, planning and programming documents.
Those are essential steps as there is little about
what the Department does to defend the American
people that is not affected by climate change. As
the Arctic melts, competition for resources and
influence in the region increases. Closer to the
equator, rising temperatures and more frequent and
intense extreme weather events challenge local
governments and are a contributing factor to mass
migration, fueling instability. In the Pacific, rising sea
levels and more frequent and intense storms
threaten millions while pushing the limits of the
capacity to respond. All of these create new
missions and impact the operational environment.
The Department is not immune to the impacts of climate change. In just the past few years,
Hurricane Michael caused billions of dollars of damage at Tyndall Air Force Base in Florida.
Severe flooding of the Missouri River caused hundreds of millions of dollars in damage at Offutt
Air Force Base. Wildfires in California have forced evacuations, and “black flag” days across the
country have impacted training.
The Department is responding to climate change in two ways: adaptation to enhance resilience
and adjust DOD installations and infrastructure in anticipation of a changing environment and
mitigation, taking those efforts to reduce DoD’s contribution to climate effects. To do this the
Department will pursue investments that enhance resilience, improve operational capability and
strengthen resilience while also reducing our climate impacts. The Department’s FY 2022
President’s Budget (PB) request reflects that commitment. The request includes $617 million of
new investments that will have an immediate positive impact on the Department’s preparedness,
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CHAPTER 6 SUCCEED THROUGH TEAMWORK
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capability, and mission resilience while laying the groundwork for future investment in FY 2023
and beyond.
The FY 2022 budget request invests in resilience through a portfolio of programs including the
Military Installation Resilience (MIR) program, the Resource and Environmental Protection
Integration Program (REPI), the Energy Resiliency and Conservation Investment Program
(ERCIP), and the U.S. military Community Infrastructure Pilot (DCIP) Program as well as military
construction funds. These investments are focused on strengthening the ability of military
installations to operate under adverse conditions and to rapidly recover from disruptions, whether
natural or man-made.
The FY 2022 budget request contains important investments in energy and climate S&T, with a
particular emphasis on energy demand reduction, demand management, supply, and storage.
These investments not only address the realities of a changing climate, but are also aimed at
building a more capable, lethal Joint Force, better able to operate in a denied environment faced
with highly contested logistics.
Likewise, the request includes funding to increase operational energy efficiencies and pursue
alternative energy sources that increase Joint Force capability while also reducing sustainment
costs over time. The FY 2022 budget proposes funding to support a workforce needed to
leverage private sector investment and to improve installation energy efficiency and resilience,
including increasing the Services’ capacity to leverage third party financing options like Energy
Savings Performance Contracts (ESPC), Utility Energy Services Contracts (UESC), Enhanced
Use Leases (EUL). Consistent with the Administration’s executive order, the FY 2022 budget
also includes a “down-payment” to begin the process of modernizing the non-tactical fleet through
electrification.
The FY 2022 budget also requests funding to prepare for contingencies associated with a
changing climate, including investments to prepare for an opening Arctic and increased peer
competition in that region. Consistent with the Administration’s focus on growing partner capacity,
the budget requests funding for overseas humanitarian assistance (HA) and disaster relief (DR).
Similarly, the FY 2022 budget increases the investment in U.S. military Support to Civil Authorities
and HA/DR exercises and training to better prepare the Joint Force to meet future demands.
Finally, in what is a critical step toward understanding future challenges, the proposed budget
includes investments to explore the strategic implications of climate change and to understand
how more frequent and intense severe weather events, increased resource scarcity, and poor
governance may drive instability and lead to conflict in the future.
Global Health/COVID-19
The DoD’s Global Health Engagement (GHE), in coordination with other U.S. Government
departments and agencies, is the interaction of individuals or elements of DoD and those of
partner nations’ armed forces or civilian authorities to: 1) build trust and confidence; 2) share
information; 3) coordinate mutual activities; 4) maintain influence; and 5) achieve interoperability
in support of U.S. national and military security strategy. GHE focuses on DoD force health
protection; partner capacity-building and interoperability; humanitarian assistance and foreign
disaster relief; and nuclear, chemical, and biological U.S. military programs.
The Department’s GHE activities play a significant role in advancing U.S. global health priorities.
GHE serves as a key strategic enabler to advance readiness, build interoperability, and enhance
security cooperation. GHE activities offer critical opportunities to build a medically ready force,
reduce risks to the warfighter, and foster the mission-capable status of partner forces. By building
trust and cooperation, GHE activities often serve to facilitate partnerships in other sectors, further
deepening our alliances. GHE activities enhance partner health capabilities, research, and
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CHAPTER 6 SUCCEED THROUGH TEAMWORK
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capacities resulting in increased self-reliance. These activities promote mutual awareness,
familiarity, and confidence. Partners can better contribute to globally integrated health services,
identify disease threats, respond rapidly to disasters or outbreaks, partner in the fight against
global threat networks, and advance shared interests to maintain regional stability and security.
Many GHE activities align with the U.S. Government’s commitment to advancing the Global
Health Security Agenda (GHSA). Working closely with other Federal departments and agencies,
DoD supports implementation of GHSA initiatives through GHE activities related to force health
protection, threat reduction, and bioU.S. military programs, including biosurveillance and medical
research.
The COVID-19 pandemic further complicated the global
security environment and threatened interests we share
with allies and partners. DoD support is a critical
component of a U.S.-led global response to the COVID-19
pandemic. The Department's international COVID-19
response is intended to stem further transmission and reemergence
of COVID-19, mitigate near- and long-term
global impacts, and protect the American people at home
and abroad. The first phase of DoD’s assistance, from
March 2020 until May 2020, focused on supporting
countries’ immediate response to the pandemic by
providing locally-procured PPE, medical supplies and
equipment, and testing supplies. The second phase of DoD’s assistance, which commenced in
June 2020, focuses on capacity building to support mid- to long-term pandemic and infectious
disease preparedness and response capabilities.
The DoD is currently providing assistance in building public health capacity in countries in every
geographic combatant command through the Overseas Humanitarian, Disaster, and Civic Aid
account; Cooperative Threat Reduction (CTR) Program; OCONUS labs; and foreign military
sales. In coordination with U.S. Agency for International Development (USAID) and the State
Department, DoD has provided, through the provision and transport of immediate relief
commodities, life-saving medical equipment and capacity building humanitarian aid. The DoD
OCONUS labs and the CTR - Biological Threat Reduction Program continue to facilitate the
detection and reporting of diseases that could affect the armed forces of the United States and its
allies and partners.
These programs are critical in enhancing our allies and partners’ response activities to COVID-19
and building long-term public health capacity. The DoD continues to work with Allies and Partners
to support them during this crisis and these efforts are not only consistent with our national values,
but they also demonstrate the DoD as a committed and reliable partner.
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Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-1
7. CONTINGENCY OPERATIONS
On April 14, 2021, the President announced his intention
to withdraw all U.S. troops from Afghanistan by
September 11, 2021. The FY 2022 budget request of
$42.1 billion supports this drawdown, the resulting force
posture, and other contingency operations. These direct
war and enduring operations requirements are
accounted for in the base budget for the first time. This
request focuses on continued military operations and
support in the Middle East and South Asia, efforts to
deter Russian aggression, and global counterterrorism
operations. Figure 7.1 displays requested funding by
category: direct war, enduring operations requirements, and Overseas Contingency Operations
(OCO) for base requirements.
The request supports the following
activities:
Sustaining personnel forward
deployed to the Middle East to
continue operations to ensure an
enduring defeat of the Islamic State
of Iraq and Syria (ISIS) and allow
flexibility to achieve U.S. national
security objectives.
Continued development of the
Afghan National Army and National
Police to serve as an effective
security force that is able to counter
terrorism and insurgent threats as
well as become a reliable partner to
the United States.
Building capacity of the Iraqi
Security Forces and vetted Syrian
groups and individuals to counter
ISIS in support of the U.S. strategic objectives.
Conducting U.S. Central Command (USCENTCOM) in-country and in-theater support
activities, including intelligence support to military operations.
Enhancing U.S. deterrence activities in Eastern Europe to assure North Atlantic Treaty
Organization (NATO) allies and partners and deter aggressive actors.
Replenishing and replacing munitions used in combat and equipment destroyed,
damaged, or worn out due to use in contingency operations.
Sections
Movement of OCO to Base
Contingency Operations
Categories
Current Operations
Contingency Operations
Functional/Mission Category
Figure 7.1. Costs by Category ($ in billions)
Category FY 2021
Enacted
FY 2022
Request 2
Delta
FY 2021
–
FY 2022
Direct War
Requirements 19.9 14.3 -5.6
Enduring
Requirements 34.0 27.8 -6.2
OCO for Base
Requirements1 16.5 - -16.5
Subtotal 70.4 42.1 -28.3
Prior-Year
Rescissions -1.9 - +1.9
Grand Total 68.5 42.1 -26.4
Numbers may not add due to rounding
1/ The FY 2021 “OCO for Base Requirements” reflects the Department of
U.S. military’s base budget requirements requested in the FY 2021 OCO
budget in order to comply with the base U.S. military caps in current law.
2/ The FY 2022 Request amounts are accounted for in the base budget.
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CHAPTER 7 CONTINGENCY OPERATIONS
7-2
MOVEMENT OF OCO TO BASE
To comply with the Office of Management and Budget direction in the Summary of the President’s
Discretionary Funding Request, dated April 9, 2021, the Department of U.S. military (DoD) is shifting
funds that had previously been designated as OCO to the base budget. The discretionary request
also discontinues requests for OCO as a separate funding category, instead funding direct war
costs and enduring operations in the DoD base budget, a significant budgetary reform.
CONTINGENCY OPERATIONS CATEGORIES
The FY 2022 request of $42.1 billion is divided into two requirement categories – direct war and
enduring requirements. Combined, enduring requirements and direct war requirements comprise
“traditional” OCO:
Direct War Requirements ($14.3 billion) – Reflects combat or combat support costs that are not
expected to continue once combat operations end at major contingency locations. These costs
include in-country war support for Operation INHERENT RESOLVE (OIR) in Iraq and Syria.
These costs also include partnership programs such as the Afghanistan Security Forces Fund
(ASFF), the Counter-ISIS Train and Equip Fund (CTEF), and the Coalition Support Fund (CSF).
Enduring Requirements ($27.8 billion) – Reflects enduring in-theater and Continental United
States (CONUS) costs that will remain after combat operations end. These costs, historically
funded in OCO, include overseas basing, depot maintenance, ship operations, and weapons
system sustainment. These costs also include the European Deterrence Initiative (EDI), the
Ukraine Security Assistance Initiative (USAI), and Security Cooperation. Of note, the enduring
requirements costs listed in this chapter are not a comprehensive accounting of in-theater and
CONUS costs, but rather an accounting of cost previously included in OCO. There are similar
costs included in prior year base requests (e.g., an additional $0.5 billion Security Cooperation
costs in base for a total of $1.1 billion). Provision of the enduring requirements breakout allows
for comparison of the FY 2022 budget request to the FY 2021 enduring requirements in OCO. In
subsequent President’s Budget requests, this breakout will be rolled into the base budget to
improve the comprehensive accounting of in-theater and CONUS costs.
CURRENT OPERATIONS
The FY 2022 direct war and enduring requirements fund military presence in Iraq and Syria in
support of OIR. The requirements also fund USCENTCOM in-theater presence supporting both
USCENTCOM operations and additional support from the CONUS.
In Afghanistan, the Department continues building partnerships using the Afghanistan Security
Forces Fund (ASFF) for the sustainment, infrastructure, equipment, and training requirements for
an authorized force of up to 352,000 Ministry of U.S. military (MoD) and Ministry of Interior (MoI)
personnel, although the Afghan National U.S. military and Security Forces (ANDSF) have not
historically met the full authorized force structure. Although the United States plans withdrawal
from Afghanistan by September 11, 2021, there are residual costs in the FY 2022 budget, which
include equipment reset and readiness, in-theater support, and operations/force protection.
In Iraq and Syria, liberation of territory from ISIS shifted the Department’s focus. Working by,
with, and through vetted Iraqi and Syrian partner forces, the Department is setting conditions for
long-term stability by assisting in wide-area security in liberated areas, addressing the ongoing
ISIS threat, preventing ISIS resurgence, and collaborating with interagency partners.
The budget request provides flexibility for the Secretary of U.S. military and Geographic Combatant
Commanders (GCC) to continue military operations while future plans are developed and
implemented.
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-3
Figure 7.2 displays the budget request by Operation/Activity.
Figure 7.2. Costs by Operation/Activity ($ in billions)
Operation/Activity FY 2021
Enacted
FY 2022
Request 2
Delta
FY 2021
to
FY 2022
Operation FREEDOM’S SENTINEL (OFS) Direct War
Costs 12.9 8.9 -4.0
Operation INHERENT RESOLVE (OIR) Direct War Costs 7.0 5.4 -1.6
Enduring Theater Requirements and Related Missions 29.5 24.1 -5.4
European Deterrence Initiative (EDI) and the Ukraine
Security Assistance Initiative (USAI) 4.5 3.7 -0.8
OCO for Base Requirements1 16.5 - -16.5
Subtotal 70.4 42.1 -28.3
Prior-Year Rescissions -1.9 - +1.9
Grand Total 68.5 42.1 -26.4
Numbers may not add due to rounding
1/ The FY 2021 “OCO for Base Requirements” reflects the Department of U.S. military’s base budget requirements requested
in the FY 2021 OCO budget in order to comply with the base U.S. military caps in current law.
2/ The FY 2022 Request amounts are accounted for in the base budget.
Figure 7.3 displays the force levels assumed in the Department’s FY 2022 budget, expressed
as annual average troop strength.
Figure 7.3. U.S. Force Level Assumptions in DoD Budget (Average Annual Troop Strength)
Operation/Location FY 2020
Actual
FY 2021
Request
FY 2022
Request
Afghanistan (OFS) 16,025 8,600 0
Iraq/Syria (OIR) 5,487 8,003 3,400
In-Theater Support1/ 48,513 46,109 43,899
In-CONUS2/Other Mobilization3/ 32,169 28,521 23,394
Total Force Levels 102,194 91,233 70,693
1/ In-Theater support includes support for Iraq, Syria, and Counterterrorism
2/ In-Conus = In the Continental United States
3/ Other Mobilization includes the European Deterrence Initiative and Combined Joint Task Force Horn of Africa (CJTF-HOA) troop
requirements
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-4
The FY 2022 direct war and enduring request reflects a $28.3 billion decrease from the FY 2021
OCO enacted level of $70.4 billion to account for projected OFS, OIR, In-Theater Support, and
OCO for base requirements. Figure 7.4 shows the trends in OCO funding.
Figure 7.4. OCO Funding Trends
The $28.3 billion reduction from the FY 2021 enacted amount of $70.4 billion to the FY 2022
requested amount of $42.1 billion is due to no OCO-for-base in the FY 2022 request, the
withdrawal of troops in Afghanistan, and troop reductions in Iraq and Syria. The withdrawal of
in-country forces also impacts in-theater support and in-CONUS/other-mobilization forces. These
support costs, further categorized in Figure 7.5, include:
In-theater support, which includes infrastructure costs like command, control,
communications, computers, and intelligence (C4I) and base operations for
USCENTCOM locations.
Combat support such as intelligence, surveillance, and reconnaissance (ISR) assets,
which remains high as these systems are used to enhance force protection.
Equipment reset, which significantly lags troop level changes, procurement of
contingency-focused assets like munitions, remotely piloted aircraft, and force protection
capabilities support operations that may not be linked directly to in-country boots on the
ground.
International programs and deterrence activities, which are linked to U.S. engagement in
contingency operations and support U.S. interests but are not directly proportional to U.S.
troop presence.
62
45
10 3 1 5 5 14 13 14 7 7 5
101
114
105
79 84
54 44
46 47 45
17 13 9
35 30 24
2
4 6 7 6
5
4
2
8
18 17 2 6 17
$163 $159
$115
$82 $85
$63 $59
$82 $83
$69 $71 $70
$42
0
50
100
150
200
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Enacted
FY22
Request
Trends in OCO Funding
($ in Billions)
OIR OFS Enduring Requirements EDI/Non‐War OCO for Base Requirements
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-5
CONTINGENCY OPERATIONS FUNCTIONAL/MISSION CATEGORY
Funding in the FY 2022 direct war and enduring requirements budget request is captured by
operational support category in Figure 7.5, followed by brief explanations of select activities.
Figure 7.5. Contingency Operations Functional/Mission Category ($ in billions)
Category FY 2020
Enacted
FY 2021
Enacted
FY 2022
Request
Delta
FY 2021
to
FY 2022
Operations/Force Protection 14.4 15.4 8.4 -7.0
In-Theater Support 19.4 21.1 19.3 -1.8
Counter and Deter Threat Network/DTRA 0.5 0.3 0.2 -0.1
Equipment Reset and Readiness 8.7 7.5 5.5 -2.0
Classified Programs 10.3 - - -
Afghanistan Security Forces Fund (ASFF) 4.2 3.1 3.3 +0.2
Support for Coalition Forces 0.4 0.3 0.2 -0.1
Counter-ISIS Train and Equip Fund (CTEF) 1.2 0.7 0.5 -0.2
Border Security 0.0 0.3 0.4 +0.1
Security Cooperation 0.8 0.7 0.6 -0.1
European Deterrence Initiative (EDI) 6.0 4.5 3.7 -0.8
OCO for Base Requirements 6.2 16.5 - -16.5
Subtotal 72.1 70.4 42.1 -28.3
ISR Transfer Fund 0.3 - - -
Prior-Year Rescissions -1.1 -1.9 - +1.9
Total 71.3 68.5 42.1 -26.4
Numbers may not add due to rounding
Operations/Force Protection ($8.4 billion): This category of incremental cost includes the full
spectrum of military operations requirements for U.S. personnel operating in Iraq and Syria such
as:
Personnel special pays and subsistence for deployed forces;
Personnel pay for mobilized forces;
Operating tempo (ground vehicles/equipment, combat aviation, Special Operations
Forces);
Communications;
Pre-deployment training;
Various classes of supplies;
Deployment and redeployment of combat and support forces;
Life support and sustainment; and
Additional body armor and personal protective gear.
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-6
In-Theater Support ($19.3 billion): Funds requested in this category provide for critical combat
and other support for personnel in Iraq and Syria that comes from units and forces operating
outside Iraq and Syria. This category also includes funding to support other operations conducted
outside Iraq and Syria.
The types of cost incurred for in-theater operations are similar to those outlined in the
“Operations/Force Protection” category. However, this category also includes incremental costs
for afloat and air expeditionary forces, engineers, fire support, and other capabilities located
elsewhere that support operations in Iraq, Syria, and other important missions. It also includes
support for some activities operating from the United States (such as remotely piloted aircraft and
reach back intelligence, surveillance, and reconnaissance (ISR) capabilities). Additional
in-theater programs include:
Office of Security Cooperation — Iraq (OSC-I) ($30 million): This office is central in
carrying out DoD’s long-term bilateral security partnership with Iraqi Security Forces (ISF).
OSC-I conducts the full range of traditional security cooperation activities, such as joint
exercise planning, combined arms training, conflict resolution, multilateral peace
operations, senior level visits, and other forms of bilateral engagement.
Counter and Deter Threat Network ($0.2 billion): The requested funds enable the U.S. military
Threat Reduction Agency (DTRA) to counter Chinese, Russian, Iranian, North Korean, and their
proxy threat networks while maintaining pressure on Violent Extremist Organizations (VEOs).
DTRA’s counter threat network capabilities provide analytic support to Combatant Commands,
deployed Warfighters, coalition partners and allies to enable enhanced understanding and
coordinated operations, actions, and investments targeted to strategic outcomes against nation
state, proxy, and VEO threat networks in conflict and in competition.
