Office of the Under Secretary of Defense (Comptroller)/Chief

Oﬃce of the Under Secretary of Defense

(Comptroller)/Chief Financial Oﬃcer

March 2024

Defense Budget Overview

United States Department of Defense

Fiscal Year 2025 Budget Request

Revised April 4, 2024

Preface

From Fiscal Year (FY) 1969 to FY 2005, the Office of the Secretary of Defense published the

“Annual Defense Report” (ADR) to meet 10 USC section 113 requirements. Beginning in FY

2009, the Overview Book fulfilled this role, and it is published each year as part of the President’s

Annual Defense Budget.

The Overview is one part of an extensive set of materials that constitute the presentation and

justification of the President’s Budget for FY 2025. This document and all other publications for

this and previous Department of Defense (DoD) budgets are available from the public website of

the Under Secretary of Defense (Comptroller) http://comptroller.defense.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.

Notable accomplishments and updates will be summarized in the forthcoming 2023 Annual

Performance Report (APR). Unclassified versions of the Annual Performance Plan (APP) and

APR will be posted at https://dam.defense.gov/Performance/ when available.

Other background information can be accessed at www.defense.gov.

The estimated cost of this report or study for the

Department of Defense is approximately $40,000

for the 2024 Fiscal Year. This includes $11,000 in

expenses and $29,000 in DoD labor.

Generated on 2024Feb28 RefID: 4-811F48A

Summary of Revisions

Page

Explanation

Purpose

4-40

Increase in Army aircraft divestments

Correction

4-40

Reduction in Air Force aircraft divestments

Correction

4-41

Reduction in Navy and Marine Corps aircraft divestments

Correction

Statement by Secretary of Defense Lloyd J. Austin III on the

President’s Fiscal Year 2025 Budget

The President’s budget request for the Department of Defense is once again rooted in our 2022

National Defense Strategy, which continues to let us match our national resources to our national

objectives. This request will bolster our ability to defend our country, paced to the challenge posed

by an increasingly aggressive People’s Republic of China. It will better posture us to deter

aggression against the United States or our allies and partners, while also preparing us to prevail

in conflict if necessary. It will continue to forge a more resilient joint force and a modern defense

ecosystem, built for the security challenges of the 21st century. And it will strengthen the

unmatched global network of alliances and partnerships that magnify our power and advance our

security.

This budget request is consistent with the mandatory caps approved by Congress under the Fiscal

Responsibility Act of 2023. Under these caps, we made difficult, but responsible, decisions that

focus on maintaining our military’s readiness and taking care of our people. So our budget request

reflects targeted reductions to programs that will deliver key capabilities in later years to support

the joint force’s ability to fight and win in the near term.

We must continue to invest in cutting-edge defense capabilities and to advance new operational

concepts across domains, from advanced cyber systems and enhanced space capabilities to a

modernized nuclear triad. This budget request also reflects a deep commitment to our people,

who will always be the Department’s greatest strategic asset; we hope to raise basic pay, boost

quality-of-life initiatives, and promote safety and accountability. Moreover, this request will enable

the Department to deepen cooperation with our interagency colleagues, Congress, industry,

academia, and our allies and partners. Through cooperative defense initiatives, multilateral joint

exercises, and shared technology development, we will deepen our capabilities and help make

America and the world more secure.

Since my first day as Secretary of Defense, I have focused on three priorities: defending the

Nation, taking care of our people, and succeeding through teamwork. President Biden’s FY 2025

budget request advances each of these priorities.

As Congress writes authorizing and appropriations legislation in the months ahead, I am grateful

for members’ support for the budget and the mission of the Department of Defense.