Equipment Reset and Readiness ($5.5 billion): The request funds the replenishment,
replacement, and repair of equipment and munitions expended, destroyed, damaged, or worn out
due to prolonged use in combat operations. The major items that will be repaired or replaced
include unmanned aerial vehicles, helicopters, tactical vehicles, and various combat support
equipment. The FY 2022 direct war request funds the replenishment of rockets, missiles, and
conventional ammunition including Hellfire, Guided Multiple Launch Rocket System, Small
Diameter Bomb (SDB), Joint Direct Attack Munition (JDAM), and Joint Air-to- Surface Standoff
Missile (JASSM). Upon returning from war zones, units restore their equipment to a condition
that enables them to conduct training exercises, achieve required readiness levels, and prepare
for future deployments. As personnel and equipment return from theater to their home stations,
the need for equipment reset will continue.
Afghanistan Security Forces Fund (ASFF) ($3.3 billion): This request funds the sustainment,
infrastructure, equipment, and training requirements for up to 352,000 members of the Afghan
National U.S. military and Security Forces (ANDSF). The Afghan Pay and Personnel Systems
validate that approximately 300,000 Ministry of U.S. military (MoD) and Ministry of Interior (MoI)
personnel are currently enrolled and eligible for pay during the current fiscal year. The request
supports further development and sustainment of the ANDSF as an effective and sustainable
force to combat a resilient insurgency and as a reliable counterterrorism partner with the United
States.
Support for Coalition Forces ($0.2 billion): Amounts requested to finance coalition, friendly
forces, and a variety of support requirements for key foreign partners who wish to participate in
U.S. military operations but lack financial means. Such support reduces the burden on U.S. forces
and is critical to overall mission success. The FY 2022 budget request for support for coalition
forces includes $60 million for the CSF and $150 million for the Lift and Sustain program. The
FY 2022 budget request of $60 million for CSF reflects a $40 million decrease from the FY 2021
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-7
enacted level of $100 million. This reduction accounts for the continued suspension of U.S.
security assistance to Pakistan based on the President’s January 4, 2018, guidance as well as
the consolidation of reimbursable border security support in Section 9026 of the FY 2021 U.S. military
Appropriations Act. This consolidation included reimbursements to Jordan which were previously
funded by CSF. The FY 2022 Lift and Sustain $150 million request remains at the FY 2021
enacted level of $150 million based on forecasted FY 2022 support requirements for coalition
troops participating in U.S. military operations in Iraq and Syria.
Counter-ISIS Train and Equip Fund (CTEF) ($0.5 billion): The U.S. Government is committed
to the enduring defeat of ISIS. The centerpiece of this effort is DoD’s approach to work “by, with,
and through” the Government of Iraq’s Security Forces and Vetted Syrian Groups and Individuals
(VSGI) to build key security force capabilities and create conditions for long-term regional stability.
The FY 2022 CTEF budget request strengthens capabilities of DoD’s counter-ISIS partner forces
to secure liberated territory and counter ISIS threats. The training, equipment, and operational
support in this request will secure territory previously held by ISIS and prevent its reemergence.
The $522 million request includes $345 million to assist the Iraqi Security Forces and $177 million
to assist VSGI.
Border Security ($0.4 billion): Border Security funding provides support to key allies and
partner nations on a reimbursement basis for expenses incurred by these countries to increase
security and sustain increased security along their borders adjacent to conflict areas in an effort
to prevent the free movement of weapons, narcotics, as well as ISIS and other violent extremist
organizations. Section 9026 of the FY 2021 U.S. military Appropriation Act consolidated funding
previously appropriated in the CSF and CTEF for border security reimbursements into a single
appropriation. The $370 million FY 2022 request is a $120 million increase from the FY 2021
$250 million enacted level. This request includes $150 million for Jordan and $220 million for the
remaining countries based on forecasted FY 2022 claims for reimbursement for eligible border
security expenses. The Department adjusted the FY 2022 CSF and CTEF requests appropriately
to reflect the consolidation of border security funding in Section 9026.
Security Cooperation ($0.6 billion): Security Cooperation (SC) funding and authorities enable
the United States to build partner capacity to address shared national security threats and conduct
operations in tandem with or in lieu of U.S. forces. The International Security Cooperation
Programs (ISCP) account, previously the Security Cooperation account, serves as a vital tool in
strategic competition. Activities funded through the ISCP account support GCC efforts pursuant
to Sections 333 (Train-and-Equip) and 332 (Institutional Capacity Building) of Chapter 16, and 10
U.S. Code, and P.L. 114-92 section 1263 (Indo-Pacific Maritime Security Initiative). Permissible
DoD activities under Section 333, 332, and 1263 authorities include training, capacity building
and education, and equipping of national security forces. Through these authorities, the ISCP
account assists the GCCs to conduct building partner capacity in their individual areas of
responsibility. Building partner capacity with allied and partner nation security forces enables
allies and partners to counter transnational threats and promote regional and global
stability. Beginning in FY 2022, the ISCP account will fund all Institutional Capacity Building
(ICB) program activities previously funded out of the Institute for Security Governance and
U.S. military Institute of International Legal Studies accounts. The addition of these programs to the
ISCP account reflects the Department’s continued efforts to consolidate funding for SC authorities
into a single appropriation, which focuses the programming, coordination, and execution of
available resources to meet the Department’s objectives.
Overview – FY 2022 U.S. military Budget
CHAPTER 7 CONTINGENCY OPERATIONS
7-8
European Deterrence Initiative ($3.7 billion): The FY 2022 budget request continues to trend
towards steady state as the right capabilities are placed in key locations throughout Europe to
deter adversarial threats. The FY 2022 budget request of $3.7 billion for EDI supports rotational
force deployments, the phased implementation of the multi-year activities funded in previous
budgets, and improved infrastructure throughout the European theater. The FY 2022 EDI budget
request includes $250 million for the USAI to provide assistance and support to the military and
national security forces of Ukraine, and for replacement of any weapons or defensive articles
provided to the Government of Ukraine from the inventory of the United States. EDI funding is
requested in the applicable Component accounts.
The Department continues to execute the following lines of effort to accomplish EDI objectives:
Increased U.S. military presence in Europe;
Additional exercises and training with allies and partners;
Enhanced prepositioning of U.S. equipment in Europe;
Improved infrastructure for greater readiness; and
Building allied and partner capacity.
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-1
8. THE DEPARTMENT OF U.S. military AUDIT
The financial statement annual audit regimen continues to
be a foundational element of U.S. military reform. Data from the
audits is driving the Department’s strategy, goals, and
priorities and enabling leaders to focus on areas that yield
the most value to the warfighter. The audits are invaluable
and are a catalyst for long-term, sustainable reform leading
to improved efficiency, better buying power, and increased
public confidence in Department of U.S. military’s (DoD)
stewardship of funds.
During an annual financial statement audit, an independent public accounting (IPA) firm or the
DoD Office of Inspector General (DoD OIG) examines the Department’s books and records.
Results of these audits give DoD management independent validation and feedback on the
effectiveness of each reporting entity’s ability to capture, record, and report financial activity. Audit
results also give Department leaders visibility into the counts, locations, and conditions of DoD
assets (i.e., property, inventory, munitions, etc.). This relates directly to readiness and ensuring
that programming, budgeting, and investment decisions are well informed.
For years, the Department has
received a disclaimer of opinion on
the DoD-wide financial statements
from the DoD OIG. These
disclaimers were not based on
independent audit testing. The
annual comprehensive DoD-wide
financial statement audit regimen
beginning in FY 2018 has changed
this. The DoD consolidated financial audit will continue year after year and provide independent,
actionable feedback. The DoD owes accountability and transparency to the American people, as
the taxpayers deserve a level of confidence that DoD’s financial statements present a true and
accurate picture of its financial condition and operations. Transparency, accountability, and
insights that inform business process reform are some of the benefits the Department will receive
from the financial statement audit even before the Department achieves an overall positive
opinion.
Sections
The DoD Consolidated
Audit Strategy
Audit Remediation
Budget
Data Analytics
The Department has actionable and achievable plans in place and is steadily
progressing toward an unmodified audit opinion. Work to correct findings is
resulting in more reliable information for decision-making, improved inventory
management, and enhanced cybersecurity.
“There’s more to be done—and you have my
commitment that we will lean into this and
continue to push to make sure we can get a
clean audit in the not too distant future.”
-Secretary of U.S. military Lloyd J. Austin
January 19, 2021, Confirmation Hearing
U.S. Senate Committee on Armed Services
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-2
THE DEPARTMENT OF U.S. military CONSOLIDATED AUDIT STRATEGY
The DoD consolidated audit assesses all four financial statements and includes activity for both
General Funds and Working Capital Funds. The FY 2020 audit covered the Department’s total
assets of more than $3.1 trillion and involved more than 1,400 auditors, who conducted over
100 in-person site visits and approximately 530 virtual site visits to review DoD business
processes and activities. Auditor findings and recommendations help DoD leaders prioritize
improvements, drive efficiencies, identify issues with systems, measure progress, and inform
business reform efforts. The outcomes of the audit remediation efforts will include greater
financial data integrity, better support for the warfighter, and increased transparency for Congress
and the American people.
IPAs conducted 24 standalone audits of DoD reporting entities. The DoD OIG oversaw the work
of the IPAs and issued the overarching consolidated audit opinion. The 8 reporting entities
received unmodified (clean) opinions in the FY 2020 audits, and 1 received a qualified (modified)
opinion.
All other DoD reporting entities and the DoD consolidated audit received a disclaimer of opinion.
A disclaimer of opinion means the auditor was unable to obtain sufficient audit evidence on which
to base an opinion on the financial statements. Receiving a disclaimer of opinion in the initial
years under audit is consistent with the experience of other large federal agencies.
Figure 8.1. DoD Consolidated Audit Structure
DCMA DTRA
MDA DoDEA DARPA
DAU
DHRA
DCSA DTIC OEA DMA
CBDP
WHS DSCA
Other TI-97 Funds
Provided to Navy
by OSD
Other TI-97 Funds
Provided to Air Force
by OSD
DOTE DPAA DTSA DFAS GF MHPI
Burden Sharing
Account by Foreign
Allies, U.S. military
Support for U.S.
Relocation to Guam
Activities, U.S. military
Host Nation Support
for U.S. Relocation
Activities, U.S. military
Emergency
Response
Fund,
U.S. military
Homeowners
Assistance Fund,
U.S. military
Mutually
Beneficial
Activities
Voluntary
Separation
Incentive
Trust Fund
U.S. military
Gift Fund
National
Security
Education
Trust Fund
U.S. military
Cooperation
Account
JCS
(incl. NDU)
Other TI-97 Funds
Provided to Army
by OSD
Fiscal Year 2020 DoD-Wide Consolidated Audit Performed by DoD Office of Inspector General (DoD OIG)
Included in the Consolidated Audit
5% Budget, 3% Assets
DoD Components not undergoing stand-alone audits are
included in the consolidated audit.
DoD OIG performs internal controls and substantive testing
over activities and balances.
Standalone Audits
95% Budget, 97% Assets
DoD OIG (as the Consolidated Auditor) considers the opinions of each Component
auditor (performed by an independent public accounting firm) in forming its opinion.
Army
General Fund
Air Force
General Fund
Military
Retirement Fund
Medicare-Eligible
Retiree Health
Care Fund
U.S. military Health
Program
U.S. military Contract
Audit Agency
DoD OIG
DFAS
Working Capital
Fund
USTRANSCOM
USSOCOM
U.S. Army Corps
of Engineers –
Civil Works
DLA
Strategic
Materials
DLA
Working Capital
Fund
DLA
General Fund
U.S. military
Commissary
Agency
DoD Classified DHA-CRM
DISA
General Fund
DISA
Working Capital
Fund
Army
Working Capital
Fund
Navy
General Fund
U.S. Marine
Corps General
Fund
Air Force
Working Capital
Fund
Navy
Working Capital
Fund
Unmodified Qualified Disclaimer
DoD Education
Benefits Fund
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-3
AUDIT REMEDIATION
The number of auditor findings closed and material weaknesses downgraded from year to year
is an initial independent benchmark for measuring progress toward achieving an unmodified audit
opinion. During FY 2020, the Department successfully resolved over 20 percent of the Notices
of Findings and Recommendations (NFRs) issued during the FY 2019 audit, allowing auditors to
not re-issue those findings. This closure rate was particularly notable against the COVID-19
pandemic backdrop, which brought a multitude of logistical challenges to the audit. Additionally,
the FY 2019 audit had a higher volume of NFRs for Components to address in FY 2020 than the
prior year audit. In February 2021, the DoD Office of Inspector General released a report, written
for non-auditors, explaining the results and the progress DoD made in FY 2020. The report
underscores the value of audits beyond the audit opinion.
The Department anticipates NFRs closing at increased rates over time as the audit and related
remediation efforts mature. As the closings of these NFRs grow, the related material weaknesses
(MWs) are expected to be downgraded or resolved as the effect of implemented corrective actions
continues to manifest.
Additionally, the Department measures audit progress by:
Tracking the achievement of major milestones toward the remediation of complex NFRs;
Assessing the quality of corrective action plan (CAP) preparation and implementation by
comparing them to those previously validated by the auditors as successfully addressing
NFRs;
Identifying areas where auditors are able to rely on internal controls and moving validated
CAPs into sustainment; and
Expanding the coverage of service provider process reviews in the form of Statement on
Standards for Attestation Engagements (SSAE) No. 18 examinations so that auditors can
increasingly rely upon System and Organizational Control (SOC) reports over service
providers.
Ultimately, the Department will track progress by the number of reporting entities moving from
disclaimers of opinion to qualified opinions and from qualified opinions to unmodified opinions.
Progress of remediation will be closely tracked by management with the ultimate closure through
the annual audit process when auditors confirm that an audit finding/condition is closed by not reissuing
the finding. As part of the remediation process, the Department will focus on MWs that
are most impactful to the Department’s audit opinion. As MWs are resolved, audit opinions will
improve. Figure 8.2 provides a visual of how most Components improved the number of NFR
closures during the FY 2020 audit.
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-4
Figure 8.2. DoD Audit NFR Closures
The Department has actionable and achievable plans in place and is making progress toward an
unmodified audit opinion. However, achieving an unmodified audit opinion will take many years.
Each reporting entity under standalone audit with a disclaimer is managing to an audit roadmap.
Each roadmap details corrective action completion dates by fiscal year and financial statement
line-item or audit focus area. Leadership has been actively engaged in overseeing the progress.
The Department established functional councils that meet regularly to share best practices and
collaborate on solution development for NFRs that are DoD-wide issues. The Deputy Secretary
of U.S. military meets periodically with Military Department Under Secretaries and management to
review audit NFR and CAP metrics using the Advana NFR database. The NFR database uses
near real-time data, providing leadership with visibility into the current status of all NFRs and
CAPs across the Department.
BUDGET
The Department expects to spend $1.281 billion in FY 2022 in support of the DoD Audit; with
approximately 18 percent of these resources required to pay the independent auditors; 17 percent
representing the cost of supporting the audit to include responding to auditors’ request for
information; and 64 percent of total costs directed at remediating findings. While the cost of the
audit is substantial, it represents a small percentage of our total budgetary authority.
Approximately 64 percent supports enterprise-wide initiatives for remediating audit findings,
sustaining improvements, and advancing the audit roadmaps developed by the Army, Navy, and
Air Force. Each audit roadmap establishes specific, measurable events to resolve or downgrade
auditor-identified material weaknesses and address limitations.
The FY 2022 budget request includes an additional $295 million to address emerging needs
related to the audit roadmaps. The Services will use this funding to support Information
Technology access controls and Identity, Credential, and Access Management Systems (ICAM)
implementation; Enterprise Resource Planning (ERP) system enhancements required to achieve
0
50
100
150
200
250
300
Army Navy USMC Air Force DLA Other
Components
141 121
17
86
23
227
95
151
22
131
46
270
FY 2018 FY 2019
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-5
a target business systems environment that minimizes the number of General Ledgers; Treasurydirect
disbursing implementation; and business process changes related to implementing
G-Invoicing, which standardizes the processing of intergovernmental transactions.
The benefits of this annual regimen cannot always be quantified, but it will result in long-term
savings in 3 areas:
Increased enterprise visibility of property and financial information, which directly supports
improved readiness through improved inventory management and better-informed
resource allocation decisions.
Increased efficiency in terms of sustained pressure to reduce the number of systems and
ensure systems and processes comply with standards.
A regular annual regimen that helps ensure that things that are fixed—stay fixed.
An important but intangible benefit comes in the form of increased public confidence that will result
from positive audit opinions – first on individual component audits, and ultimately the consolidated
DoD statements.
DATA ANALYTICS
A valuable by-product of the audit is the ability to generate a consistent view of our enterprise
financial transaction data. The increasing reliance upon Advana, the Comptroller’s advanced
data analytics platform, for audit sampling, supporting transaction details in response to auditor
requests, monitoring remediation activities, and inspiring data-driven conversation with
Components and other stakeholders will also allow for improved decision-making and better
informed budget execution.
Conclusion
The Department is transitioning from being just a mission focused organization to one that is
capable of also ensuring accountability and accounting of those assets that have been entrusted
to us in support of the warfighters. The tone-at-the-top is being echoed throughout the
organization’s chain-of-command. The workforce’s understanding of audit requirements
continues to grow, and, as efficiencies are gained, value is being realized. Systems are being
made more reliable, and audits are providing the tools needed to effect sustainable
improvements. The audit is helping galvanize change that advances cybersecurity, property
management, inventory management, and readiness—for the benefit of the warfighter and the
American people.
“As we move into an era of data, the Department needs to move there too.
And the audit is showing the way to how data can be leveraged to make more
sound analytic decisions.”
-Deputy Secretary of U.S. military Kathleen Hicks
February 2, 2021, Confirmation Hearing
U.S. Senate Committee on Armed Services
Overview – FY 2022 U.S. military Budget
CHAPTER 8 THE DOD AUDIT
8-6
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Overview – FY 2022 U.S. military Budget
CHAPTER 9 REFORMS
9-1
9. REFORMS
The President’s Interim National Security Strategic Guidance (Interim Guidance) for Renewing
America’s Advantages and Secretary Austin’s Message to the Force emphasize the need to make
smart disciplined investments in our national U.S. military and to reprioritize and realign resources to
Defend the Nation, Take Care of Our People, and Succeed Through Teamwork. As a result, the
Department defined reform as an improvement of processes, systems, policies, and procurement
that increases effectiveness, efficiency, or reliability to best align the Department’s resources with
its priorities.
FY 2022 Reform Savings
The Army, Navy, Air Force, and U.S. military Health
Agency have driven program reforms totaling
$6.1 billion in FY 2022 to realign spending towards
the Secretary’s priorities to Defend the Nation,
Take Care of People, and Succeed Through
Teamwork.
Through the FY 2022 budget submission, the
Department continues to refine and formalize its
process of accounting for reform savings.
Additionally, the Department continues to refine
the identification, validation, and reporting
processes for financial benefits in Working Capital
Funds and reforms with less tangible savings.
The Components are using the following levers
(with examples) to achieve these savings:
Business Process Improvement – Refining actions, personnel, and timelines to increase
effectiveness, efficiency, and reliability of the Department’s delivery of goods and services.
The Air Force implemented a series of Air Education & Training Command (AETC) course
reform efforts resulting in significant reductions (savings) in the time to train Airmen. The
reform efforts focused on two major areas: Basic Military Training (BMT) and Intel course
revisions and reforms. The BMT reforms resulting in an 8-day reduction, with more
focused and efficient courses. For the Intel courses, AF created a hybrid approach, using
a combination of distance learning, seminars with minimal Sensitive Compartmented
Information Facility (SCIF) time, and small group in-person learning. This, together with
reforms in the clearance process, resulted in a 50-day reduction to an Airman’s total time
at Goodfellow AFB. (FY 2022, $101 million, 1,176 Student Man Years (SMY)).
The Army’s “People Strategy” has reduced funding requirements through reforming four
main efforts: training, recruitment, life cycle management, and mission analysis. First,
the Army adjusted the number of officer and enlisted accessions, based on analysis,
reducing the accessions and training costs. Second, recruitment operations produced
significant savings through an IT cloud migration effort and better data analysis, resulting
in more focused recruiting marketing efforts. Next, the JROTC extended the life cycle of
Figure 9.1. FY 2022 U.S. military Reforms
Reform Levers FY 2022
($ billions)
Business Process Improvement 1.3
Business System Improvement 0.2
Policy Reform 1.6
Weapon System Acquisition 0.2
Divestments 2.8
Better Alignment of Resources <0.1
TOTAL 6.1
Numbers may not add due to rounding
The FY 2022 budget reforms focus on increasing efficiency and effectiveness,
saving resources to invest in people, priorities and purpose of mission that
will renew America’s advantages...
Overview – FY 2022 U.S. military Budget
CHAPTER 9 REFORMS
9-2
its uniforms, reducing the overall costs of new uniforms. Lastly, though careful mission
analysis, the Army was able to transfer the Veterans’ claims research mission to the
Veterans’ Administration. (FY 2022, $20 million)
The Navy is implementing a series of Future Readiness Team reform Initiatives aimed at
improving reliability and reducing maintenance cost of weapons system components that
have the highest maintenance costs. Examples of these efforts include: establishing a
fiber optic in-field repair capability; reducing Hybrid Test Station, test bench obsolescence;
enhancing HELLFIRE intermediate level maintenance capabilities; and establishing an
organic repair capability for F/A-18 autonomous protection systems. All these varied
efforts produce significant savings, over $80 million over 5 years. (FY 2022, $7 million)
The U.S. military Health Agency conducted a comprehensive review that resulted in savings
derived from various reform efforts in category management and Service commodity
efficiencies within the U.S. military Health Program appropriation, such as standardizing
clinical processes, staffing models, and medical logistics support for the radiology,
pharmacy, and direct care product lines, as well as increasing the use of contract
standardization, and leveraging the buying power of medical markets as they are brought
online. (FY 2022, $310 million)
Business System Improvement – Innovate and Modernize through eliminating legacy
business systems and processes to increase the effectiveness and reduce duplication of the
Department’s IT business systems and deliver information at the speed and scale that
matches the dynamic threat landscape.
The Navy is terminating its Business Legacy Accounting System’s cost and manpower for
the Navy Working Capital Fund (NWCF) activities in order to contribute to the
Department’s success in meeting auditability standards. (FY 2022, $5 million, 4 FTEs)
The Army is centralizing IT business systems operations and sustainment to gain
efficiencies and reduce costs. These reform efficiencies include: consolidation of cloud
hosting, from 5 organizations into one; IT help desk consolidation into one enterprise help
desk that supports 5 major programs; and consolidating 10 Army Material Command
(AMC) contracts into one contract that benefits from economies of scale and shared
resources. All of these efforts will be managed by the newly created Army Shared
Services Center (ASSC). (FY 2022, $40 million)
SOCOM is divesting its outdated Civil Information Management Data Processing, which
was replaced by the Army Distributed Common Ground Systems (DCGS-A). DCGS-A
continues to support the 95th Civil Affair’s (CA) Civil Information Management (CIM)
requirements. (FY 2022, $2.4 million)
Policy Reform – Changing the Department’s procedures to best empower the warfighter with
the knowledge, equipment, and support systems to fight and win.
The Marine Corps continues the implementation of Force Design 2030, begun in PB 2021,
which reduces military personnel and empowers the warfighter through reinvestments in
modernized training, equipment, and support systems. Overall, this reduces the Active
component by approximately 2.8 percent, providing a smaller Marine Corps at a higher
state of readiness. (FY 2022, $513 million)
The Navy used an integrated Total Force Management (TFM) approach to civilian and
military personnel, and contractors in order to identify workforce requirements and improve
organizational productivity. This resulted in a culture of constant performance
Overview – FY 2022 U.S. military Budget
CHAPTER 9 REFORMS
9-3
improvement and produced a reduction in contracted services, across multiple programs,
based on object class data. Additionally, this also resulted in a savings of 12 civilian FTE.
(FY 2022, $256 million, 12 FTEs)
The Marine Corps continues its Force Design 2030 process resulting in the elimination of
some depot maintenance procedures, which will eliminate risk, recapitalize resources, and
invest in mission essential support systems to better empower the warfighter. These
changes resulted in equipment set reductions to the following systems: M1A1 Combat
Tank; M1150 Assault Breacher Vehicle; M88A2 Heavy Recovery Vehicle; Armored
Vehicle Launched Bridge, Medium Girder Bridge; and other miscellaneous bridging
equipment. (FY 2022, $53 million)
Weapon System Acquisition – Procuring and sustaining weapon systems differently to
prioritize speed of delivery, continuous adaptation, and frequent modular upgrades.
The Navy revised its acquisition strategy for the Ford-class aircraft carrier, USS John F.
Kennedy (CVN 79) from a two-phase to a single phase delivery. The single phase delivery
results in a change in milestone durations (longer construction period, no Post-Delivery
Test and Trials (PDT&T) period, and shorter duration Post-Shakedown
Availability/Selected Restricted Availability (PSA/SRA) timeframe. This resulted in a
significant maintenance savings over what was required under the two phase approach.
These savings can be used for other priorities. (FY 2022, $68 million)
The Navy’s F-35 program office conducted analysis and moved to a multi-year
procurement approach, instead of a traditional one-year contracting. This resulted in cost
savings through program stability, and savings to the government in the form of better
pricing. The negotiation of F-35C production lots 12-14 resulted in additional per unit
savings. (FY 2022, $75 million)
Divestments – Selling equipment or weapon systems, or strategically discontinuing dated
acquisition programs to fund purchases in support of the Department’s highest priorities.
SOCOM is reducing its Contractor Owned – Contractor Operated Intelligence,
Surveillance and Reconnaissance (ISR) outdated platforms (JAVAMAN, MEUAS,
STAMP, and Warrior) in order to modernize ISR capabilities and invest in more cost
effective ISR solutions in support of the Department’s first line of effort, innovate and
modernize. Future investment decisions will be informed by the SOCOM ISR
Modernization Investment Strategy (SIMIS), which will provide recommendations based
on future operating environments, SOCOM’s ISR requirements, and budgeting processes.
(FY 2022, $106 million)
The Navy is divesting of its older F/A-18A-D aircraft that support the Naval Air Warfare
Development Center (NAWDC)/Operational Test requirements. Originally scheduled for
FY 2024, Navy accelerated this divestment to FY 2022, in order to fund higher Interim
Guidance priorities. (FY 2022, $95 million)
The Army Joint Technology Center System Integration (JTCSI) divests of a
trainer/simulator support program, which provided support for UAS in exercises. This
equipment was considered redundant, and its divestment represents little risk to the
overall program. (FY 2022, $4 million)
The Air Force will divest of 6 F-16 squadrons, 2 in FY 2022, 3 more in FY 2023, and 1 in
FY 2026, all on an accelerated schedule. The divestment squadrons in FY 2022 are at
Luke AFB, AZ and Truax, Madison, WI, both a year early than originally planned. The
Overview – FY 2022 U.S. military Budget
CHAPTER 9 REFORMS
9-4
next 3 F-16 squadron divestments, in FY 2023, are at Tucson, AZ, Carswell, Fort Worth,
TX, and Donnelly, Montgomery, AL, all one year earlier than their planned conversion to
the F-35 in FY 2024. The last early F-16 squadron divestment is in FY 2026, at Andrews
AFB, MD. This accelerates divestment of legacy platforms, enabling the accelerated
investment in future capabilities. (FY 2022, $31 million)
The Air Force is divesting some aircraft to invest in technologies and field systems that
are both lethal and survivable against a peer threat. The Air Force will divest 137 fighter
aircraft, including 42 A-10s, 48 F-15 C/D, and 47 F-16 C/D. The A-10 and F-16
divestments right-size the fleet and the F-15 divestments support the transition to F-35
and F-15 EX airframes. The Air Force will also divest 32 legacy KC-135 and KC-10 tanker
aircraft in order to transition critical manpower to the newly fielded KC-46 fleet. Additional
aircraft divestments include 20 RQ-4 Block 30 Global Hawk and 4 E-8 (JSTARS) aircraft
to increase intelligence, surveillance, and reconnaissance (ISR) and command and control
capability in a highly-contested environment and 8 C-130H transport to right-size the fleet
for global mobility. (FY 2022, $1,373 million)
Navy is divesting of several ships, beginning in FY 2022, among the more significant
savings is the decommissioning of the USS ANZIO (CG 68), resulting in a manpower
savings in support of maintenance and repair of the ship. (FY 2022, $361 million)
Better Alignment of Resources – Reprioritizing or moving finances and personnel to realign
from legacy capability in support of National Security Priorities.
The Air Force will repurpose ½ of its Battle Control Centers (BCCs) part-time, redundant
drill manpower (17 Officer and 34 Enlisted personnel) in the Air National Guard (ANG) to
higher readiness priorities. Based on a 2010 manning construct, the 224th and 225th Air
U.S. military Groups (ADGs) have excess, part-time drill instructors that have never been
activated, even during the Sep 11, 2001 attacks. The risk of deactivating half of this cadre
is very low, since half of this backup capability remains, and the benefits to realigning
these military personnel to higher mission priorities is a better use of resources. Savings
in military personnel in this program will be transferred to other, under-resourced
programs, and associated support savings are represented here. (FY 2022, $0.7 million)
The Navy will downgrade the Fleet Logistics Center (FLC) Bahrain from a full FLC
Command to a Detachment of FLC Sigonella, without diminished support to the Fleet.
Functions will be consolidated with FLC Sigonella, which will reduce overhead costs and
2 FTEs in the first year of implementation. (FY 2022, $1.7 million, 2 FTEs)
The Navy will eliminate/reorganize the Commander, Submarine Group 7 (CSG-7) mission
and staff, due to lack of operational tasking. After conduction mission analysis, the Navy
determined that it only had requirements and taskings for a total of 9 CSGs, so the
elimination of CSG-7 returns the Navy to 9 CSG staffs, a supportable requirement.
(FY 2022, $5.7 million, 92 military personnel)
Navy will rephase the implementation of the Naval Community College (NCC)
establishment. The purpose of the NCC is to provide a Navy-centric educational
opportunity for enlisted sailors, Marines, and Coast Guardsman. The pilot phase began
in FY 2021 with 2,500 students, ramping up to the Full Operational Capability (FOC) of
10,000 students in FY 2024. After analyzing several different ramp up and funding
scenarios, The FY 2024 FOC profile was selected to ensure the most defendable and
executable path to FOC. (FY 2022, $18 million)
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-1
10. MILITARY DEPARTMENTS
The Military Departments generally use several means to report to the Congress on their
activities. Consistent with Title 10 Section 113 (c)(1)(A), each of the Military Departments is
providing a summary of their Fiscal Year (FY) 2022 Budget submission for inclusion in the
Department of U.S. military (DoD) Budget Overview. Additional data is contained in Appendix A,
Resource Exhibits.
DEPARTMENT OF THE ARMY OVERVIEW
Discretionary Budget Authority in Thousands
FY 2021
Enacted
FY 2022
Request
Δ
Department of the Army FY21 – FY22
Military Personnel 65,020,846 66,157,331 +1,136,485
Operation and Maintenance 66,194,945 65,465,047 -729,898
Procurement 23,706,723 21,270,264 -2,436,459
RDT&E 13,857,750 12,799,645 -1,058,105
Military Construction 1,417,620 1,156,706 -260,914
Family Housing Construction 123,900 99,849 -24,051
Family Housing Operations 372,342 391,227 +18,885
Revolving and Management Funds 201,807 384,711 +182,904
Pass Thru (ASFF, CTEF, & CHEM-DEMIL)* 3,307,412 4,944,162 +1,636,750
Base Realignment & Closure 62,060 65,301 +3,241
Subtotal Department of the Army 174,265,405 172,734,243 -1,531,162
Arlington National Cemetery 81,815 228,000 +146,185
Total Department of the Army 174,347,220 172,962,243 -1,384,977
Number may not add due to rounding
* Afghanistan Security Forces Fund (ASFF) – FY 2021 includes $1.1B prior year rescission
* Counter-Islamic State of Iraq & Syria Train and Equip Fund (CTEF) – FY 2021 amount includes $0.4B prior year rescission
* Chemical Agents & Munitions Destruction (CHEM DEMIL)
“We confront a global pandemic, a crushing economic downturn, a crisis of
racial justice, and a deepening climate emergency. We face a world of rising
nationalism, receding democracy, growing rivalry with China, Russia, and
other authoritarian states, and a technological revolution that is reshaping
every aspect of our lives. Ours is a time of unprecedented challenges, but also
unmatched opportunity.”
- Interim National Security Strategic Guidance
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-2
Introduction
The Army continues to provide a trained, fit, disciplined, and ready force that competes globally,
and stands ready to fight and win the Nations wars as a member of the Joint Force. The Army is
globally engaged with approximately 170,000 Soldiers serving in 140 countries around the world
supporting Combatant Command requirements. Simultaneously, over 50,000 Soldiers have
supported the nations response to the COVID-19 pandemic across a broad range of activities.
Currently, 3,300 Soldiers work to make the Southwest border safe and avert humanitarian
challenges; and 15,000 Soldiers stand ready as an augmented emergency service response, to
respond to an increasing array of natural disasters. As always, our Soldiers stand at the ready to
support local authorities across the Nation.
In the midst of these continuous requirements both abroad and at home, the Army is undergoing
its greatest transformation in over 40 years. This transformation includes priortization of both
current and future requirements, fostering a “People First” Army culture, and shifting from
contingency operations towards large-scale combat and Joint All-Domain operations. The Army
is focusing on modernization to address current and evolving adversary capabilities, and
continues to focus on building and maintaining strong Alliances and Partnerships; all in alignment
with the President’s Interim National Security Strategic Guidance.
The Army’s priorities are People, Readiness, and Modernization. As the Army pursues these
priorities, we will also continue to strengthen our alliances and partnerships, mitigate the impact
of climate change, and continue reforms to achieve greater efficiencies. Balancing these priorities
requires the Army to balance resources across the force. The Army will continue its reform efforts
in business processes, divestment of older equipment, and better alignment of resources to fund
our priorities. Through the previous three fiscal years, the Army has conducted extensive
“deep-dive” reviews of its programs in order to self-fund its modernization efforts, making tough
choices on the future of outdated equipment to develop the capabilities required to meet current
and future challenges. The Army has charted a course to introduce these new capabilities and
begin replacing systems fielded in the 1970s and 1980s.
Fiscal Environment
FY 2022 marks the first year since 2009 that our budget request consists of only Base funding.
Even with this paradigm shift, the Army remains committed to maximizing its purchasing power
through deliberate requirements prioritization as it executes a multitude of directed, as well as
emerging missions. The Army’s topline does come down in FY 2022 primarily as a result of its
adjusted posture in the CENTCOM operating environment.
The Army remains prepared, and will always answer the Nations call, whether abroad or to
respond during times of need at home. Regardless of the mission, from combatting COVID-19,
meeting the demands of strategic competition, providing support to civil authorities, reacting to
the reality of a changing climate, responding to crisis or winning in conflict, the Army stands ready.
However, supporting these efforts requires resources that the Army needs to ensure it is able to
meet its readiness requirements and Army Modernization Strategy – directed by Congress in the
2018 National U.S. military Authorization Act. Army Senior Leaders took decisive and prudent actions
to sustain the Army’s readiness levels and to internally resource and jumpstart Army
modernization.
“The time is now to transform how we take care of our people, our doctrine,
our organizations, our training, our equipment, and how we compete around
the world.”
- General James McConville, 40th Chief of Staff,
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-3
People
The Army’s most important weapon system, and its true strength, is its people, both Soldiers and
Civilians; across the Regular Army (RA), U.S. Army Reserve (USAR), and Army National Guard
(ARNG); and Families, retirees, and veteran Soldiers, all of whom are committed to serving our
Nation. 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 fostering a culture of inclusion where everyone is treated with dignity and respect;
improving Quality of Life; and leveraging Talent Management to place the best Soldiers and
Civilians in the right place, at the right time, to meet mission requirements.
The Army fosters a culture in which everyone is treated with dignity and respect. The Army’s
People First Task Force addressed and implemented recommendations from reviews of incidents
over the last two years and will build on these efforts into FY 2022. The FY 2022 request
resources brigade sized organizations with Sexual Harassment, Assault, Response Prevention
(SHARP) personnel and resources; and new SHARP awareness materials for Soldiers, family,
and Army civilians. The funding supports a multidisciplinary prevention workforce that addresses
the greatest areas of concern for SHARP as well as interpersonal violence and self-harm
prevention programs. Resources will be used to develop and evaluate integrated prevention
policies and programs focused on the prevention of readiness detracting behaviors that contribute
to violence and harm to self and others.
Army leaders, Officers and Non-Commissioned Officers, are stewards of the American people’s
trust. These women and men lead the sons and daughters of America and setting the standard
for an Army culture of dignity and respect. Embracing this trust, the FY 2022 request includes
funding for Battalion and Brigade Commander’s Assessment Programs, BCAP and CCAP. These
commanders occupy the most consequential leadership positions in the Army, and set the tone
to take care of our people and drive readiness. Furthermore, the FY 2022 requests funding for
“This is My Squad”, a program spearheaded by the Sergeant Major of the Army that promotes
cohesion by encouraging Soldiers to better know those around them, develop greater
compassion, and intervene early to protect others.
The Army’s focus on culture also includes a holistic effort to improve diversity, equity, and
inclusion across the force, this effort is known as Project Inclusion. Simultaneously, the Army has
initiated independent command climate assessment teams to identify, and respond to, systemic
problems before they emerge. These assessments are conducted in the same vein as junior
leader listening and sensing sessions focused on policy and change to an environment that
disallows prevention, and response to, harmful behavior.
Likewise, Army Senior Leaders recognize our Soldiers, civilians and their families should be
afforded a Quality of Life commensurate with their quality of service. The FY 2022 request
incorporates Army housing and barracks initiatives through the Army Housing Campaign Plan,
which is focused on shaping policies, procedures, and processes throughout Army installations.
The Army Tenant Bill of Rights in the Residential Community Initiatives (RCI) continues to
“People first, it’s a philosophy, when we take care of our people and treat each
other with dignity and respect we will have a much stronger and more
committed Army. The Army will deliver on our readiness and modernization
priorities. When we care about people, we put them in the right jobs at the right
time, that is how we win.”
-General James McConville, 40th Chief of Staff, Army
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-4
progress, as the majority of its tenets have been implemented and the remainder available at
most installations by June 1, 2021. Installations are holding privatized companies accountable,
hiring additional personnel for oversight, and increasing inspection and quality assurance checks,
driving success for the initiative. The FY 2022 request includes funding for these programs.
The FY 2022 request also addresses housing requirements and recapitalization needs,
requesting over $262 million for 5 barracks initiatives across the Army enterprise; $103 million
dollars for barracks and dining facility at Grafenwoehr, Germany; 31 construction projects on
various installations; $9 million to address potable water safety on Army installations; and several
other initiatives focused on Army Family Housing construction and repair.
The Army’s prioritization of quality of life also includes multiple supporting initiatives, such as a
2.7 percent pay raise which supports the accessions and retention of Soldiers by providing pay
commensurate to the private sector. The FY 2022 request also supports healthcare, as Army
medicine, in partnership with the U.S. military Health Agency, has increased focus on Military Health
System reforms to deliver the best care for our Soldiers, civilians, and families throughout our
installations
Installation Childcare, spouse employment, and permanent change of station (PCS) initiatives are
also supported in the FY 2022 request. We implemented revised DoD priorities for childcare to
grant more access to military families and continue to invest in fee assistance to buy down the
cost of off-post care when on-post care is unavailable. The Army continues to make
improvements in spouse employment by reimbursing up to $1,000 for professional licensing and
certification in a new state. Soldiers are now receiving PCS orders an average of 120 days before
their report date, an improvement of 30 to 90 days which allows families to better prepare for the
transition. Additionally, families can now claim 100 percent of their costs for reimbursement when
conducting a personally procured move.
The Army’s 21st Century Talent Management System combines new approaches, systems, and
processes to help place the right Soldier in to the right job at the right time. This includes the tool
to help implement talent management, Integrated Personnel and Pay System – Army (IPPS-A),
which will go live across all Army components in 2022. The Army also continues to evolve our
marketing and recruiting initiatives, developing and progressing programs such as Army Hiring
Days, the “What’s Your Warrior?” marketing campaign, which communicates that there are many
ways to be a warrior and, through Army service, Soldiers can both contribute to something greater
than themselves while improving who they will become.