– Secretary of Defense Lloyd J. Austin III

Overview – FY 2025 Defense Budget

TABLE OF CONTENTS

iii

Table of Contents

1. FY 2025 Budget Summary 1-1

2022 National Security Strategy and National Defense Strategy ......................................1-1

FY 2025 Budget Request Overview .................................................................................1-3

Resourcing the 2022 National Defense Strategy ..............................................................1-5

Conclusion .......................................................................................................................1-9

2. Integrated Deterrence 2-1

Introduction ......................................................................................................................2-1

Deter Nuclear Employment of Any Scale and Non-Nuclear Strategic-Level Attacks .........2-2

Major Weapons Programs ................................................................................................2-6

3. Campaigning 3-1

Introduction ......................................................................................................................3-1

Overseas Operations .......................................................................................................3-1

Readiness ........................................................................................................................3-8

4. Building Enduring Advantages 4-1

Introduction ......................................................................................................................4-1

The DoD Strategic Management Plan ..............................................................................4-2

Take Care of our People and Cultivate the Workforce we Need .......................................4-4

Transform the Foundation of the Future Force ............................................................... 4-20

Make the Right Technology Investments ........................................................................ 4-22

Strengthen Resilience and Adaptability .......................................................................... 4-27

Addressing Management Institutional Priorities .............................................................. 4-33

5. Military Departments 5-1

Department of the Army ...................................................................................................5-1

Department of the Navy....................................................................................................5-4

Department of the Air Force ........................................................................................... 5-18

Overview – FY 2025 Defense Budget

TABLE OF CONTENTS

National Guard Bureau ................................................................................................... 5-25

6. DoD Annual Performance Report 6-1

Performance Monitoring and Tracking ..............................................................................6-1

Data-Driven Performance Management ...........................................................................6-1

Performance Management Framework ............................................................................6-1

Summary Of Strategic Goals and Objectives FY 2023 End of Year Result .......................6-2

Appendix A. Resource Exhibits A-1

Chart A-1 FY 2025 DoD Budget Request by Military Department .................................... A-1

Chart A-2 FY 2025 DoD Budget Request with Additional Details ..................................... A-1

Table A-1 DoD Total Budget by Appropriation Title ......................................................... A-2

Table A-2 DoD Total Budget by Military Department ....................................................... A-2

Table A-3 DoD Total Budget by Military Department and Appropriation Title ................... A-3

Table A-4 Combat Force Structure Overview ................................................................. A-4

Table A-5 Active Component End Strength (in Thousands) ............................................. A-4

Table A-6 Reserve Component End Strength (in Thousands) ......................................... A-5

Table A-7 DoD Base Budget by Appropriation Title ......................................................... A-5

Table A-8 DoD Base Budget by Military Department ....................................................... A-5

Table A-9 DoD Base Budget by Military Department and Appropriation Title ................... A-6

Table A-10 DoD Supplemental Funding by Purpose ....................................................... A-7

Table A-11 DoD Supplemental Funding by Appropriation Title ........................................ A-7

Table A-12 DoD Supplemental Funding by Military Department ...................................... A-7

Table A-13 DoD Supplemental by Military Department and Appropriation Title ............... A-8

Appendix B. Acronym List B-1

Overview – FY 2025 Defense Budget

CHAPTER 1 FY 2025 BUDGET SUMMARY

1-1

1. FY 2025 BUDGET SUMMARY

2022 NATIONAL SECURITY STRATEGY AND NATIONAL DEFENSE STRATEGY

The President’s National Security Strategy

(NSS) and the Secretary of Defense’s National

Defense Strategy (NDS), both signed and

released in 2022, fully informed the building of

the Fiscal Year 2025 budget request, resulting

in a submission that is comprehensively aligned

with national strategic priorities.

President’s National Security Strategy

The NSS remains unchanged from last year’s budget. Key tenets for the military in the NSS

include:

• By modernizing our military, pursuing advanced technologies, and investing in our defense

workforce, we will have strengthened deterrence in an era of increasing geopolitical

confrontation, and positioned America to defend our homeland, our allies, partners, and

interests overseas, and our values across the globe.

• The United States will continue to defend democracy around the world. We will continue to

invest in boosting American competitiveness globally. We will partner with any nation that

believes the rules-based order must remain the foundation for global peace and prosperity.

And we will continue to demonstrate how America’s enduring leadership to address today’s

and tomorrow’s challenges, with vision and clarity, is the best way to deliver for the American

people.

• We are doing more to connect our partners and strategies across regions through initiatives

like our security partnership with Australia and the United Kingdom (AUKUS) in support of the

NSS.