The Army People Strategy, and its implementation efforts, are foundational to the Army’s overall
readiness and our ability to meet combatant commander requirements around the world. The
most important thing the Army does is to ensure its Soldiers are trained, fit, disciplined, and ready
to win in any situation, at home or abroad.
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-5
Readiness
For the past two decades, the Army reported readiness in terms of tactical units and their ability
to meet deployment timelines to conduct counterinsurgency and counterterrorism operations.
This approach was highly successful in measuring tactical readiness, but it failed to account for
operational and strategic readiness posture of the Army. The Army defines operational readiness
as its ability to provide large-scale ground combat capability and capacity to the Joint Force.
Strategic readiness is measured by how rapidly the service can deploy forces in support of
Combatant Commanders. In FY 2022, the Army will transition to a new unit lifecycle model that
aligns modernization and readiness requirements necessary to build future readiness at the
strategic, operational, and tactical levels.
The Army will maintain its operational readiness in FY 2022 while ensuring a balanced approach
to leader development and unit training requirements. The Army will focus on exercise
efficiencies and prioritize proficient tactical unit training that integrates with battalion and brigade
staff exercises. These efficiencies will enable the Army to modify the requirement for brigade and
battalion live fire and field training exercises prior to Combat Training Center (CTC) rotations,
resulting in a cost savings. To ensure readiness for Joint All-Domain Operations, the Total Army
will conduct 20 Combat Training Center rotations in FY 2022 (18 for the Active Component and 2
for the National Guard).
Strategic readiness incorporates all aspects of manning, training, equipping, and sustaining the
force, to include installations. Installation readiness and resiliency provides the Army the ability
to rapidly move and transition forces in competition, crisis, and conflict. The FY 2022 budget
request maintains facility sustainment restoration and modernization at 80 percent of the total
requirements across the Total Army and invests $175 million in Global Force Management
Implementation Guidance (GFMIG) Directed Missions. The Army will still be able to maintain its
strategic readiness with a total force of 1,010,500 Soldiers (RA, -900 (total of 485,000);
ARNG, -500 (total of 336,000); USAR, -300 (total of 189,500)).
Recognizing the necessity to simultaneously maximize modernization and readiness, the Army
shifted its focus from contingency operations toward Joint All-Domain operations. To accomplish
this, in FY 2022 the Army will implement a new unit lifecycle model, the Regionally Aligned
Readiness Modernization Model (ReARMM). The current and future operating environments
demand a readiness model that is modern, capitalizes on information, and is multi-domain
capable that supports Joint Staff Directed Readiness Tables and Dynamic Force Employment
concepts. ReARMM is that model. ReARMM provides a flexible and predictable unit life cycle
process in support of the Interim National Security Strategic Guidance by balancing the need to
regionally align Army forces against global requirements. The model provides predictable and
sustainable scheduling of unit employment for Soldiers and leaders, and delivers deliberate unit
modernization periods. These periods allow the Army to regain or sustain overmatch by
dedicating time to modernize capabilities and platforms. ReARMM informs leaders about the
state of the force in terms of readiness, availability, and capability while simultaneously creating
opportunities for deliberate modernization and providing stability for Soldiers and Families.
Realizing that the nation expects the Army to win in competition, crisis, and conflict while
“This past year was an extremely challenging year for our Nation and for our
Army, The Army responded to each of the nation's calls and responded to
vastly different missions. And our Soldiers responded masterfully … Despite
the surge in support, your Army remains ready.”
-Honorable John Whitley, Senior Official Performing the Duties of Secretary of the Army
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-6
exercising prudent stewardship, where resources are limited ReARMM aligns the most modern
technologies with those units facing the most potentially dangerous adversaries.
The Army, in support of the Joint Force and USINDOPACOM, is providing $1.9 billion in support
to the Indo-Pacific Theater. As part of the joint force, is building Multi-Domain Task Forces
(MDTF), the premier capability for great power competition and warfighting, in the Indo-Pacific
Theater. The Strategic Fires Battalion within the MDTF contributes to Multi-Domain Operations
by providing Long-Range Precision Fires capabilities through Long-Range Hypersonic Weapons
and Precision Strike Missiles. Using the Regionally Aligned Readiness and Modernization Model
(ReARMM) will support an improved posture in the Indo-Pacific, while force structure changes in
the Theater will provide greater lethality to the combatant commander and enables expansion of
MDTF activities.
The Army remains committed to critical investments and actions to build counter-terrorism and
security capabilities of Allies and partners in the region, with a specific focus on the Philippines,
Thailand, Indonesia, Singapore, and Papua New Guinea. Project Convergence is the Army’s
contribution to Joint All Domain Command and Control (JADC2), where data will link land, air,
sea, cyber, and space capabilities together. Defender Pacific (FY 2021) and Global Defender
(FY 2022), in conjunction with other exercises, ties joint, multinational, and bilateral exercises
together.
The Army must continue evolving to deliver the speed, range, and convergence required for
dominance and overmatch. Army capabilities in the region serve as the forward line to enable
the Joint Force to build the U.S. military posture that meets USINDOPACOM’s needs.
The Arctic is an area where the Army must be ready to compete. The Arctic is a potential line of
attack in conflict, a vital area holding many of our nation’s natural resources and it is also a
platform for global power projection. The Army Arctic Strategy, Regaining Arctic Dominance,
uses a 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
warfighter. The FY 2022 budget allows for the Army to begin initiating this strategy.
Modernization
The Interim National Security Strategic Guidance states “America must reinvest in retaining our
scientific and technological edge and once again lead, working alongside our partners to establish
the new rules and practices that will allow us to seize the opportunities that advances in
technology present”, and to meet the challenges of modernization the Army is transforming how
we deploy, fight, and win. Modernizing the Army now will enable American land power dominance
to meet the demands of strategic competition and great power conflict presented by threats in the
Indo-Pacific and European Theaters (China and Russia). New technologies like artificial
intelligence, autonomy, and robotics will change the character of warfare, resulting in a faster,
more lethal, and more distributed battlefield. In order to support its modernization goals, the Army
is focused on being good stewards of taxpayers’ dollars, divesting programs to assist in funding
Army modernization. The Army Futures Command (AFC), in collaboration with the Rapid
Capabilities and Critical Technologies Office (RCCTO), academia, and industry; all recognize the
“We remain committed to our modernization priorities…This will be a key
period where we have to make tough choices and demonstrate our commitment
to monetization or risk entire programs unwinding. That is not going to
happen…We are going to continue on the momentum of modernization no
matter what.”
-Honorable John Whitley, Senior Official Performing the Duties of Secretary of the Army
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
10-7
value of good stewardship and are aligning the six modernization priorities supported by the eight
Cross Functional Teams (CFTs) to meet modernization goals.
In support of the Interim National Security Strategic Guidance, the Army allocated resources with
the goal of increasing lethality and improving “return on investment.” During the last three years
the Army has self-funded its modernization efforts through its reform and efficiency initiatives.
Army Senior Leaders divested programs, and invested those savings in programs that are
essential for success to prevail in strategic competition and future conflicts. In the FY 2022
Budget Request, the Army made difficult, purposeful choices, to fund modernization efforts by
cancelling 7 programs and realigning resources from 37 programs, a total adjustment of
$1.6 billion.
Army Futures Command (AFC) is responsible for changing the Army’s war fighting doctrine and
providing new warfighting capabilities faster and more cost effectively. The Army, utilizing AFC,
has a consistent plan to fund our six modernization priorities and to bring unity of effort to The
Army Modernization Strategy (AMS). The Army, is delivering results that have reduced a 7 year
requirements generation process to 18 months or less, placing systems in the hands of our
Soldiers sooner. Investments in the Army’s data scientist and data technician programs at
Carnegie Mellon University are aggressively pursuing artificial intelligence technologies. The
Army Software Factory in Austin will bring the necessary digital expertise to Soldiers, allowing
commanders to rapidly adapt to the challenges faced on a very fluid battlefield. The Army
continues to leverage partnership with Industry who are willing or who have increased their own
investments in research and development aligned to Army priorities.
The Army’s developing partnerships with academia and industry have led to achievements with
rapid innovation, experimentation, demonstration and rapid prototyping to deliver the next
generation of weapons, vehicles, and equipment required to conduct Joint All-Domain Operations.
These next generation platforms required for future operational requirements in Joint All-Domain
environment have the added benefits of reducing carbon footprint and dependency on fossil fuels
that impact climate change. The FY 2022 budget request also includes investments in installation
energy expertise, electric vehicles, and climate change research and development.
The Army Modernization Strategy (AMS) focuses on the six modernization priorities; long range
precision fires, next generation combat vehicle, future vertical lift, network, air and missile
U.S. military, and Soldier lethality. The Army established its eight Cross-Functional Teams (CFTs)
focusing on 31+4 signature modernization efforts (see Table 1). To maintain the Army’s
competitive advantages against its adversary’s, CFT’s streamline the research, acquisition, and
fielding processes by collaborating with representatives from the operations, science and
technology, testing, resourcing, costing, sustainment and program management communities.
These collaborative efforts ensure the best developing technologies can be rapidly and efficiently
delivered to the force.
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Table 1 – Modernization Efforts
Additionally, there are four lines of effort (“+4”) that fall under the Rapid Capabilities and Critical
Technologies Office (RCCTO). These additional efforts are essential to the future of Joint
All-Domain Operations and competition with great powers:
1. Long Range Hypersonic Weapon (LRHW): The budget supports fielding the first prototype
hypersonic battery with all ground and support equipment, firing test shots in FY 2022 and
fielding combat rounds in future years.
2. Directed Energy Mobile Short-Range Air U.S. military System (DE-MSHORAD): Resources
applied facilitate fielding the first combat relevant laser weapon (50KW) on Stryker
vehicles in FY 2022 in support of Air U.S. military Artillery Operations.
3. Indirect Fire Protection Capability – High Energy Laser (IFPC-HEL) and High Power
Microwave (IFPC-HPM): Funding supports a 300KW HEL mobile, ground based laser
integrated onto a Family of Medium Tactical Vehicles (FMTV) and an HPM system by FY
2024 in support of the Joint Force in multi-domain environments.
4. Medium Range Capability: Funding supports the fielding of a prototype mid-range
operational capability, which includes munitions, a launcher, and command & control, by
FY 2024 at the battery-level as part of the Strategic Fires Battalion in support of Joint
All-Domain Operations in the Indo-Pacific and European theaters and around the globe.
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The Army is achieving successes as the prototypes that began in FY 2018 through FY 2021 are
now maturing. The FY 2022 budget aims to increase momentum, advancing these efforts with
continued investments of time and resources to achieve our goal of adversarial overmatch. The
Army is integrating its “31+4” efforts to enable a holistic approach to modernization, and through
the use of its REARMM model, synchronize these activities over time to build future readiness.
Strengthening Alliances and Partnerships
America does not fight alone. Alliances and Partnerships are among the greatest sources of our
strategic strength. The Army is uniquely suited to foster existing alliances and partnerships while
simultaneously building new relationships through our global landpower network. Through
Security Force Assistance Brigades (SFAB) and tactical unit partnerships, the Army will continue
building relationships and interoperability with allies and partners.
Last year, the Army completed the activation of all 6 SFABs, 5 in the Regular Army and 1 in the
Army National Guard. The 5th SFAB, the last active component SFAB to standup, has already
completed missions with multiple partners across the Indo-Pacific theater, including elements of
the Thai, Indonesian, and Indian armies. Later this year, many of those partners will join their
American counterparts in combined exercises at the National Training Center. Engagements
such as these are vital, not only for interoperability, but in recognition that Cold War-era exclusive
allegiance to a single great power no longer exists. Many if not all of our allies and partners
maintain concurrent relationships with both the United States and our competitors and potential
adversaries. Therefore, we cannot take for granted these strategic opportunities to build and
enhance relationships and the critical access and presence they provide the United States.
The Army also manages funding in the Afghan Security Forces Fund (ASFF) and the
Counter-ISIS Train and Equip Fund (C-TEF). These are “pass-through accounts” and comprise
of nearly $3.8 billion in military support to partner nations in combating terrorism. With the
withdrawal of U.S. Soldiers from Afghanistan, support to the Afghan Security Forces remains key
in maintaining our ongoing national security objectives in the region.
“By having forces forwarded, it shows our commitment. It reinsures our
partners that we’re there with them. It also gives us a chance to improve their
capabilities, their capacities. We must work very closely with our allies and
partners.”
-General James McConville, 40th Chief of Staff, Army
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Reform
The purpose of Army Reform is to free up time, money, and manpower to reinvest in readiness
and modernization. Army Senior Leaders assessed programs to realign $1.6 billion in FY 2022
to support the Army Vision 2028 and the Army Modernization Strategy. The Army applied
$133 million in savings towards its “People Strategy”, and $1.3 billion in savings towards
modernization strategy, supporting the Interim National Security Strategic Guidance while
operating in a fiscally constrained environment. Of the $1.6 billion in total FY 2022 savings, the
Department of U.S. military recognized $73.1 million as Reforms: $20.0 million for “Business Process
Improvement”, $40.1 million for “Business System Improvement”, and $13.0 million for
“Divestments”.
Army reforms are not just focused on process and funding adjustment decisions. The Army has
several other ongoing policy initiatives under its reform umbrella, including: Criminal Investigation
Division (CID) restructure, Army Command Accountability & Execution Review (CAER), Contract
Reviews, and achieving auditability. Following an organizational review of the Army CID in 2021,
Senior Leaders are changing the organizational structure and policies to create a more efficient
organization that can better support Soldiers and their Families. This budget request also
provides resources to improve the Army Special Victim Units.
The CAER initiative continues to assist leaders and Commanders to improve their fiscal
stewardship by maximizing their purchasing power and minimizing inefficiencies. This program
has helped identify and remedy several process issues that impact the Army and the DoD. In its
first full year since implementation, the Army focused on current and expired year de-obligations
across key problem areas, including supply chain, transportation, and contracts. During FY 2020,
the CAER program saved over $90 million annually through adjusting policies for transportation
billing alone. CAER is also leading changes to the Army’s logistics and sustainment Enterprise
Resource Planning tools, the Global Combat Support System – Army (GCSS-A), resulting in a
76 percent reduction in supply chain de-obligations, saving approximately $140 million annually.
Additionally, the Army realized nearly $35.5 million in energy savings during FY 2020 through
CAER inspired analysis.
The Army entered its fourth year of full financial statement audits in FY 2021, building upon the
momentum generated from each previous audit. In FY 2020, Army successfully participated in
the first ever fully virtual audit caused by the COVID environment. Although the Army received a
disclaimer of opinion, the auditors noted that we continue to make steady progress to improve
business processes and accountability each year. For example, Army remediated 30 percent of
Information Technology General Controls (ITGC) Notification of Findings and Recommendations
(NFRs), more than any other Military Service. During FY 2021, Army will continue to focus on
remediation of high-risk material weaknesses, business process standardization, and
improvements to our internal controls. These activities align with the Secretary of U.S. military audit
priorities and accelerates the path to more accurate financial reporting in the coming years.
“We cannot be an Industrial Age Army in the Information Age. We must
transform all linear industrial age processes to be more effective, protect our
resources, and make better decisions. We must be the Army of tomorrow,
today.”
-General James McConville, 40th Chief of Staff, Army
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Conclusion
The Army’s FY 2022 Budget Request prioritizes resources to take care of its people, build and
maintain current readiness, strengthen our alliances and partnerships, and modernize for the
future fight. None of this is possible without timely, adequate, predictable, and sustained funding
levels. All of these efforts are critical and need to be balanced and synchronized, in order for the
United States to prevail in competition, crisis, and conflict.
Notwithstanding this remarkable range of activity, the Total Army remains strong, ready and
focused on winning against any adversary, anytime, and anywhere, in support of the Nation’s
interests.
PEOPLE FIRST, WINNING MATTERS, ARMY STRONG
.
“When the Nation calls on the Army, we don’t go to participate. We don’t go to
try hard, we go to win. There is no second place or honorable mention in
combat.”
-General James McConville, 40th Chief of Staff, Army
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DEPARTMENT OF THE NAVY
As identified in Advantage at Sea: Prevailing with
Integrated All-Domain Naval Power, the United
States is a maritime nation and our security and
prosperity depend on the seas. Since its
inception, the United States has relied on safe and
reliable access to the world’s oceans. America’s
naval Service defends our Nation by preserving
freedom of the seas, deterring aggression, and
winning wars. The increasingly aggressive world
actors that threaten the freedom of the world’s
waterways, intimidate U.S. allies, and seek a more
hostile international order, reinforce the need to
maintain a potent, integrated Navy and Marine
Corps that maximized our naval contribution to the joint force. In a world more interconnected
and interdependent than ever before, a fully integrated and forward maneuverable Navy-Marine
Corps Team has never been more important to the security of our Nation and the preservation of
rules-based international order. Seapower provides mobile, self-reliant, survivable, and
distributable forces perfectly suited to combat the contemporary threats the nation faces.
Competition from an ascendant China and a disruptive Russia is spurring a period of rapid
transformation in the strategic environment. Though the U.S. still maintains far more tonnage
than China, China’s navy has more ships than the U.S. Navy, and they are building ships at a
much greater rate. Such trends necessitate an acceleration of investment by the DON to reverse
the erosion of U.S. military advantages from China’s
and Russia’s aggressive naval growth and
modernization. We must maintain resolve to compete
with, deter, and, if necessary, defeat our adversaries
while we accelerate development of a modernized,
integrated all-domain naval force for the future.
The Navy’s FY 2022 Budget Request maintains
operational concepts, capabilities, and plans to
bolster deterrence and improve our competitive
advantage. It supports readiness through sustained
investment and performance improvement. The
budget accelerates investments in more lethal,
networked capabilities and concepts, integrated with
Discretionary Budget Authority in Thousands
FY 2021
Enacted
FY 2022
Request
Δ
Department of the Navy FY21 – FY22
Military Personnel 54,653,608 56,571,638 +1,918,030
Operation and Maintenance 68,864,233 71,198,017 +2,333,784
Procurement 60,933,463 58,175,963 -2,757,500
RDT&E 20,054,386 22,639,362 +2,584,976
Military Construction 2,164,324 2,551,311 +386,987
Family Housing 409,390 434,957 +25,567
Revolving and Management Funds - 150,000 +150,000
Total Department of the Navy 207,079,404 211,721,248 +4,641,844
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the joint force. PB22 provides the nation with a robust, sustainable, and balanced, all-domain
fleet. The budget funds key personnel initiatives, reflecting a continued commitment to the Sailors
and Marines that volunteer to serve our nation. Finally, PB22 continues a commitment to
budgetary reform and fiscal accountability, ensuring good stewardship of taxpayer dollars.
Strategic Guidance and Themes
Acting Secretary of the Navy Strategic Vision
Following the issuance of the President’s
Interim Guidance and the Secretary’s Message
to the Force, the Acting Secretary of the Navy
Thomas Harker issued his strategic vision
which details operating…
“as one to protect the American people
and our interests in the most effective
and efficient way possible. We will
invest in the health, readiness, and
capability of our force of today, and the
force of the future, to maintain our
Nation’s forward maneuverability and
decisive maritime advantage, while strengthening our force-multiplying alliances and
partnerships with the interagency, across industry, throughout the joint force, and around
the world.”
The Secretary promotes his “enduring priorities” of “One Navy-Marine Corps Team,” “Put People
First,” and “Maritime Dominance – Now and In the Future”.
One Navy-Marine Corps Team. The Department of the Navy (DON) will strive to “achieve
seamless integration, communication, and collaboration across the DON.” The DON will
achieve this goal through building “a strong culture of communication, collaboration, trust
and transparency across the department, supported with appropriate tools and
processes.” The DON will prioritize the modernization of business systems, driving
towards a more data-driven decision-making culture. We will strive for a “common
understanding of maritime challenges” and the DON’s contribution to joint operations. The
DON will strengthen relationships with our military allies and partners to optimize
operational integration.
Put People First. The DON will “build and sustain a strong, diverse, healthy, sustainable
force that is ready when called upon.” The DON will achieve this goal by responding to
COVID-19 with a “robust, proactive, and coordinated response” to minimize the impact to
Sailors, Marines, and civilians (keeping readiness high) and by contributing to the national
effort to combat the disease. We will cultivate “the talent and unique insights of personnel
from diverse personal, cultural, and professional backgrounds,” and “build the workforce
of the future” through investments in professional development, training, and education.
The DON team will create a positive work environment devoid of sexual assault, sexual
harassment, racism, and violent extremism. The Department will take care of Sailors,
Marines and their families through fairness in promotion practices and programs to
improve quality of life.
Maritime Dominance – Now and In the Future. The DON will “develop and maintain the
strategic concepts and warfighting capabilities, readiness, and sustainment necessary to
ensure U.S. dominance of the maritime domain against an evolving threat environment.”
The Department will achieve this goal through properly positioning global forces to ensure
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the proper capabilities can be brought to bear in sufficient force to ensure victory against
great power, regional, and other aggressors, while maintaining a degree of operational
flexibility. The design of the future force will enable the Navy and Marine Corps to
“effectively engage in strategic competition and sustain maritime supremacy against the
full spectrum of potential threats while remaining financially viable and operationally
sustainable.” To combat climate change, the DON will invest in technologies to reduce
our carbon footprint, and concurrently, the Department will adapt itself as necessary to
mitigate any potential negative effects resulting from the changing climate. We will take
advantage of emergent, game-changing technologies through targeted investments in
artificial intelligence, cyber weapons, unmanned technologies, directed energy, and
hypersonics. Further, investments in facilities, infrastructure, and systems are necessary
to properly support our naval forces.
Chief of Naval Operations (CNO) Strategic Guidance
Chief of Naval Operations Gilday recently issued the “CNO
Navigation Plan 2021,” in which the Chief establishes the Navy’s
strategic priorities. The end state of this plan follows:
“Our Navy will be manned, trained, and equipped to control
the seas and project power. Our fleet will be a potent,
formidable force that can decisively win at sea, deter our
competitors, and assure our allies and partners. Joining
with the Marine Corps and Coast Guard, we will deliver
Integrated All-domain Naval Power to prevail in day-to-day
competition, in crisis, and in conflict.”
The guidance emphasizes the critical balance of maintaining
readiness while transforming the fleet. By maintaining forward
presence, the Navy adds credibility to our national influence
abroad and is postured to respond to threats or crises involving
our regional allies, to protect freedom of navigation in international
waterways, and to otherwise protect our national interests abroad.
While maintaining readiness, and within fiscal limitations, the Navy
must prioritize in order to deliver the cutting edge capabilities it needs to win against strategic
competitors. The explosive rate of technological change complicates this management of force
readiness and force modernization efforts. The CNO’s guidance emphasizes Sailors, readiness,
capabilities, and capacity as reflected in the excerpt below:
“Develop a Seasoned Team of Naval Warriors. Develop a dominant naval force that can
outthink and outfight any adversary. Our Sailors will remain the best trained and educated
force in the world. We will cultivate a culture of warfighting excellence rooted in our core
values.
Deliver a More Ready Fleet. Deliver a Navy that is manned, trained, and equipped to
deploy forward and win in day-to-day competition, in crisis, and in conflict. We will
consistently deliver maintenance on-time and in full, refurbish our critical readiness
infrastructure, master all-domain fleet operations, and exercise with like-minded navies to
enhance our collective strength.
Deliver a More Lethal, Better-Connected Fleet. Deliver a Navy capable of projecting
synchronized lethal and non-lethal effects across all domains. We will deploy the Naval
Operational Architecture by the middle of this decade; an array of counter-C5ISRT
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capabilities; weapons of increasing range and speed; and a directed-energy system
capable of defeating anti-ship cruise missiles.
Deliver a Larger, Hybrid Fleet. Grow a larger, hybrid fleet of manned and unmanned
platforms – under, on, and above the sea – that meets the strategic and operational
demands of our force. We will deliver the Columbia-class program on time; incorporate
unmanned systems into the fleet; expand our undersea advantage, and field the platforms
necessary for Distributed Maritime Operations.”
Commandant of the Marine Corps (CMC) Strategic Guidance
The U.S. Marine Corps is vigorously redesigning the force for naval expeditionary warfare in
actively contested spaces, aligning the Service with strategic guidance.
The future Fleet Marine Force (FMF) requires
transformation from a legacy force to a
modernized force with new organic capabilities.
As outlined in the Commandant’s Planning
Guidance (CPG) and Force Design 2030, the FMF
will enable the Navy and Marine Corps to restore
the strategic initiative, and to define the future of
maritime conflict by capitalizing on new
capabilities to deter conflict and operate
persistently inside an adversary’s weapon
engagement zone (WEZ). The CMC’s top three
priorities in FY 2022 focus on Force Design, Talent
Management Reform, and Training and Education Reform.
Force Design. This continues to be the CMC’s number one priority. The status quo is
unacceptable, because within five to ten years our existing legacy force will not be able to maintain
a strategic advantage over a peer competitor. The Marine Corps is currently not organized,
trained or equipped for the future fight against strategic competitors. The goal of Force Design is
to provide the fleets and joint force a naval expeditionary force that will:
Successfully compete with peer adversaries in the maritime gray zone.
Deter, and if required, fight and win in support of naval campaigns.
Facilitate sea denial and sea control.
Win the reconnaissance and counter-reconnaissance (scouting & counter-scouting)
competition.
Persist inside actively contested spaces.
Be capable of “rapidly sensing, making sense of, and acting upon information” inside an
enemy’s weapons engagement zone.
Talent Management Reform. The Commandant’s goal is to develop a true talent management
system that measures success by our ability to attract, recruit, identify, incentivize, and retain the
most talented individuals across the entire force. The objectives of this initiative include:
Retain the most talented Marines and replace individuals leaving the Marine Corps with
even more talented Marines.
Adopt a model focused on the longer-term “accession to retention,” (today’s model is
focused on accession to end of first enlistment).
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Accommodate the changing interests and needs of the most talented within our force such
as change in primary occupational field, marriage and childbirth or adoption, family stability
for children in high school, etc.
Training and Education Reform. The Marine Corps cannot assume it will maintain a technical
advantage over peer competitors in all areas, all the time. Our advantage erodes over time. This
becomes even more critical for our forces to maintain a competitive edge in decision-making at
both the individual Marine and unit level of competence. The goal of this initiative is to adopt an
“information age approach” in training and education that produces better leaders and warfighters.
This approach includes:
Focus on identifying, developing, and sustaining the unique talents of individual Marines.
Increase the intellectual standards for all Marines, but particularly officers-at every stage
of their selection for and attendance at formal schools.
Graduate Marines from Initial Military Occupational Specialty (MOS) school prepared to
join their first units at a higher level of technical and tactical competence.
Change how we train and educate, moving away from rote memorization, testing and
“perfect” school solutions to practical judgment under pressure.
Expand use of force training and wargaming and make live-constructive training a normal
part of the training continuum.
Security and Operational Environment
The emergence of China as a great power is the single biggest threat to the United States, its
allies, and interests around the world. Though China’s navy does not have anywhere near the
tonnage of the U.S. Navy, China has surpassed the U.S. in the quantity of ships it possesses,
having rapidly grown its Navy from 262 to 350 ships. This fleet is supported by the largest missile
force in the world. China’s navy continues to invest in larger, more capable surface warfare ships,
aircraft carriers, and submarines, and they continue to build ships at a faster rate than the U.S.
Navy. By 2023, China expects to launch its third aircraft carrier, and continues its development
of cutting edge technologies to include fifth-generation fighter aircraft.
Russia remains a competitor as well. Russia has been modernizing all facets of its military to
include warships, aircraft and missiles. Russia is pushing the technological envelope with its
development of hypersonic missiles, tactical nuclear weapons, and modern submarines. Both
China and Russia have interests in direct conflict with those of the U.S. and its allies, and both
countries have in recent years become more aggressive with their threats to the international
rules-based order as the growth in their military capabilities have greatly reduced the U.S. military
advantage that was once insurmountable to our enemies.
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Figure 10.1. Security and Operational Environment
The threats the U.S. faces from these potential adversaries exists in multiple domains and
geographic locations. The PRC in particular has proven itself a grave concern on multiple fronts.
China has challenged international norms and laws at home and abroad, and it has challenged
the rights of its neighboring countries and freedom of navigation in the South China Sea. The
PRC has become increasing flagrant in their violations of human rights in western China and
Hong Kong; their rhetoric and military posture towards Taiwan have worsened; their disregard for
the rights of neighboring countries is showcased by their building of artificial islands to claim
almost the whole of the South China Sea; and they have worked to wrest territories and resources
from countries worldwide by purchase, subversion, or by intimidation. The PRC’s and Russia’s
revisionist approaches at sea threaten U.S. interests, undermine alliances and partnerships, and
degrade the free and open international order. Their aggressive naval growth and modernization
are eroding U.S. military advantages.
Both China and Russia are actively waging a cyber war against the U.S. and its allies. In addition
to China and Russia, enemies of a much smaller scale could also threaten the U.S. asymetrically,
and potential nuclear or biological threats cannot be ignored. The threats to the U.S. encompass
all domains: on land, in the sea, in the air, in space, and in the cyber realm. The Navy and Marine
Corps team must have the ships, aircraft, weapons, facilities, equipment, manning, and training
necessary to effectively cooperate with the other services and international allies and partners to
counter and defeat all threats to the U.S. and its allies in multiple domains simultaneously.
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Figure 10.2. Operational Context
Today 90 percent of the world’s manufactured goods are transported on the world’s oceans, and
critical lines of communication span the ocean floor, hosting most of the world’s internet traffic.
Both China and Russia have chosen to posture themselves to project military power into the
maritime domain. China, for reasons mentioned above, is already asserting itself against its
maritime neighbors, slowly progressing towards its goal of total domination of the South China
Sea. As climate change continues, the Arctic becomes more navigable, and Russia increases its
presence in the Arctic sea, seaking control of resources and corridors of navigation there. In
addition, other nations such as Iran, North Korea, and non-state actors are exploiting asymmetric
capabilities to create instability and uncertainty on the global maritime commons. Figure 10.1
displays the prodigious presence of both China and Russia in the world’s oceans, and exemplifies
the need for a counterbalance of U.S. and allied naval forces in these regions in particular, but
also throughout the world, to ensure the freedom and security of the world’s waterways.
To meet the challenges discussed, the Navy and Marine Corps provide forward postured seabased
forces (Figure 10.2), including 41,357 Sailors and 33,500 Marines currently deployed or
underway on 112 ships, to include four Carrier Strike Groups, and two Expeditionary Strike
Groups. In addition, the Navy maintains cyber mission teams across the globe conducting cyber
operations in support of naval forces. The Navy and Marine Corps are engaged in joint, integrated
operations around the globe, providing immediate response options, assuring allies and deterring
our adversaries.
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FY 2022 President’s Budget Overview
The budget ensures that the DON will be
ready for the global challenges before
us with the personnel, platforms, and
technology to secure vital sea lanes,
stand together with our allies, and
protect the United States of America.
The total FY 2022 President’s Budget
request for the Department of the Navy
(DON) is $211.7 billion, providing the
resources needed to effectively defend
the nation and take care of our people
while leveraging teamwork for success.
This budget represents a $4.6 billion
increase over our FY 2021 enacted
budget. Our procurement accounts
decrease by 4.5 percent to fund the
increases in operation & maintenance
(up 3.4 percent), military personnel (up
3.5 percent), research and development
(up 12.9 percent), and infrastructure accounts (up 16.0 percent) as we seek to innovate and
modernize the force while maintaining and enhancing readiness and people-focused programs.
DEFEND THE NATION
The FY 2022 President’s Budget reflects hard choices to divest of less capable platforms and
systems to invest in a powerful and superior future force. Throughout the budget process and in
all aspects of capability acquisition, design, construction, and deployment, the Department
balances the urgent readiness needs of our force today with investments in the future force and
effective business process reforms in order to ensure our Sailors and Marines are always ready
to fight and win in any climate or place.
To maintain dominance, the United States needs a balanced Naval force, capable of striking
targets from all domains. The force design must emphasize distributed awareness, lethality and
survivability in high-intensity conflict. This budget provides a balanced approach to growing
capacity, equipping Sailors and Marines to deliver synchronized lethality across all domains of
the future conflict.
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Procurement
Shipbuilding procurement funding decreases from $23.3 billion in FY 2021 to $22.6 billion in
FY 2022, for a reduction of 3.0 percent.
However, the Department carefully balanced
resources and requirements, weighing the
effects of our program decisions on the
industrial base to ensure our nation
maintains the skills, capabilities, and
capacities critical to defending our nation. In
FY 2022, we fund eight battle force ships.
The Department continues to prioritize
building a capable and lethal submarine fleet,
with incremental funding for the FY 2021
Columbia class submarine and procurement
of two Block V Virginia class fast attack
submarines (SSBNs). The one Arleigh Burke class destroyer (DDG-51) will be a Flight III ship
equipped with the Advanced Air and Missile U.S. military Radar and the AN/SLQ 32 Surface
Electronic Warfare Improvement Program Block III. One Constellation class guided missile frigate
(FFG) is requested, which is a more lethal and survivable multi-mission small surface combatant
to address increasingly complex threats in the global maritime environment, as well as advance
procurement for two future ship. The budget also requests one John Lewis class oiler (T-AO 205)
and advance procurement funds for a future oiler. The John Lewis class oiler will recapitalize the
existing Henry J. Kaiser class oilers to supply fuel and dry cargo to Navy ships at sea. Two
towing, salvage, and rescue ships (T-ATS) are requested which will be the functional replacement
for the T-ATF class fleet tugs and the T-ARS class salvage ships. One ocean surveillance ship
(T-AGOS(X)) is requested to gather underwater acoustical data to support the Integrated
Undersea Surveillance System mission by providing a ship platform capable of theater antisubmarine
passive and acoustic surveillance.
Aviation procurement funding decreases from
$19.5 billion in FY 2021 to $16.5 billion in
FY 2022, a 15.6 percent decrease. This decrese
is attributable to the end of procurement for
F/A-18, P-8A, VA-92A, and E-6B. The budget
funds procurement of 107 aircraft (fixed-wing,
rotary-wing, and unmanned) in FY 2022. Fixedwing
aviation investments are comprised of 17 F-
35B and 20 F-35C Lightning IIs, five E-2D
Advanced Hawkeyes, and six KC-130J Super
Tankers. FY 2022 continues the ramp-up of
CH-53K King Stallion helicopter production with
nine helicopters, and a multi-year procurement of the CMV-22 Osprey, Carrier Onboard Delivery
(COD) variant (three aircraft) and MV-22B Osprey (five aircraft). The budget also purchases the
TH-73A Advanced Helicopter Training System with a buy of 36. Unmanned aircraft investments
include six Medium Altitude Long Endurance-Tactical (MALE-T) Unmanned Aerial Systems
(UASs). The procurement of MQ-4C Tritons is paused in FY 2022 to allow the Integrated
Functional Capability-4 (IFC 4.0) design to mature, which will eliminate concurrency risk and
minimize the retrofit cost.
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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Weapons procurement funding decreases from $4.5 billion in
FY 2021 to $4.2 billion in FY 2022, a 0.6 percent decrease, while
funding key ship and aviation weapons. FY 2022 ship weapons
procurement includes: 60 Block V Tactical Tomahawks,
300 navigation and communications kits, 156 recertification kits, and
39 Maritime Strike Tomahawk kits; 125 Standard Missile-6s;
100 Rolling Airframe Missiles; 108 Evolved Sea Sparrow Missiles;
58 MK-48 Advanced Capability heavyweight torpedoes and 30 kits;
91 MK-54 anti-submarine torpedoes; 34 Naval Strike Missiles; and
14 Littoral Combat Ship Surface-to-Surface Missile Modules. Aircraft
weapons procurement includes: 178 AIM-9X/Sidewinders,
54 Advanced Anti-Radiation Guided Munitions-Extended Range;
164 Joint Air-to-Ground Missiles; 18 Miniature Air Launched Decoys; 48 Long-Range Anti-Ship
Missiles; 25 Joint Air-to-Surface Standoff Missiles Extended Range; 120 Hellfire Captive Air
Training Missiles; and 180 Small Diameter Bombs Increment II.
Marine Corps procurement increases from $2.7 billion in
FY 2021 to $3.0 billion in FY 2022, an increase of
11 percent. This reflects the Marine Corps investment in
modernization and innovation in support of the
Commandant’s Force Design 2030 initiatives to build the
future force. Key efforts funded include: 613 Joint Light
Tactical Vehicles; 92 Amphibious Combat Vehicles; and
8 Ground/Air Task-Oriented Radar systems.
Research and Development
Shifting from today’s procurements to future force investments in lethality, our budget request
provides continued research and development (R&D) efforts to insert critical technologies to
deliver asymmetric capabilities and technological advantages against adversaries in all
environments and across all spectrums. Research and development funding increases
12.9 percent to $22.6 billion. This budget sustains ship, aircraft, and weapons development
efforts. We recapitalize our strategic nuclear deterrent through the Columbia class submarine
development program, and we provide R&D funds for other shipbuilding efforts such as the Ford
class carrier, SSN(X) future attack submarine, the Constellation class guided missile frigate, and
DDG(X). The budget provides funds to continue development of unmanned surface vessels,
unmanned undersea vehicles, and unmanned aerial systems. The DON continues to advance
capabilities in the F-35 Lightning II for both the Navy and Marine Corps. In the area of weapons
development, we are providing for longer range, and hypersonic weapons and increasing
investments in areas including Conventional Prompt Strike and our Standard Missile family of
missiles. The budget request continues investment in key Marine Corps development programs
such as the Ground Based Anti-Ship Missile, Ground/Air Task Oriented Radar, CH-53K King
Stallion helicopter, and the Amphibious Combat Vehicle.
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CHAPTER 10 MILITARY DEPARTMENTS
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Readiness
Navy and Marine Corps forces remain deeply engaged, forward deployed, and at a high
operational tempo providing National Command authority immediate options, assuring allies and
deterring our adversaries. This budget request supports requirements for our carrier strike
groups, amphibious ready groups, and Navy and Marine aviation units to train and respond to
persistent and emerging threats. The Navy deploys full spectrum-ready forces to further security
objectives in support of U.S. interests. The Navy and Marine Corps forward-postured, sea-based
forces provide immediate response options and assure our allies of our commitment.
The budget maintains naval operational readiness. The Navy continues its commitment to ship
maintenance, leveraging data analytics in maintenance management and funding repairs,
overhauls, and refueling of submarines,
aircraft carriers, and surface ships at the
Navy’s four public shipyards, regional
maintenance centers, intermediate
maintenance facilities, and private shipyards.
This account increased by $0.5 billion from
the FY 2021 enacted position, which funds
97 percent of our full requirement. Ship
maintenance improvements include better contracting strategies, increasing dry dock capacity,
optimizing facility and pier layout, level load port workloads, and more accurate availability
duration planning. These efforts will provide industry with a stable and predictable demand signal
to encourage maintenance capacity growth to match our growing fleet. We continue to capitalize
on the OPN pilot program for funding private contractor shipyard maintenance in the Pacific by
extending it to both Fleets. Similarly, ship operations funding increases 6 percent over last year.
This resources our full requirement, allows for 58 days underway while deployed and 24 days
underway while non-deployed per quarter.
The Marine Corps is redesigning the force for naval expeditionary warfare in actively contested
spaces. Marine Corps readiness is focused on building a more lethal force by training for
advanced and persisent threats; growing cyberspace activities; and optimizing depot
maintenance to achieve 80 percent serviceability of reportable expeditionary ground equipment.
These efforts will help ensure the Marine Corps is prepared to operate inside actively contested
maritime spaces in support of Fleet and Joint Force operations.
Aircraft depot maintenance and logistics funding increases as we
seek to maximize readiness by prioritizing funding based on
criticality and impact to sustain our higher mission capable rates for
strike fighters. Funding for the Flying Hour Program increases to
meet our tactical air (TACAIR) requirement, increases aviation costper-
hour for some of our newer aircraft, and allows for the increased
contract maintenance for training aircraft. TACAIR proficiency is
critical to winning the high-end fight.