National Defense Strategy – Defense Priorities

Like the NSS, the NDS issued in 2022 remains

unchanged. It directs the Department to act

urgently to sustain and strengthen U.S. military

credibility and deterrence capability. The NDS

identifies four top-level defense priorities the

Department must pursue to strengthen

deterrence:

• First, the Department will defend the

Homeland, with the PRC as the Department’s

pacing challenge.

Sections

• 2022 National Security Strategy and

National Defense Strategy

• FY 2025 Budget Request Overview

• Resourcing the 2022 NDS

• Conclusion

“…only one country on Earth can provide the kind of leadership that this

moment demands. And only one country can consistently provide the powerful

combination of innovation, ingenuity, and idealism—and of free minds, free

enterprise, and free people. And that’s the United States of America.”

- Secretary of Defense Lloyd J. Austin III at the Reagan National Defense Forum, December 2023

Overview – FY 2025 Defense Budget

CHAPTER 1 FY 2025 BUDGET SUMMARY

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• Second, the Department will deter strategic attacks against the United States, allies, and

partners.

• Third, the Department will deter aggression and be prepared to prevail in conflict when

necessary.

• Fourth, to ensure the Department’s future military advantage, the Department will continue to

build a resilient Joint Force and defense ecosystem.

Central Premise

Over a year into implementation, the 2022 NDS remains our North Star. The 2022 NDS advances

a strategy focused on the People’s Republic of China (PRC) and seeks to prevent the PRC’s

dominance of key regions, while protecting the U.S. homeland and reinforcing a stable and open

international system. Consistent with the 2022 NSS, a vital objective of the NDS is to dissuade

the PRC from considering aggression as a viable means of advancing goals that threaten vital

U.S. national interests. Conflict with the PRC is neither inevitable nor desirable. The

Department’s priorities support broader whole-of-government efforts to develop terms of

interaction with the PRC that are favorable to our interests and values, while managing strategic

competition and enabling the pursuit of cooperation on shared challenges.

Even as we focus on the PRC as our pacing challenge, the NDS also accounts for the acute threat

posed by Russia, demonstrated by our continued efforts to oppose Russian aggression in Europe

and their unprovoked invasion of Ukraine. The Department’s investments will continue robust

deterrence of Russian aggression against vital U.S. national interests, including commitments to

our treaties. We will work closely via the North Atlantic Treaty Organization (NATO) and with our

allies and partners to develop critical enabling capabilities and deepen interoperability for a more

credible combined Allied force. In service of the NDS strategic priorities, the Department will

accept measured risk but remain vigilant in the face of other persistent threats, including those

posed by North Korea, Iran, and violent extremist organizations.

Security Environment

The 2022 NDS provides the Department with a guiding framework that accounts for changes in

the geopolitical landscape. In this complex and dynamic security environment, the Department

will continue to maintain its distinctive advantages in military capabilities for the Total Force,

enhance the ability to support and employ that force with allies and partners, and conduct military

activities that advance U.S. national interests.

An increasing array of fast-evolving technologies and innovative applications of existing

technology complicates the Department’s ability to maintain an edge in combat credibility and

deterrence. Newer capabilities such as counterspace weapons, hypersonic weapons, new and

emerging payload and delivery systems, and lack of clarity for norms of behavior in space, cyber,

and information domains continue to create a heightened potential for inadvertent escalation or

shifts in perceived deterrence of U.S. military power. New applications of artificial intelligence,

quantum science, autonomous weapons designs, biotechnology, and space technologies can

change traditional, kinetic military conflict, and disrupt the U.S. supply chain and logistics

operations vital to maintaining combat credibility. The Department likewise faces destabilizing

and potentially catastrophic transboundary challenges, including climate change and pandemics,

which have increasingly affected the Total Force.

Overview – FY 2025 Defense Budget

CHAPTER 1 FY 2025 BUDGET SUMMARY

1-3

FY 2025 BUDGET REQUEST OVERVIEW

The Department of Defense (DoD) Fiscal Year (FY) 2025 budget request builds upon the rock-

solid foundation and principles of the President’s National Security Strategy, and continues to

tightly align the budget to the 2022 NDS. Further underpinning and inextricably linked to the

Department’s efforts to fully implement the 2022 NDS are the Secretary’s top three priorities – to

Defend the Nation, Take Care of Our People, and Succeed through Teamwork. These

overarching tenets and strategic framework drive the FY 2025 budget to make the right

investments for our warfighters and deliver deterrence through strength.

Figure 1.1 DoD Budget

$ in billions

FY 2023

Actuals

FY 2024

Request

FY 2024

FY 2025

Request

Base 815.9 842.0 817.3 849.8

Supplementals

35.8 58.3 -- --

Total

851.7

900.3

817.3

849.8

Discretionary Budget Authority

Numbers may not add due to rounding

FY 2023 includes supplemental funding for Ukraine ($35.7 billion) and Disaster Relief ($147 million). FY 2024 includes

supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine Industrial Base ($3.3 billion).

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

The President’s FY 2025 budget request for DoD is $849.8 billion. This budget represents a

$33.9 billion or 4.2 percent increase over the FY 2023 base level of $815.9 billion (or a

$32.4 billion (4.0 percent) increase over the FY 2024 Continuing Resolution (CR)). However, as

this request is aligned to the funding levels agreed to in the Fiscal Responsibility Act (FRA) of

2023, it grows by only $7.8 billion (0.9 percent) over the FY 2024 President’s Budget request.

While this budget continues to make the investments necessary to implement and execute the

2022 NDS, the FRA topline limitation required the Department to make some targeted reductions

to programs that will not deliver capability to the force until the 2030s to preserve and enhance

the Total Force’s ability to fight and win in the near term. Examples of these targeted reductions

in the FY 2025 budget request include the rephasing of the Navy’s Next Generation Fighter

program and Air Force’s Next Generation Air Dominance program, and the reduction of Space

Forces’ demonstration and experimentation tranche. The FY 2025 budget request ensures the

Department can sustain and strengthen integrated deterrence and investments that build

enduring advantages, including: supporting our servicemembers and their families; strengthening

our alliances and partnerships; and preserving America’s technological edge.

To ensure the Department stays on track, the FY 2023 – FY 2026 Strategic Management Plan

(SMP) directly aligns to the 2022 NDS’s building enduring advantages approach, focusing on

strengthening the Department's management capabilities to implement the NDS successfully.

This includes expeditiously pursuing the financial audit and implementing corrections into our

business processes. Both initiatives drive sustainable reform, improved efficiency and

effectiveness, and increased public confidence in the DoD’s stewardship of funds. The FY 2025

budget identifies $1.3 billion in Performance Improvement Initiative cost reductions across the

Department achieved through Continuous Process Improvements (CPI), Optimization, Reform,

and Transformation initiatives. These collective actions enable the Services and the Department

to reinvest and redirect resources to higher national defense priorities.

Figure 1.2 provides a historical look at the overall DoD budget back to FY 2010 and breaks out

the base budget amounts from Overseas Contingency Operations (OCO), and other

supplemental funding received. The decade long Budget Control Act (BCA), which lasted through

FY 2021, significantly reduced Defense budgets after the previous decade of build-up in both the

Overview – FY 2025 Defense Budget

CHAPTER 1 FY 2025 BUDGET SUMMARY

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base and OCO funding related to operations in Iraq and Afganistan following the events of 9/11.

Emerging from the BCA, the FY 2022 budget eliminated the separate OCO request, and the

FY 2023 through FY 2025 budgets align and implement the 2022 NDS by reinforcing the

capabilities of the Total Force and allowing the Department to field combat-credible forces today

while simultaneously preparing for the threats of the future.

Figure 1.2. DoD Budget FY 2010 – FY 2025*

At the time of publishing, the Department continues to operate under a Continuing Resolution

(CR) with the sequestration cuts mandated by the FRA fast approaching. Unless all 12 of the

federal government’s FY 2024 appropriations acts are passed by April 30

, the Department will

be forced to operate under a cap of approximately $808 billion. The consequences would be

grave. We will continue to take care of our people by ensuring military manpower accounts are

protected from further reductions under sequestration, but this will exert tremendous pressure on

procurement and readiness accounts to absorb the indiscriminate, across-the-board spending cut

required under sequestration. The Department will risk undoing years of steady efforts to improve

readiness and rapidly modernize to meet our pacing threat. Sequestration would reduce the

Department’s funding, impair our missions, use taxpayer money inefficiently, and deprive our

industry partnersthe stability required to build and maintain the systems vital to our defense.