Our budget request appropriately prioritizes shore investments to increase fleet readiness. For
FY 2022 facilities sustainment, restoration, and modernization funding overall decreases
6 percent to $4.2 billion. We slightly increase DON sustainment funding over FY 2021, with the
Navy and Marine Corps funded to 80 percent of the facilities sustainment model. Restoration and
Modernization funding is reduced 34.7 percent compared to FY 2021, but that reduction is driven
by one-time natural disaster costs for critical infrastructure projects that artificially inflated the
FY 2021 budget. Base operating support funding in FY 2022 increases 4.1 percent over
FY 2021, and prioritizes people programs such as sexual assault prevention, suicide prevention,
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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and childcare, as well as funding traditional requirements like utilities, security, transportation, and
port and airfield operations.
TAKE CARE OF OUR PEOPLE
The greatest source of readiness and strength for our force will always be the people who wear
the uniform and comprise our civilian workforce, as well as the families that serve alongside them.
We are committed to ensuring
our Sailors, Marines, and
Civilians are trained and
equipped to execute the mission
and return home safely, and that
their families are provided with
the housing, medical attention,
and education they deserve.
Sailors and Marines are our
greatest asset and comprise the
foundation of operational
readiness. This budget takes
care of our people, providing a
2.7 percent pay raise to
uniformed and civilian
personnel. The FY 2022 budget aligns our military manpower size and composition with the force
structure decisions to ensure proper manning for new and existing platforms and capabilities. Our
active Navy military manpower decreases by 1,600 from the FY 2021 authorized level to 346,200
as the Navy actively manages personnel to match the needs of the fleet. This budget sustains
Sailor 2025 and personnel system transformational objectives, and it supports new platforms and
new capabilities, while reducing overall strength due to planned decommissionings of several
ships. Our reserve Navy military manpower (58,600) decreases slightly from FY 2021. This
number of Selected Reservists and full-time support personnel will provide critical strategic depth
aligned with the needs of the force. In this budget request, the DON continues its commitment to
education, sexual assault prevention and response (SAPR), mental health, child and youth
programs, and morale, welfare and recreation programs.
Our active Marine Corps military manpower of 178,500 end strength in FY 2022 represents a
reduction of 2,700 from the FY 2021 enacted budget. This end strength decrease aligns with
force structure changes and enables the Marine Corps’ Force Design 2030 modernization
initiatives. The reduction of active duty end strength is part of the larger effort to modernize the
Marine Corps by divesting of older U.S. military programs and the force structure that supports those
capabilities, such as tanks, bridging and law enforcement, along with a reduction of surge
capacity, with the intent of investing in modernization. Our Selected Reserve Marine Corps
military manpower (36,800) maintains a “Ready-Relevant-Responsive” force capable of
seamlessly operating as a part of the Total Force to fulfill combatant command and service
rotational and emergent requirements.
The FY 2022 budget requests funding for 223,113 civilians including foreign national indirect
hires, recognizing the key role the civilian workforce has in the Department. This increase of less
than one percent from FY 2021 represents sustained and targeted growth necessary for mission
success. Our civilians supplement our uniformed service members, and provide critical support
in a wide range of areas. While the bulk of these civilians are critical enablers for functions such
as ship maintenance, research and development, and installation management, the DON
maintains emphasis on audit accuracy and adds personnel for Sexual Assault Prevention and
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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Response Office (SAPRO). Our civilian workforce supports a larger, more capable and agile
naval force.
SUCCEED THROUGH TEAMWORK
A dominant naval force is central to the effective execution of our strategic goals. We must be
ready at all times to execute as one integrated naval force – Navy and Marine Corps seamlessly
linked at every level – with common logistics, infrastructure, practices and support networks –
executing a fleet-wide emphasis on resilient and combat ready forces. These integrated
connections must extend beyond the DON as well, encompassing our vital partners across the
joint force and the whole of government, as well as our industry partners, shipyards, and allies
and partners around the world.
As shown in Figure 10.3, the Navy and Marine Corps are engaged in joint, integrated operations
around the globe, providing immediate response options, assuring allies and deterring our
adversaries. The strategic maritime U.S. military partnerships we maintain today with our partners
and allies extend the reach and power of our force.
The DON is also working alongside our partners, we are aligning our efforts to produce the right
platforms and capabilities for the warfighter, and ensure maximum availability and throughput
from design to production to maintenance. We’re working closely with our partners and suppliers
in the U.S. military industrial base to ensure the continued viability of the crucial businesses and
infrastructure needed to ensure our ships, aircraft, and ground equipment are available when
needed for the U.S. military of our nation.
Figure 10.3. Secure Maritime Advantage with Allies and Partners
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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Reform
Successful implementation of strategic
guidance in a constrained budgetary
environment requires maximizing the
use of every dollar. We continued the
practice of rigorously reviewing the
Department’s budget, scrutinizing
each line item’s net contribution to
strategic direction. This included
prioritizing the allocation of dollars
based on alignment to strategy, return
on investment, relative value, portfolio
optimization and specific outcome
metrics. The continued use of
data-driven process reforms like
performance-to-plan have helped
illuminate the highest leverage points and areas where we can accelerate learning. We identified
resources that are categorized by: better alignment of resources (BAR); business process
improvements (BPI); business system improvements (BSI); divestment of outdated systems and
programs (DIV); policy reform (POL); and weapons systems acquisition process (WSA). The
DON achieved reform savings of $4.2 billion in FY 2022 that were reapplied within the
department.
Audit
The Navy and Marine Corps have benefitted greatly from audit, and our team is aggressively
working to remediate the root causes of the discrepancies found by our auditors. Auditor findings
highlight opportunities for operational and process improvements, and we are capitalizing on
them. The leadership of the Navy and Marine Corps embrace the lessons learned from the audit
as a means of improving our warfighting capability and readiness and demonstrating excellence.
We are collectively making progress to address the auditors’ findings and supporting the USMC’s
goal of attaining a positive opinion next year. A DON Audit Roadmap was created to identify key
milestones for each priority area, targets resources for maximum impact, helps manage risk, and
delineates a clear path to a clean opinion.
Conclusion
This Department of Navy budget request implements overarching guidance in a responsible and
effective way, balancing the need to sustain readiness today with investments in future
capabilities to field a current and future force capable of deterring and defeating any threat to our
Nation, our allies, and our interests.
Our budget reflects our resolve to compete, deter, and – if necessary – defeat our rivals, while
accelerating the development of a more lethal fleet and having the Navy and Marine Corps
generate an integrated all-domain naval power. Only by working as a team and taking care of
our people will we be able to defend the nation in the years ahead.
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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DEPARTMENT OF THE AIR FORCE
Discretionary Budget Authority in Thousands
FY 2021 FY 2022
Request
Δ
Department of the Air Force FY21 – FY22
Military Personnel 42,595,057 44,556,126 +1,961,069
Operation and Maintenance 64,359,199 67,545,081 +3,185,882
Procurement 48,553,319 47,210,639 -1,342,680
RDT&E 46,649,102 50,450,715 +3,801,613
Military Construction 1,314,803 2,483,050 +1,168,247
Family Housing 434,235 441,161 +6,926
Revolving and Management Funds 95,712 77,453 -18,262
Total Department of the Air Force 204,001,427 212,764,225 +8,762,795
Numbers may not add due to rounding
Introduction
In 2022, the Department of the Air Force (DAF) will celebrate its 75th birthday. Over the past
seven decades much has changed, but two things remain constant: our mastery of technology
and selfless service of the men and women who serve our great Nation. Nearly 700,000 Airmen
and Guardians currently dedicate their lives to defending democracy.
Our Nation faces several challenges: the rise of strategic competition with China and Russia, the
increasing complexity of threats that emanate from several domains simultaneously, fiscal
pressures, the rapidly increasing pace of change, and the fact that our forces and equipment are
being threatened in previously benign domains.
FY 2022 U.S. Space Force
$17.5 billion
FY 2022 U.S. Air Force
$195.3 billion
FY 2022 DAF Components
$212.8 billion
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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The three charts above display the budget by Service
(Air Force and Space Force), appropriation and our
total force components (Active Duty Air Force, Space
Force, Air Force Reserve (AFR), and Air National
Guard (ANG)).
The DAF puts forward a $212.8 billion budget
request in FY 2022, a 4.3 percent or $8.8 billion
increase from the FY 2021 enacted budget. This
budget invests in our Airmen and Guardians,
resources the Air Force core functions, and enables
Space Force priorities in support of the President’s
Interim Guidance.
Specific dollar amounts and details are listed in the
following sections, but the chart to the left provides
procurement quantities for our major aircraft, space,
and munition programs.
Empowered Airmen and Guardians
Our Nation’s defenders must be empowered,
resilient, agile, innovative, free from sexual
assault and prejudice, and well-led.
Tomorrow’s environment requires multicapable
professionals who optimize a diverse
set of ideas, leverage digital tools, and can
outmaneuver our adversaries. While aircraft
and systems will change, the men and women
of the Department of the Air Force remain the
core of our ability to deter and, if necessary,
defeat our competitors. As a Department, we
continuously strive to increase diversity, build
resiliency, and develop empowered women
and men through a culture of dignity and respect. In FY 2022, we accelerate that momentum
while strengthening a lethal and ready force. We must ensure our people have both high quality
of service and high quality of life. This starts with ensuring our leaders represent the Nation with
our Core Values of Integrity First, Service Before Self, and Excellence in All We Do.
A diverse and inclusive force is a warfighting imperative. The DAF must attract, recruit, and retain
talented Americans from all backgrounds to leverage diverse ideas and experiences. This budget
invests in our future force with a $68 million increase for training programs and diversity and
inclusion initiatives. A portion of these additional funds will go towards unconscious bias diversity
training and increasing aviation scholarships for underrepresented universities Reserve Officers’
Training Corps cadets.
This budget includes $876 thousand for suicide prevention. Our goal is to never lose an Airman
or Guardian to suicide. The prevention of suicide and personal violence remains a difficult
challenge. We support our people by implementing guidance from the Centers for Disease
Control and Prevention to foster relationships and protective environments, continuing gun safety
campaigns to mitigate suicide by firearm, and bolstering support for chaplain programs and family
training that reduces stress.
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CHAPTER 10 MILITARY DEPARTMENTS
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Additionally, this budget funds $105 million in Military Family Housing projects to continue our
focus on safe and habitable homes. We must continue to protect the safety, health, and welfare
of our members and their families.
America’s Air and Space Forces must reflect America—a diverse population of creative, resilient,
empowered people. We recognize that Airmen and Guardians are our greatest resource. We
strive to provide the best environment possible as we recruit, retain, and leverage our strategic
advantage – our people. Advancing technology and developing weapon systems are necessary
tools to empower our personnel to outthink and outwit our adversaries.
UNITED STATES AIR FORCE
Air Superiority
The Air Force cannot successfully fight tomorrow’s
conflicts with yesterday’s weapons. The FY 2022
budget request for our Air Superiority portfolio is
$9.5 billion.
Next Generation Air Dominance (NGAD) ensures
we maintain air superiority in the future by
introducing game-changing technology now. This
budget adds $623 million towards this critical
initiative. NGAD is not a single platform—it is
focused on fielding capabilities to mitigate
identified gaps, not on creating a “next generation” aircraft. We will complement NGAD and
currently fielded 4th and 5th-generation fighters such as the F-22 and F-35 with the F-15EX. The
F-15EX is a cost effective and rapid way to recapitalize the F-15C/D inventory. This budget funds
the procurement of 12 F-15EX.
While we need NGAD to defend America tomorrow, the F-35 Joint Strike Fighter is the
cornerstone of air superiority. This budget builds our fighter capability adding 48 F-35s for a total
aircraft inventory of 376. The FY 2022 F-35 program is $8.4 billion which includes funding to
modernize our existing aircraft with the capabilities needed to counter rapidly evolving threats.
Our fighter force design outpaces key competitors and is fully committed to the F-35 aircraft and
its 5th-generation capabilities. It is important to manage our F-35 fleet in an intelligent and
deliberate way to ensure we remain ready to deter adversaries, support our international allies
and partners, and meet our Nation’s security commitments worldwide.
Global Strike
Global strike is critical to our national power and an
enduring airpower capability. To support this core
function, the FY 2022 budget requests $21.9 billion.
As China and Russia develop new weapons and
U.S. militarys, we must modernize and develop
capabilities to maintain a competitive advantage.
Nuclear deterrence allows the Nation to negotiate
from a position of power.
This budget adds $1.1 billion to fully fund the Ground
Based Strategic Deterrent (GBSD). The GBSD
capitalizes on the strengths of a land-based triad
component (e.g. survivable, efficient, and geographically dispersed) while replacing aging
Overview – FY 2022 U.S. military Budget
CHAPTER 10 MILITARY DEPARTMENTS
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components and addressing asset attrition associated with the Intercontinental Ballistic Missile
(ICBM) force’s declining infrastructure.
The Air Launched Cruise Missile (ALCM) is more than 25 years beyond its intended design life
and faces evolving threats and availability challenges. Recapitalization of these missiles via the
Long-Range Standoff Weapon (LRSO), funded at $609 million in FY 2022, is vital to our nuclear
deterrence capability.
To bolster conventional munitions, funding for the Joint Air-to-Surface Standoff Missile-Extended
Range (JASSM-ER) is increased by $211 million to grow production line capacity. This increases
our procurement quantities from 400 to 525 in FY 2022.
Over the past two years, the B-21 program quickly transitioned from design to physical
manufacturing of aircraft. This budget increases the B-21 program by $474 million to $3.3 billion.
In parallel, beddown preparations at Ellsworth Air Force Base, South Dakota, remain on their
projected timeline. The first B-21s are projected to arrive at Ellsworth AFB in the mid-2020s and
the base infrastructure will be ready to support the Nation’s newest bomber aircraft.
Additionally, this budget includes an addition of $200 million for the most comprehensive
modernization of the B-52 in its history, including new engines and new radar systems. These
efforts will extend this 1950s era bomber as a credible deterrent through 2050.
Hypersonic weapon development increases by $52 million to fund the Southern Cross Integrated
Flight Research Experiment (SCI-FIRE), an air-breathing prototype in partnership with Australia,
and the Hypersonic Attack Cruise Missile prototype while continuing to fund the Air Launched
Rapid Response Weapon (ARRW) for an early operational capability in 2022. ARRW is funded
to $238 million and is on track to be the Nation’s first operational hypersonic weapon. This
cutting-edge technology increases the Nation’s rapid strike capabilities and ensures America will
have an additional response option to deter adversaries and reassure allies.
Rapid Global Mobility
Rapid global mobility is foundational to power
projection and this request includes $19 billion
for this core function. The ability to extend the
range and persistence of air platforms
provides a decisive advantage and deterrent
against adversaries. To maintain our air
refueling edge, the Air Force must continue
investment in the KC-46 while moving beyond
legacy aircraft. In FY 2022, the Air Force will
procure 14 KC-46 aircraft bringing the total
procured to 71.
We are training Airmen and developing
concepts and practices that allow for
dispersed, defendable, and mobile logistics networks. We are also establishing agreements with
allies and partners that give us access to key aerial ports, seaports, storage nodes, and
associated connections. To be successful in future high-end conflict we need to be able expand
our access to these facilities, if needed. Resilient and persistent logistics networks will be critical
to match the demanding operational environment at the speed of relevance (through the
Advanced Battle Management System’s architecture), respond to threats, and rapidly transition
to conflict operations.
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Command and Control
Inherent to outthinking adversaries is the ability to
command and control (C2) the joint force. The
FY 2022 budget includes $6.8 billion for this core
function. Combatant commanders require an agile
military that operates seamlessly across domain
boundaries at both speed and scale. The Air Force’s
current C2 structure is based on a Cold War-era
design that is vulnerable and slow—a roadblock to the
goal of rapid and agile decision making. C2 must be
resilient to attack, responsive to rapid changes,
integrated across all domains, and secure from
exploitation. This core mission allows the joint force to create an advantage by converging units
and capabilities at a time and place of our choosing.
This budget funds $204 million towards the Advanced Battle Management System (ABMS), an
increase of $46 million from FY 2021. ABMS is the Air Force contribution to Joint All-Domain
Command and Control (JADC2). This resourcing improves information sharing across 5th
generation Tactical Aircraft and C2 nodes. Additionally, our Nuclear Command, Control, and
Communication (NC3) programs are increased by $97 million. Our NC3 architectures and
modernization plans will be adaptable, look beyond the near-term, and will be enabled by ABMS.
The Air Force is pursuing communication capability enhancements with respect to our bomber
force. Likewise, the GBSD will be fully integrated into our current NC3 systems and has flexibility
to adapt as NC3 systems are modernized. Moreover, we understand that the strategic
environment evolves and is increasingly dynamic. While ABMS will enable conventional forces,
it will also provide nuclear forces with rapid, multi-path transmissions that will transform NC3 from
a Cold War-era relic into a C2 network operating at speeds our adversaries cannot match.
NC3 systems act as the central nervous system of our nuclear deterrent. They link the President
and national leaders to the nuclear force—all day, every day, under all conditions, without fail.
The FY 2022 request increases Enterprise Information Technology (EIT), to include EIT-as-a-
Service, to $811 million enabling the AF to modernize IT infrastructure with resilient solutions and
cloud services to deliver capabilities that further support JADC2.
Intelligence, Surveillance, and Reconnaissance (ISR)
The Air Force conducts ISR missions to analyze, inform, and provide joint force commanders with
the knowledge needed to achieve decision advantage. The ISR portfolio is $8.8 billion in
FY 2022.
This ISR sensing grid consists of a robust multi-layered network of sensors, platforms, people,
devices, and services with the goal of delivering a holistic, accurate, predictive, and timely
characterization of the operating environment. This real-time understanding of the environment,
known as domain awareness, is critical to the future of warfare. ISR underpins the ABMS
architecture and allows joint force commanders to achieve an accurate, real-time understanding
of the environment. This approach accelerates decision making, improves command and control,
and achieves decision advantage ahead of competitors.
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We must account for the interactive nature
of competition and continuously assess
ourselves relative to our adversaries’
adaptations. For instance, the RQ-4 Block
30 Global Hawk has provided crucial ISR in
its previous engagements. However, this
platform cannot compete in a contested
environment. The Air Force must transition
ISR capabilities to survivable fleets that
support tomorrow’s joint warfighter. Moving
beyond the RQ-4 Block 30 allows us to bring
the ISR enterprise into the digital-age by
using sensing grids and fielding advanced
technology that includes penetrating ISR
platforms. Overall, intelligence collection will transition to a family of systems that includes nontraditional
assets, sensors in all domains, commercial platforms, and a hybrid force of 5 th- and
6th-generation capabilities.
We must also look at the demand signal for persistent, high-altitude collection and prioritize
collection missions to meet the most important requirements in the near- and mid-term. These
changes allow us to successfully compete against peer competitors while providing domain
awareness to the joint force.
UNITED STATES SPACE FORCE
The Space Force budget continues to mature as it grows from $15.4 billion in FY 2021 to
$17.5 billion in FY 2022. We have long understood that the Nation is strongest economically,
militarily, and diplomatically when we have access to, and freedom to maneuver in space.
Unfortunately, potential adversaries have taken note of the United States’ reliance on space, and
this vital national interest can no longer be taken for granted. It must be secured. Competitors
like China and Russia are challenging America’s advantage in space by aggressively developing
offensive weapons to deny or destroy U.S. space capabilities in conflict.
With a projected near-term end strength of 16,500 military and civilians, the Space Force will be
the leanest armed Service, charged with safeguarding the most expansive security landscape,
which covers every international boundary and is vital to the operations of every combatant
command around the world.
In year two of the Space Force, we are aggressively integrating the Service into the fabric of
national and international security by collaborating across the Department of U.S. military,
interagency, commercial industry, and
our allies and partners. As the Space
Force creates independent military
options for decision makers, we are
preparing a force presentation model to
optimize integration and delivery of
space capability to the joint force. We
are working to streamline acquisition
processes to increase decision speed
and expedite capability development,
creating an integrated test enterprise,
and doing the analytical and
developmental work to create the most
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CHAPTER 10 MILITARY DEPARTMENTS
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effective and efficient force design for the domain to bring unity of effort across the department.