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CHAPTER 1 FY 2025 BUDGET SUMMARY

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Figure 1.3. Defense Outlays as a Percent of Gross Domestic Product, FY 1953 – FY 2029

Historical data is calculated from GDP in OMB’s FY 2024 PB Historical Table 10.1, Gross Domestic Product and Deflators Used in

the Historical Tables. FYs 2023 – 2029 are calculated from GDP in OMB’s Economic Assumptions for the 2025 Budget.

Defense outlays are relatively modest as a percent of Gross Domestic Product (GDP). During

this time of great uncertainty, the United States can ill afford the cost of global instability. In order

to remain as the steady friend of our allies and partners and a credible deterrent to aggression,

the Department must have resources that meet today’s challenges and give our warfighters the

tools they require to prevail. We also must safeguard the precious resources of our nation, an

effort that begins with a strategically focused and analytically sound budget request to the

Congress.

RESOURCING THE 2022 NATIONAL DEFENSE STRATEGY

This overview document illustrates how the FY 2025 budget request aligns with, and continues to

advance, the four 2022 NDS priorities through each of the NDS strategic approaches.

• Integrated Deterrence: Enabled by combat-credible forces backstopped by a safe, secure,

and effective nuclear deterrent:

• $49.2 billion for Nuclear Enterprise Modernization including:

 $9.9 billion for the Columbia-class ballistic missile submarine

 $5.3 billion for the B-21 bomber

 $3.7 billion for the Sentinel/Ground Based Strategic Deterrent (GBSD)

 $0.8 billion for the Long-Range Standoff (LRSO) Weapon

• $28.4 billion for Missile Defeat and Defense to protect the United States homeland,

territories, and allies

• $9.8 billion to develop and field a mix of multi-Service, multi-domain offensive Long-Range

Fires within this Future Years Defense Program (FYDP)

• $61.2 billion for Air Power focused on F-22, F-35, and F-15EX fighters, the B-21 bomber,

mobility aircraft, KC-46A tankers, and unmanned aircraft systems

10%

12%

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030

Past

Projected

2010: Iraq/Afghanistan

4.5%

2025

3.0%

1999

2.8%

1979

4.5%

1965

6.5%

986: Cold War

5.9%

1968: Vietnam

8.6%

1953: Korea

11.4%

Overview – FY 2025 Defense Budget

CHAPTER 1 FY 2025 BUDGET SUMMARY

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• $48.1 billion for Sea Power investments with new construction of six battle force fleet

ships, including one Virginia class submarine, two Arleigh Burke class Destroyers, one

Constellation class Guided Missile Frigate, one San Antonio class amphibious warfare

ship, and one Medium Landing Ship

• $13.0 billion for Land Power to modernize Army and Marine Corps combat equipment

including Armored Multi-Purpose Vehicles, the Amphibious Combat Vehicle, and the

XM30 Combat Vehicle

• $33.7 billion in vital space capabilities, resilient architectures, and enhanced space

command and control

• $14.5 billion for cyberspace activities to defend and disrupt the efforts of advanced and

persistent cyber adversaries, accelerate the transition to Zero Trust cybersecurity

architecture, and increase defense of U.S. critical infrastructure and defense industrial

base partners against malicious cyber attacks

• Campaigning: Evidenced by day-to-day activities and actions, overseas operations,

readiness training and exercises, and continuous engagement and collaboration with our

allies and partners to advance our shared interests

• $147.5 billion for strategic readiness and preparedness of the Joint Force supporting

modernizing capabilities for the future fight and sustaining current force readiness

• $9.9 billion for the Pacific Deterrence Initiative (PDI) providing critical investments in

resilient and distributed basing, new missile warning and tracking architecture, funding for

the Defense of Guam, fielding of uncrewed and autonomous systems and other innovative

technologies, and multinational information sharing, training, and experimentation

• $3.9 billion for European deterrence and countering Russian aggression including the

European Deterrence Initiative (EDI), NATO support, and NATO Security Investment

Program

• $300 million for the Ukraine Security Assistance Initiative (USAI), which is in addition to

the other European investments above, to provide assistance and support to the military

and national security forces of Ukraine

• Building Enduring Advantages: Delivered through innovation and modernization,

investments in resilience, and an unwavering commitment to taking care of our people