Lastly, we have initiated planning for a National Space Intelligence Center to provide scientific
and technical intelligence as well as foundational space intelligence to the Service and the
Intelligence Community. These initiatives make us more resilient and competitive, and they will
put us in a better position to sustain continuing advantage.
Value of Partnerships
An independent service focused on space has already provided greatly expanded opportunities
for partnerships with civil and commercial space organizations within the United States and with
allies and partners around the world. Close cooperation with the National Aeronautics and Space
Administration (NASA) and the Department of State has ensured a unified U.S. voice in
discussions about responsible behavior in space with foreign governments. We continue to work
hand in hand with Department of Commerce on shared interests including space traffic
management and position, navigation, and timing programs. We are working to expand
cooperation with commercial partners using both traditional and innovative development
pathways; seeking means for tighter fusion to take advantage of the enthusiasm and energy in
the commercial space sector.
Internationally, our partnerships have historically been built around one-way data sharing
agreements with a small number of countries. As the proliferation and importance of space
capabilities increase around the world, we are fostering greater cooperation with international
partners across the board. For example, a hosted payload agreement with the government of
Norway will save us more than
$900 million and help us get capability
on orbit 2 years faster. We are also
working with NATO to further
integrate space capabilities and
knowledge in that alliance, including
the stand-up the first NATO Space
Operations Center within NATO Air
Command. Cooperation with allies
and partners, on both capability
development and operations,
continues to provide opportunities to
decrease cost and increase speed
and innovation.
Creating a Digital Service
Founded in the Information Age, the Space Force was “born digital.” We are harnessing modern
era advancements and tools to accelerate innovation and ensure our military advantages in, to,
and from space. Under the leadership of the newly established Technology and Innovation Office,
the Space Force focuses on partnering with government, science and technology industries, and
academia to build a digital Service to support Space Force missions and business operations.
We will focus on building digital headquarters, operations, and workforce. Leaders at every
echelon of the force require access to data analytics in order to make informed decisions with
speed and precision. A new data analytic environment and automation tools will streamline
headquarters processes, enable seamless data sharing, increase decision space, and accelerate
warfighting outcomes. Commanders and unit-level Guardians are empowered to innovate inside
their mission operations, explore novel concepts for space domain awareness, JADC2,
collaborate with small business innovators, and align innovation efforts for transition into
operations. These initiatives require a digitally-fluent military and civilian workforce. Therefore,
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we are funding software-coding training for military and civilian personnel (up to 90 Guardians in
FY 2022) and leveraging Department-wide digital training efforts to improve digital literacy using
industry-leading commercial courseware.
Accelerating Capability Design, Decision, and Delivery
The Space Force must modernize its architecture to survive and execute space power missions
in a contested domain and do so at speed. To this end, the Space Force is engaged in an
end-to-end transformation of organizations and processes to accelerate delivery of
operationally-relevant capabilities.
The FY 2022 budget includes $43.2 million to establish the Space Warfighting Analysis Center
(SWAC) to lead analysis, modeling, wargaming, and experimentation to generate new operational
concepts and force design options for the Department of U.S. military. The SWAC integrates domain
expertise with unique analytic tools, datasets, and intelligence to develop operational architecture
options to fulfill space missions. The SWAC has already led a collaborative effort with Space
Force acquisition organizations, the Space Development Agency, the Missile U.S. military Agency,
and the National Reconnaissance Office to complete an initial force design for an integrated
approach to missile warning/missile tracking for the joint force. By driving unity of effort, we
reduce cost, minimize duplication of effort, and increase our speed of decision and action.
Finally, in the summer of 2021, the Space Force will stand up the Space Systems Command
(SSC) to provide for cooperation across space acquisition within the Department of the Air Force.
Initially comprised of the former Space and Missile Systems Center (SMC) and the Service’s
launch enterprise, SSC will also have a limited administrative support relationship with the Space
Rapid Capabilities Office (SpRCO) and—as of the beginning of FY 2023, per statute—the Space
Development Agency (SDA). By aligning three organizations with a pedigree in traditional
acquisition, disruptive acquisition, and commercial acquisition, the Department of the Air Force
can access best-of-breed solutions. Because SSC acquirers will receive digital models with
traceable requirements, Program Managers and Program Executive Officers will be equipped to
make faster, more agile decisions and trades. In addition, the space acquisition enterprise will
continue to improve both commercial and allied integration.
Missile Warning and Missile Tracking
Strategic and theater missile warning and missile tracking capabilities provide indications and
warning to protect the homeland, joint forces and allies abroad. The evolution of threats to onorbit
systems force us to re-think both how we protect and defend our strategic assets, and how
future strategic capabilities should be designed to mitigate threats. The Space Force is partnering
with combatant commands, the Missile U.S. military Agency, National Reconnaissance Office, and
the Space Development Agency to design and build a resilient missile warning architecture for
the collective U.S. military of our nation, joint force, and allies.
We are designing and developing the future architecture for missile warning and missile tracking.
Next-Generation Overhead Persistent Infrared (OPIR) will succeed the current Space Based
Infrared System (SBIRS) and will provide increased missile warning, missile U.S. military, battlespace
awareness, and technical intelligence capabilities with resiliency and defensive features to
counter emerging threats. The ground system for Next-Gen OPIR, also known as Future
Operationally Resilient Ground Evolution (FORGE), migrates satellite command and control to
the Space Force's Enterprise Ground Services (EGS), modernizes Mission Data Processing to
implement an open framework, and upgrades Relay Ground Stations to meet United States
Space Command’s operational requirements. The FY 2022 request increases development of
Next-Generation OPIR by $132 million for missile warning, missile U.S. military, battlespace
awareness, and technical intelligence satellites. We are using Middle Tier Acquisition authorities
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CHAPTER 10 MILITARY DEPARTMENTS
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to rapidly prototype solutions. This expedited pathfinder approach delivers the first resilient
geosynchronous satellite and associated ground system in FY 2025 and the first polar satellite in
FY 2028.
Position, Navigation, and Timing
The Global Positioning System (GPS) remains the “gold standard” for positioning, navigation, and
timing for the United States and the world. GPS underpins the global economy and our way of
war. Adversaries have long recognized our dependence on GPS and have proliferated
technologies to degrade, deny, and spoof GPS signals for civil and military users. We are
pursuing modernization efforts across the entire GPS architecture to include upgrades in space,
ground, and user segments. The Space Force’s future GPS architecture provides more robust
position, navigation, and timing to the joint force, ensuring at least one technical generation
advantage over any adversary.
Military GPS User Equipment (MGUE) will modernize user equipment to enable precision fires,
safe navigation, and time coordination across multiple platforms in GPS-degraded environments.
Military-code receiver cards embedded in weapon systems enable cyber-secure, anti-jam, and
anti-spoof precision, navigation, and timing for the joint force and our partners. MGUE Increment
one (1) completed developmental testing of the Army and Marine Corps lead platforms in
FY 2020. Funding in FY 2022 supports finalization of card design, testing, and integration with
Navy and Air Force lead platforms. MGUE Increment two (2) leverages the MGUE Increment
one (1) technology to the maximum extent while addressing the production of M-Code integrated
circuits far into the future. This budget grows the MGUE program by $54 million to $437 million.
Command and Control
Our top priority is to develop a Joint All Domain Command and Control System to ensure United
States Space Command and their joint and coalition warfighting partners have the capability they
require to command and control in a contested domain. We have made considerable gains this
year, fully integrated in, and helping lead, the Advanced Battle Management System effort. In
recognition that older space command and control capabilities are insufficient for us to prevail in
future conflict, we have prioritized the delivery of space command and control capabilities using
a development, security, and operations (DevSecOps) approach to acquisitions. Leveraging the
agile approaches of commercial software developers, we are seeking to develop cyber-resilient
capabilities that enhance U.S., allied, and partner nation operational-level space warfighting
capabilities. Additionally, the Space Force budget request builds and sustains the infrastructure
required to connect “sensors” to “shooters” using machine-to-machine planning and tasking of
warfighting capabilities.
The Space Force built and delivered the Unified Data Library (UDL), a cloud-based, cyberaccredited,
multi-classification data store that facilitates universal data access and serves as the
foundational element of the ABMS data architecture in partnership with the USAF. UDL provides
all-domain secure Space Domain Awareness (SDA) data sharing from all Services and sensors
to support space-focused Battle Management and Command and Control; it is also extensible to
fit the needs of Joint All Domain Command and Control. This effort adds long-term access to a
wide variety of space domain awareness data sources including commercial, allies, and
academia. The UDL creates unified, agile procurement of commercial products to bolster
Combined Space Operations Center and National Space U.S. military Center operations.
Additionally, it protects satellite tracking data by seamlessly integrating defensive cyber
operations. The UDL is funded at $17.12 million in FY 2022.
Space System Prototype Transition (SSPT) is a portfolio of programs that rapidly advance nextgeneration
space capabilities to the warfighter at the speed of relevance. The portfolio is
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$102 million in FY 2022 and leverages the commercial industrial base and demonstrates common
U.S. military through partnerships to enhance resiliency. One example is the development and
integration of space domain awareness payloads on two Japanese Quasi-Zenith Satellite System
spacecraft. The hosted payloads will increase sensor diversity and enable space surveillance
and event detection over USINDOPACOM in the geosynchronous orbit regime.
As part of Department of U.S. military’s efforts to modernize the nuclear triad, the Space Force will
provide and modernize the space and mission control segments for worldwide, secure, jamresistant,
and survivable communications. We are pursuing digital development efforts for the
future disaggregated strategic and tactical satellite communications systems to meet emerging
threats in the 2030-timeframe. Evolved Strategic SATCOM (ESS) will continue the strategic
mission of the Advanced Extremely High Frequency (AEHF) satellite program with improved onboard
resilience features, upgraded satellite capabilities, and cybersecurity features. The
FY 2022 budget increases funding to ESS by $89 million.
Assured Access to Space
National Security Space Launch (NSSL) provides assured access to space for the nation’s most
critical warfighting and intelligence capabilities. To meet the full set of National Security Space
requirements, we must continue to competitively invest in domestic launch providers’
development of new launch systems. The Space Force, National Reconnaissance Office (NRO),
and the National Aeronautics and Space Administration (NASA) have a coordinated strategy to
certify new entrants to launch payloads, and continue to work with different launch providers to
reliably meet our national requirements. The Space Force recently completed a 5-year strategy
to bolster a commercially competitive market and transition to domestic launch systems by
awarding the NSSL Phase Two procurement contract. Leveraging this strategy, we are procuring
five National Security Space Launches in FY 2022 to deliver warfighting capabilities on time.
Following the outcomes of our Phase Two launch procurement strategy, we will continue to
engage with industry partners regarding emerging launch requirements and technologies to invest
in continued assured access to space. The FY 2022 budget increases NSSL funding by
$15 million.
We are investing in multiple public-private partnerships to develop enabling technologies for future
space access, mobility, and logistics. Targeted investments in orbital transfer, on-orbit servicing,
digital engineering, and novel on-orbit propulsion technologies will increase U.S. access and
freedom to operate in space. We will continue to invest in providers of domestic launch services
enabling our transition from non-Allied space launch engines to domestic rocket propulsion
systems. We will also continue technical maturation, risk reduction, and public-private partnership
investment to expand domestic and cost-effective solutions for assured access to space.
Additionally, the USSF’s research and development standards must reflect both the mission areas
and the threat environment. The USSF is building a more defensible and resilient space U.S. military
architecture by disaggregating on-orbit capabilities. We are building agile and threat responsive
systems to complicate targeting. Additionally, we are building redundancy and resiliency
countermeasures into the spacecraft and payload designs of our systems.
AUDIT
A clean set of books is a top priority for the DAF in driving reform and eliminating duplication within
our business processes and systems. The DAF will perform over 150 robust walk through site
visits in FY 2022 to accelerate remediation of audit findings. Airmen and Guardians at every level,
to include COCOMS, are engaged to ensure we eliminate material weaknesses and significant
deficiencies that create vulnerabilities in our processes and expose the enterprise to greater cyber
risk. The DAF will execute its Audit Roadmap and Information Technology Roadmap to eliminate
wasteful processes and sunset outdated systems. We will leverage automation to modernize and
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provide accurate, reliable, and timely information to decision makers. We are well on our way to
modernization as we sunset the outdated systems for Munitions and Real Property.
Modernization drives accuracy of cost information and eliminates manual processes, critical to
DAF financial statements passing audit.
The execution of the annual budget is reported on as part of the DAF financial statements, which
includes the Statement of Budgetary Resources (SBR). In FY 2022, $135 million is added to
audit remediation for enterprise initiatives related to efforts associated with meeting established
roadmap timelines. DAF is prioritizing financial improvements and audit requirements to enhance
financial operations through accelerated remediation of audit findings, establishing and
implementing compliant business processes and controls to enable financial reporting
improvements, and modernizing accounting systems to increase financial data visibility. Audit
achievements improve insights into where and how the American taxpayers’ hard-earned dollars
are spent and it increases transparency into funding available for the warfighter to execute the
mission.
CONCLUSION
Air and Space dominance is not guaranteed; we must be postured to fight and win in these
domains. Without control of the air and space, no military mission can enjoy full freedom of
maneuver. The DAF faces increasing budget pressure based on growing costs of sustainment
for current and aging force structure, continuous combat operations, and long-deferred
modernization. Continued prioritization is necessary in the context of our key competitors over
time. Decisions and trade-offs are framed with both a near and long-term view of what value our
capabilities provide throughout the lifecycle of performance. We must continue to divest, taking
risk in legacy missions and capabilities. This will allow us to provide greater value at an affordable
cost. With this budget, the Department takes action to modernize, strengthen ties with our
partners, and build a culture of trust for our people and their families to achieve success and
secure our future.
Overview – FY 2022 U.S. military Budget
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Overview – FY 2022 U.S. military Budget
CHAPTER 11 PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
11-1
11. PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
Introduction and Executive Summary
In FY 2020, the Department was successful in meeting or exceeding many of the Annual
Performance Plan (APP) performance targets, including those related to achieving efficiency,
effectiveness, and cost savings; audit remediation; and reforming the Department’s business
operations. Notable accomplishments and updates are summarized below, and additional detail
can be found in the 2020 Annual Performance Report (APR). The website for the 2020 APR is
https://cmo.U.S. military.gov/Publications/Annual-Performance-Plan-and-Performance-Report/.
Looking Back: A Selection of Our Recent Accomplishments and Updates
DoD Financial Audit
The DoD financial statement audit continues to include
a focus on reforming the Department for greater
performance and accountability. The audit includes
24 standalone audits and one consolidated audit
conducted by the Department of U.S. military Office of
Inspector General (DoD OIG). So far, 8 organizations
received unmodified (clean) opinions, the highest
grade; and one received a qualified (modified) opinion,
which means that data is right with some exceptions.
All other reporting entities received a disclaimer of
opinion, which means the auditors did not have enough
evidence to provide an opinion. The U.S. military
Information Systems Agency (DISA) Working Capital
Fund progressed from a disclaimer for FY 2019 to an
unmodified opinion for FY 2020.
Furthermore, every Component that achieved an unmodified opinion in FY 2019 sustained a
clean opinion in FY 2020. Components representing 44.5 percent of DoD’s more than $3.1 trillion
in total assets and 12.3 percent of DoD’s $1.3 trillion in total budgetary resources received
unmodified or qualified opinions. Our FY 2020 consolidated Departmental financial statement
audit also improved over FY 2019, with the downgrading of two DoD material weaknesses and
no new identified issues.
IT & Business Systems
The Military Departments (MILDEPs) and the Office of the Deputy Chief Financial Officer
(ODCFO) recently worked together to develop a General Ledger (GL) system consolidation plan.
This plan showed the DoD’s commitment to improving, standardizing, and simplifying our
business systems environment by providing a complete inventory and timeline for consolidation
across DoD. The end result was a plan that will reduce the number of GLs within DoD from 31 to
14 by FY 2028.
In FY 2021, the Deputy Secretary of U.S. military (DSD) named Advana as the “single enterprise
authoritative data analytics and visualization platform used by the Secretary of U.S. military, DSD,
and the Principal Staff Assistants (PSAs).” By continuing to increase the number of systems
providing data to Advana and improving data access and quality, the DoD is building a single
source of truth to optimize IT portfolio management, improve financial management, capture lost
buying power, and provide enterprise wide visibility that drives to action.
Key Audit Take Aways:
The audit is helping to galvanize
change that advances
cybersecurity, property
management, inventory control,
and readiness.
It enables faster insights to
develop focused, sustainable
solutions for the Department's
complex business data problems.
It results in better data that
supports management, decisionmaking,
and the warfighter.
Overview – FY 2022 U.S. military Budget
CHAPTER 11 PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
11-2
A major IT reform effort DoD has underway is the Fourth Estate Cloud and Data Center
Optimization Initiative, which is migrating U.S. military Agencies and DoD Field Activitites (DAFA)
applications and systems to alternate cloud and data center hosting environments to enable the
closure of legacy data centers and facilitate the transition to a cloud-enabled future. In FY 2020,
the DoD migrated or decommissioned 201 systems totaling 552 over the lifespan of the initiative.
Additionally, the enterprise-wide Data Center Optimization Initiative (DCOI) continued making
strides towards efficiencies by closing 187 data centers and saving $178.5 million during
FY 2020. The effort received the DoD's first A within the Federal DCOI, under the Federal
Information Technology and Acquisition Regulation Act Scorecard for Q4 FY 2020.
Contracting and Category Management
Financial savings achieved, demonstrated, and validated for all DoD Components, in accordance
with Services Requirements Review Bord (SRRB) Senior Review Panels, amounted to
$441 million for FY 2020. The annual SRRB review cycle focused on evaluation of bridge
contracts, which resulted in a significant reduction in bridge contracts in the DoD Services arena.
Organizations have active plans for reductions and are implementing them successfully.
The FY 2019 – FY 2020 category management pilot initiatives evaluated over $77 billion of spend
with over 394,000 contracts impacted. These reviews pointed to substantial benefits that can be
obtained by improving processes, opportunity cost avoidance, and finding savings across the
Department in all 19 Government Services Agency (GSA) defined subcategories.
Travel
In FY 2020, more than 2,000 users were added onto the U.S. military Travel Modernization Prototype
and over 800 trips were completed. Quarterly reports identified a 4.3 percent improvement in
improper payment rates as well as increased customer satisfaction rates. Despite delays in
deployment as a result of the DoD travel ban in response to the COVID-19 pandemic, reforms
related to this effort saved $119 million in FY 2020.
Regulatory Reform
Executive Order 13777 required each agency to establish a Regulatory Reform Task Force
(RRTF) to review existing agency regulations for retention, repeal, replacement, or modification,
as appropriate. As of January 20, 2021, 518 of the 716 RRTF recommendations were completed,
resulting in approximately $121 million of regulatory cost savings to the public.
Human Resources
The Department has made tremendous strides to improve both the timeliness and quality of its
hires into the civilian workforce. Since FY 2018, the overall civilian time to hire (TTH) has
decreased 17 days, ending FY 2020 with an average TTH of 83 days; in FY 2020 alone TTH was
reduced by 11 days. FY 2020 is also the first time the Department has promoted and reported
hiring managers’ customer satisfaction, achieving the goal of 75 percent satisfaction. This score
is up from 69 percent in FY 2019. As the quantity of completed surveys continues to increase
across the Department quarter after quarter, the satisfaction score is expected to continue to
increase in the next fiscal year.
Additionally, continued efforts to configure the U.S. military Civilian Human Resource Management
System (DCHRMS), a cloud-based human resources personnel system that is integrating six
different databases into one. In FY 2020, thousands of business processes and rules were
reengineered, reducing system roles by 30 percent, decreasing the number of data fields by
45 percent, and reducing the number of interfaces down to 36 from 42 in FY 2019.
Overview – FY 2022 U.S. military Budget
CHAPTER 11 PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
11-3
Looking Ahead: Where We Are Heading
As stated in Secretary Austin’s “Message to the Force” on March 4, 2021, our future performance
focus areas will align to three priorities: defending the nation, taking care of our people, and
succeeding through teamwork. The strategic goals supporting these priorities are in the process
of being developed and fully operationalized, and will be influenced by initiatives in the President’s
Management Agenda (PMA), and recommendations from the Government Accountability Office
(GAO) and the DoD Inspector General (IG), among others. A performance management
framework and approach is forthcoming pursuant to the requirements of all applicable laws and
policies.