• $143.2 billion Research, Development, Test and Evaluation (RDT&E) budget – supports

investment across the Department for Responsible Artificial Intelligence, 5G, and

Experimentation

• $17.2 billion for Science and Technology including a $2.5 billion investment in Basic

Research

• Additional investments to ensure the health and capacity of the Defense Industrial Base

(DIB), including in the submarine and munitions industrial bases to increase production

capacity and leverage multi-year procurements that deliver critical munitions affordably

• $37.3 billion in facilities investments including $17.5 billion in Military Construction and

Family Housing programs and $19.8 billion for Facilities Sustainment, Restoration, and

Modernization (FSRM)

• People are at the heart of each of these NDS strategic approaches and the Department’s

most valuable asset. The FY 2025 budget continues to Cultivate the Workforce We Need

by Taking Care of Our People including –

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• Providing a 4.5 percent pay raise for military personnel and 2.0 percent pay raise for

civilian personnel. This budget fully funds the pay raises to continue the Department’s

efforts to retain the best of today’s force as we create advancement opportunities that

drive recruitment and retention efforts for tomorrow’s Total Force (TF)

• Building resilience and force readiness through over $61.4 billion invested in the world’s

preeminent military health care delivery operation and more than $10.6 billion for military

family support programs including Child Care and Youth Programs, Morale, Welfare, and

Recreation programs, Warfighter and Family Services, Commissary benefits, and DoD

Education Activity Schools

• Ensuring accountable leadership with continued emphasis and investments in sexual

assault and harassment prevention, suicide prevention, Diversity, Equity, Inclusion, and

Accessibility (DEIA), and Insider Threat Programs

Planning, Programming, Budgeting, and Execution (PPBE) Reform and Budget Execution

Flexibilities

The DoD’s resource allocation process was born in the industrial age. However, the goal of the

process remains unchanged and the challenges we face from our adversaries continue to be

formidable.

The U.S. has had many adversaries before that were actively trying to change the world order,

but none have been successful. But the PRC, if we are not diligent, has the potential to. As we

move forward into the decisive decades ahead, the Department must continuously evaluate our

capabilities and technologies available for the warfighters. But we must also continually improve

the processes that underpin how we delivery those capabilities and close gaps. The Department

cannot remain competitive and relevant if our processes are optimized for a different fight. We

must act urgently to build enduring advantages for the future Joint Force, advance reform to

accelerate force development, and get the technology we need more quickly.

The Department has undertaken significant reforms and continues to seek incremental reforms

purposefully to improve how the system operates to meet the challenges we expect to face in the

crucial years ahead. One piece to this reform is the Department’s submission of revised

appropriations language or new general provisions to increase funding flexibilities throughout the

Department that directly affect the delivery of needed capabilities, ability to close critical gaps,

and promote the efficient use of resources.

The National Defense Authorization Act (NDAA) of FY 2022 established the Commission on

PPBE Reform to (1) examine the effectiveness of the PPBE process and adjacent practices of

the DoD, particularly with respect to facilitating defense modernization with an eye to greater

agility; (2) consider potential alternatives that would maximize the ability of the DoD to respond in

“The Department of Defense must meet the urgency of today’s threats and

tomorrow’s challenges with innovation in all portfolios — including how we

build and execute our budget. This is critical not only to maintain the trust of

the American taxpayer, but also to ensure that DoD can rapidly transition,

integrate, and deliver cutting-edge capabilities to the warfighter at speed and

scale.”

- Deputy Secretary of Defense Kathleen H. Hicks, August 2023

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a timely manner to current and future threats; and (3) make legislative and policy

recommendations to improve those processes and practices to field the operational capabilities

necessary to outpace near-peer competitors, provide data and analytical insight, and support an

integrated budget that is aligned with strategic defense objectives.

The Commission was congressionally mandated to release both an interim and final report. Their

interim report was released on August 15, 2023, with 13 recommendations the Commission

deemed could be implemented in the immediate or near-term by the Department and the

Congress. The Department determined each recommendation was achievable, but some of the

recommendations made by the Commission were the same or very similar to improvements

already underway in the Department.