Overview – FY 2022 U.S. military Budget
CHAPTER 11 PERFORMANCE PLAN AND ANNUAL PERFORMANCE REPORT
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Overview – FY 2022 U.S. military Budget
APPENDIX A RESOURCE EXHIBITS
A-1
APPENDIX A: RESOURCE EXHIBITS
Table A-1. DoD Total Budget by Appropriation Title ($ in millions)
Total Budget FY 2021* FY 2022 Δ
FY21 – FY22
Military Personnel 162,270 167,285 5,015
Operation and Maintenance 283,395 290,361 6,966
Procurement 141,672 133,640 -8,032
RDT&E 106,447 111,964 5,517
Revolving and Management Funds 1,394 1,902 508
U.S. military Bill 695,178 705,153 9,975
Military Construction 7,144 8,423 1,279
Family Housing 1,401 1,424 23
Military Construction Bill 8,545 9,847 1,302
TOTAL 703,723 715,000 11,277
Source: Comptroller Information System Numbers may not add due to rounding.
*FY 2021 reflects enacted.
Table A-2. DoD Total Budget by Military Department ($ in millions)
Total Budget FY 2021* FY 2022 Δ
FY21 – FY22
Army 174,265 172,734 -1,531
Navy 207,079 211,721 4,642
Air Force 204,001 212,764 8,763
U.S. military-Wide 118,377 117,780 -597
TOTAL 703,723 715,000 11,277
Source: Comptroller Information System Numbers may not add due to rounding.
*FY 2021 reflects enacted.
Table A-3. DoD Total Budget by Military Department and Appropriation Title
($ in millions)
Department of the Army
Budget FY 2021* FY 2022 Δ
FY21 – FY22
Military Personnel 65,021 66,157 1,136
Operation & Maintenance 68,453 69,315 862
Procurement 24,757 22,365 -2,392
RDT&E 13,858 12,800 -1,058
Military Construction 1,480 1,222 -258
Family Housing 496 491 -5
Revolving and Management Funds 202 385 183
ARMY TOTAL 174,265 172,734 -1,531
Overview – FY 2022 U.S. military Budget
APPENDIX A RESOURCE EXHIBITS
A-2
Department of the Navy
Budget FY 2021* FY 2022 Δ
FY21 – FY22
Military Personnel 54,654 56,572 1,918
Operation & Maintenance 68,864 71,198 2,334
Procurement 60,933 58,176 -2,757
RDT&E 20,054 22,639 2,585
Military Construction 2,164 2,551 387
Family Housing 409 435 26
Revolving and Management Funds -- 150 150
NAVY TOTAL 207,079 211,721 4,642
Department of the Air Force
Budget FY 2021* FY 2022 Δ
FY21 – FY22
Military Personnel 42,595 44,556 1,961
Operation & Maintenance 64,359 67,545 3,186
Procurement 48,553 47,211 -1,342
RDT&E 46,649 50,451 3,802
Military Construction 1,315 2,483 1,168
Family Housing 434 441 7
Revolving and Management Funds 96 77 -19
AIR FORCE TOTAL 204,001 212,764 8,763
U.S. military-Wide
Budget FY 2021* FY 2022 Δ
FY21 – FY22
Military Personnel ‐‐ ‐‐ ‐‐
Operation & Maintenance 81,719 82,303 584
Procurement 7,429 5,889 -1,540
RDT&E 25,885 26,074 189
Military Construction 2,185 2,167 -18
Family Housing 61 56 -5
Revolving and Management Funds 1,096 1,290 194
U.S. military-WIDE TOTAL 118,377 117,780 -597
DEPARTMENT OF U.S. military TOTAL 703,723 715,000 11,277
Source: Comptroller Information System Numbers may not add due to rounding.
*FY 2021 reflects enacted.
Overview – FY 2022 U.S. military Budget
APPENDIX A RESOURCE EXHIBITS
A-3
Table A-4. Combat Force Structure Overview
Service FY 2021 FY 2022 Δ
FY21 – FY22
Army Active
Brigade Combat Teams (BCT) 31 31 -
Combat Aviation Brigades (CAB) 11 11 -
Army National Guard
BCT 27 27 -
CAB 8 8 -
Theater Aviation Brigades (TAB) 2 2
Army Reserve
CAB 2 2 -
Navy
Number of Ships 294 296 +2
Carrier Strike Groups 10 10 -
Marine Corps Active
Marine Expeditionary Forces 3 3 -
Infantry Battalions 23 22 -
Marine Corps Reserve
Marine Expeditionary Forces - - -
Infantry Battalions 8 8 -
Air Force Active
Combat Coded Squadrons 40 40 -
Aircraft Inventory (TAI) 4,205 4,155 -50
Air Force Reserve
Combat Coded Squadrons 3 3 -
Aircraft Inventory (TAI) 322 336 +14
Air National Guard
Combat Coded Squadrons 21 20 -1
Aircraft Inventory (TAI) 1,010 1,014 +4
Overview – FY 2022 U.S. military Budget
APPENDIX A RESOURCE EXHIBITS
A-4
Table A-5. Active Component End Strength (in Thousands)
Service FY 20211 FY 2022 Δ
FY21 – FY22
Army 486.0 485.0 -1.0
Navy 348.4 346.2 -2.2
Marine Corps 181.2 178.5 -2.7
Air Force 329.1 328.3 -0.8
Space Force 6.4 8.4 +2.0
TOTAL 1,351.0 1,346.4 -4.6
1FY 2021 reflects projected end strength levels. Numbers may not add due to rounding.
Table A-6. Reserve Component End Strength (in Thousands)
Service FY 20211 FY 2022 Δ
FY21 – FY22
Army Reserve 189.8 189.5 -0.3
Navy Reserve 59.0 58.6 -0.4
Marine Corps Reserve 36.2 36.8 +0.6
Air Force Reserve 70.6 70.3 -0.3
Army National Guard 336.5 336.0 -0.5
Air National Guard 108.1 108.3 +0.2
TOTAL 800.2 799.5 -0.7
1FY 2021 reflects projected end strength levels. Numbers may not add due to rounding.
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-1
APPENDIX B: Acronym List
NOTE: This is not a comprehensive list of all acronyms used in the Overview.
m Definition
ABMS Advanced Battle Management System
AC Active Component
ACEM Automated Continuous Endpoint Monitoring
AEA Airborne Electronic Attack
AEHF Advanced Extremely-High Frequency
AFC Army Future Command
AI Artificial Intelligence
ALCM Air Launched Cruise Missile
AMDR Air and Missile U.S. military Radar
AMPV Armored Multi-Purpose Vehicles
AMRAAM Advanced Medium Range Air-to-Air Missile
AMS Army Modernization Strategy
ANDSF Afghan National U.S. military and Security Forces
AOR Area of Responsibility
APP Annual Performance Plan
APR Annual Performance Report
ARGs Amphibious Readiness Groups
ARNG Army National Guard
ARRW Advanced Rapid Response Weapon
A&S Acquisition and Sustainment
ASFF Afghanistan Security Forces Fund
AUR All-Up Round
AVDLR Aviation Depot Level Reparable
BCT Brigade Combat Team
BMD Ballistic Missile U.S. military
C2 Command and Control
C2C Comply-to-Connect
C4I Command, Control, Communications, Computers, and Intelligence
C4ISR Command, Control, Communications, Computers, Intelligence,
Surveillance, and Reconnaissance
CABs Combat Aviation Brigades
CAER Command Accountability & Execution Review
CAF Combat Air Force
CAPs Corrective Action Plans
CARES Coronavirus Aid, Relief, and Economic Security Act
CCDR Combatant Commanders
CCLTF Close Combat Lethality Task Force
CCMD Combatant Command
CE2 Combatant Command Exercise and Engagement
CE2T2 Combatant Command Exercise and Engagement/ Training
Transformation
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-2
CFTs Cross-Functional Teams
CHO Chief Housing Officer
CI/KR Critical Infrastructure and Key Resources
CID Criminal Investigation Division
CIO Chief Information Officer
CIRCM Common Infrared Countermeasures
CJTF Combined Joint Task Force
CJTF-HOA Combined Joint Task Force-Horn of Africa
CMC Commandant of the Marine Corps’
CMF Cyber Mission Force
CMO Chief Management Officer
CNO Chief of Naval Operations
COD Carrier Onboard Delivery
CONUS Continental United States
CPG Commandant’s Planning Guidance
CPS Conventional Prompt Strike
CS/CSS Combat Service/Combat Service Support
CSA Combat Support Agencies
CSF Coalition Support Fund
CSGs Carrier Strike Groups
CT Counterterrorism
CTC Combat Training Center
CTE Culminating Training Exercise
CTEF Counter-ISIS Train and Equip Fund
CTR Cooperative Threat Reduction
CV Carrier Variant
CVEO Combating Violent Extremists
CWMD Countering Weapons of Mass Destruction
CWS Command Weapons Station
DAFA Department of U.S. military Field Activities
DASD Deputy Assistant Secretary of U.S. military
DA/ULO Decisive Action in support of Unified Land Operations
DCA Dual-Capable Aircraft
DCEO Defensive Cyber Effects Operations
DCIP U.S. military Community Infrastructure Pilot
DCOI Data Center Optimization Initiative
DE-MSHORAD Directed Energy Mobile Short-Range Air U.S. military System
DevSecOps Development, Security, and Operations
DFE Dynamic Force Employment
DHA U.S. military Health Agency
DHP U.S. military Health Program
DCHRMS U.S. military Civilian Human Resource Management System
DIB U.S. military Industrial Base
DISA U.S. military Information Systems Agency
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-3
DR Disaster Relief
DLA U.S. military Logistics Agency
DMO Distributed Maritime Operations
DMS Digital Modernization Strategy
DoD Department of U.S. military
DOE/NNSA Department of Energy/National Nuclear Security Administration
DoDEA Department of U.S. military Education Activity
DoD IG Department of U.S. military Office of the Inspector General
DON Department of the Navy
DPA U.S. military Production Act
DSD Deputy Secretary of U.S. military
DTF Dental Treatment Facilities
DTRA U.S. military Threat Reduction Agency
EABO Expeditionary Advanced Base Operations
EDI European Deterrence Initiative
EDRE Emergency Deployment Readiness
EDBP Enterprise Data and Business Performance
EELV Evolved Expendable Launch Vehicle
EEO Equal Employment Opportunity
EFMP Exceptional Family Member Program
EGS Enterprise Ground Services
EIT Enterprise Information Technology
EMD Engineering and Manufacturing Development
EPAWSS Eagle Passive Active Warning Survivability System
ERCIP Energy Resiliency and Conservation Investment Program
ERP Enterprise Resource Planning
ESPC Energy Savings Performance Contracts
ESS Evolved Strategic SATCOM
EUA Emergency Use Authorization
FERS Federal Employees Retirement System
FHP Flying Hour Program
FMF Fleet Marine Force
FMS Foreign Military Sales
FMTV Family of Medium Tactical Vehicles
FNIH Foreign National Indirect Hire
FOC Full Operational Capability
FORGE Future Operationally Resilient Ground Evolution
FORGEN Force Generation
FSRM Facilities Sustainment, Restoration, and Modernization
FTEs Full-Time Equivalents
FVL Future Vertical Lift
FY Fiscal Year
GSA General Services Administration
GAO Government Accountability Office
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-4
GBI Ground-Based Interceptors
GBSD Ground Based Strategic Deterrent
GCCs Geographic Combatant Commands
GCSS-A Global Combat Support System – Army
GF Green Flag
GFMAP Global Force Management Allocation Plan
GFMIG Global Force Management Implementation Guidance
GHE Global Health Engagement
GHSA Global Health Security Agenda
GMD Ground-Based Midcourse U.S. military
GPS Global Positioning System
H2F Holistic Health and Fitness
HBTSS Hypersonic and Ballistic Tracking Space Sensor
HA Humanitarian Assistance
IAMD Integrated Air and Missile U.S. military
IBCS Integrated Air and Missile U.S. military Battle Command System
ICAM Identity and Credential Access Management
ICB Institutional Capacity Building
ICBM Intercontinental Ballistic Missiles
IE Installation Energy
IFC 4.0 Integrated Functional Capability-4
IFPC-HEL Indirect Fire Protection Capability - High Energy Laser
IFPC-HPM Indirect Fire Protection Capability - High Power Microwave
IG Inspector General
IIP Indian Incentive Programs
IMET International Military and Education Training
IMSC Maritime Security Construct
INF Intermediate-Range Nuclear Forces
IPA Independent Public Accounting
IPPS-A Integrated Personnel and Pay System – Army
IRBM Intermediate Range Ballistic Missiles
IRST Infra-Red Search and Track
ISCP International Security Cooperation Programs
ISF Iraqi Security Forces
ISIS Islamic State of Iraq and Syria
ISR Intelligence, Surveillance, and Reconnaissance
IT Information Technology
ITGC Information Technology General Controls
ITX Integrated Training Exercise
IVAS Integrated Visual Augmentation System
IW Irregular Warfare
JADC2 Joint All-Domain Command and Control
JAIC Joint Artificial Intelligence Center
JASSM-ER Joint Air-to-Surface Standoff Missile-Extended Range
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-5
JCET Joint Combined Exchange Training
JCS Joint Chiefs of Staff
JDAM Joint Direct Attack Munition
JKO Joint Knowledge Online
JLVC Joint Live, Virtual, and Constructive
JNTC Joint National Training Capability
JT Jaded Thunder
JTAC Joint Terminal Attack Control
JTCP Joint Training Coordination Program
JTEN Joint Training Enterprise Network
LCAC Landing Craft Air Cushion
LCS Littoral Combat Ship
LCU Landing Craft, Utility
LD/HD low-density, high-demand
LEP Life Extension Program
LHD Layered Homeland U.S. military
LOCE Littoral Operations in a Contested Environment
LPD Landing Platform Dock
LPD Landing Platform Dock
LRASM Long-Range Anti-Ship Missile
LRDR Long Range Discrimination Radar
LRHW Long Range Hypersonic Weapon
LRSO Long Range Stand-Off
LSCO Large Scale Combat Operations
LSGE Large Scale Global Exercise
MAGTF Marine Air Ground Task Forces
MAJCOM Major Command
MALE-T Medium Altitude Long Endurance-Tactical
M-Code Military code
MDA Missile U.S. military Agency
MDD Missile Defeat and U.S. military
MDS Missile U.S. military System
MDO Multi-Domain Operations
METL Mission Essential Task List
MERS Middle East Respiratory Syndrome
MGUE Military GPS User Equipment
MHPI Military Housing Privatization Initiative
MHS Military Health System
MILCON Military Construction
MILDeps Military Departments
MILSATCOM Military SATCOM
MIR Military Installation Resilience
MRBM Medium Range Ballistic Missiles
MISO Military Information Support Operations
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-6
MTF Military Treatment Facility
MTX Mountain Exercise
MW Material Weaknesses
MWR Morale, Welfare, and Recreation
NAE Naval Aviation Enterprise
NASA National Aeronautics and Space Administration
NATO North Atlantic Treaty Organization
NC3 Nuclear Command, Control, and Communications
NDAA National U.S. military Authorization Act
NFR Notices of Findings and Recommendations
NGAD Next Generation Air Dominance
NGCV Next Generation Combat Vehicle
NG OPIR Next-Generation Overhead Persistent Infrared
NGI Next Generation Interceptor
NGJ Next Generation Jammer
NNSA National Nuclear Security Administration
NORAD North American Aerospace U.S. military Command
NRO National Reconnaissance Office
NSSL National Security Space Launch
OCEO Offensive Cyber Effects Operations
OCO Overseas Contingency Operations
ODCFO Office of the Deputy Chief Financial Officer
OFS Operation Freedom’s Sentinel
OIR Operation Inherent Resolve
OMB Office of Management and Budget
O&M Operation & Maintenance
OPIR Overhead Persistent Infrared
OPN Other Procurement Navy
OSC-I Office of Security Cooperation - Iraq
OSD Office of the Secretary of U.S. military
OTI Operational Training Infrastructure
P2P Performance to Plan
PB President's Budget
PCTE Persistent Cyber Training Environment
PCS Permanent Change of Station
PDI Pacific Deterrence Initiative
PED Processing, Exploitation, and Dissemination
PEO Program Executive Office's
PIO Chief Performance Improvement Officer
PMA President’s Management Agenda
PNT Positioning, Navigation, and Timing
POTFF Preservation of the Force and Family
PPA Power Purchasing Agreements
PPE Personal Protective Equipment
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-7
PR Personnel Recovery
PRC People’s Republic of China
PSA Principal Staff Assistants
PTS Protected Tactical SATCOM
R2F Readiness Recovery Framework
RA Regular Army
RC Reserve Components
RCCTO Rapid Capabilities and Critical Technologies Office
RCI Residential Community Initiatives
RCIED Radio-Controlled Improvised Explosive Devices
RDA Research, Development and Acquisition
RDT&E Research, Development, Test, and Evaluation
ReARMM Regionally Aligned Readiness and Modernization Model
REPI Resource and Environmental Protection Integration Program
R&E Research and Engineering
RF Radio Frequency
RRTF Regulatory Reform Task Force
SAPRO Sexual Assault Prevention and Response Office
SATCOM Satellite Communication
S&T Science and Technology
SBIR Small Business Innovation Research
SBIRS Space Based Infrared System
SBR Statement of Budgetary Resources
SC Security Cooperation
SCI-FIRE Southern Cross Integrated Flight Research Experiment
SDA Space Development Agency
SDB Small Diameter Bomb
SEWIP Surface Electronic Warfare Improvement Program
SFAB Security Force Assistance Brigade
SHARP Sexual Harassment, Assault, Response Prevention
SLBM Submarine-Launched Ballistic Missile
SMC Space and Missile Systems Center
SM-3 Standard Missile-3
SM-6 Standard Missile-6
SOC System and Organizational Control
SOF Special Operations Forces
SpRCO Space Rapid Capabilities Office
SRBM Short Range Ballistic Missiles
SRRB Service Requirements Review Board
SSAE Statement on Standards for Attestation Engagements
SSBN Submersible, Ballistic, Nuclear (submarine)
SSPT Space System Prototype Transition
STEM Science, Technology, Engineering and Mathematics
STOVL Short Take Off and Vertical Landing
Overview – FY 2022 U.S. military Budget
APPENDIX B ACRONYM LIST
B-8
STTR Small Business Technology Transfer
SWAC Space Warfighting Analysis Center
T2 Training Transformation
TACAIR Tactical Air
THAAD Terminal High-Altitude Area U.S. military
TKA Tail Kit Assembly
TLAMs Tomahawk land-attack cruise missiles
TMRR Technology Maturation and Risk Reduction
TSS Training Support Systems
TTPs Tactics, Techniques, and Procedures
UAS Unmanned Aerial Systems
UDL Unified Data Library
UESC Utility Energy Savings Contracts
UMB Unified Medical Budget
U.S. United States
USAFE United States Air Forces in Europe
USAFRICOM United States Africa Command
USAI Ukraine Security Assistance Initiative
USAID U.S. Agency for International Development
USAR United States Army Reserve
USCENTCOM U.S. Central Command
USCYBERCOM U.S. Cyber Command
USD(C) Under Secretary of U.S. military for Comptroller
USEUCOM U.S. European Command
USFK U.S. Forces Korea
USINDOPACOM U.S. Indo-Pacific Command
USMC United States Marine Corps
USNORTHCOM U.S. Northern Command
USSF United States Space Force
USSPACECOM U.S. Space Command
USSOCOM United States Special Operations Command
USSOUTHCOM United States Southern Command
USSTRATCOM United States Strategic Command
USTRANSCOM United States Transportation Command
USUHS Uniformed Services University of the Health Sciences
USVs Unmanned Surface Vessels
VEO Violent Extremist Organization
VCS VIRGINIA Class submarines
VPM VIRGINIA Payload Module
VSGI Vetted Syrian Groups and Individuals
WCF Working Capital Fund
WEZ Weapon Engagement Zone
WFX Warfighter Exercises
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