In accordance with Deputy Secretary of Defense Kathleen Hicks’ direction to adopt the

Commission’s recommendations that could be implemented now, the Office of the Under

Secretary of Defense (Comptroller), working with stakeholders across the Department, led a DoD-

wide effort in developing an implementation plan for all 13 recommendations. This plan was

approved by the Deputy Secretary of Defense on December 14, 2023.

The Commission’s final report was released on March 6, 2024. While their work is quickly coming

to a close, the Department’s is just beginning. In the coming weeks, as each of these proposed

changes are assessed, the Department will be looking at each to determine if it improves the

Department’s processes significantly enough to justify the cost to taxpayers. For some

recommendations, the cost of time and dollars to implement will be considerable. The

Department will require time to review the changes proposed and analysis underpinning the more

costly and far-reaching recommendations. We look forward to the coming discussions with

Congress, the Office of Management and Budget, and our Department stakeholders.

The FY 2025 President’s Budget request includes the following reforms:

• Operation and Maintenance Unobligated Balance Carryover: This proposed general

provision would allow the Department to carry over up to 50 percent of unobligated balances

in the Operation and Maintenance accounts into the next fiscal year. This change reinforces

good fiscal stewardship by giving financial managers a tool to make better year-end spending

decisions and enables the Department to respond to emergent requirements.

• Increases to Below Threshold Reprogramming Limits: The Department seeks to work

with the congressional defense committees to increase the reprogramming thresholds for all

appropriations titles to amounts that are more consistent with historical percentages of

inflation and the DoD budget. Examples include $15 million for Military Personnel funding,

$30 million for Operation and Maintenance funding, $25 million for Research, Development,

Test, and Evaluation, and $40 million for Procurement. The proposed thresholds are based

on those identified in the conference report of the Department of Defense Appropriations Act

of Fiscal Year 2003 and increased commensurate to the overall growth in funding by

appropriation title. This increase is needed to minimize delays in the execution of funds and

provide greater flexibility to address unanticipated requirements in the year of execution.

• Two-Year Permanent Change of Station (PCS) Funding: This proposal (appropriations

language) changes the PCS funding availability period from one to two years in the military

personnel appropriations for the Active Components. This change maximizes the utilization

of PCS funds, which typically cross fiscal years because of the seasonal nature of PCS moves

and minimizes the unexpended balances in the military personnel appropriations for the Active

Components – ultimately allowing the DoD to maximize the use of congressionally

appropriated funds for their intended purpose.

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• National Guard Two Percent Carryover: This proposal (appropriations language) allows a

percentage of the National Guard funding to carry over into the following fiscal year to address

emerging National Guard missions without undermining core baseline training requirements.

• Operation and Maintenance, Defense-Wide, Civil Military Program (CMP) Enhancement:

This proposal (general provision) allows any excess funds not needed for a specific CMP

project to be transferred back to the originating appropriation for use on another project. This

flexibility ensures maximum execution of the Innovative Readiness Training opportunities that

will help increase deployment readiness, while simultaneously providing key services with

lasting benefits for our American communities.

• Health Care Transformational Fund: This proposal (general provision) allows the Defense

Health Program (DHP) to transfer unobligated balances of expiring discretionary funds in any

of its accounts into a Transformation Fund. This change helps the DHP target structural

investments, such as the backlog in Facilities Sustainment, Restoration, and Modernization,

and enable DoD to maximize its health care investments without additional topline increases.

CONCLUSION

The Department remains committed to the alignment of the FY 2025 budget to the nation’s

strategic goals and continues to strengthen the ties that bind the defense budget to the NDS. The

FY 2025 President’s Budget clearly articulates a plan to resource our forces today while outpacing

the threats identified in the NDS. It wholistically addresses the resources our nation needs to

provide for defense, from investments in the industrial base and personnel wellness to increasing

our ability to research and procure cutting edge technology. This overview book is submitted to

support our enduring promise to serve as responsible stewards of taxpayer funds and provide

open and transparent information.

Overview – FY 2025 Defense Budget

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Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-1

2. INTEGRATED DETERRENCE

INTRODUCTION

Integrated Deterrence is the first of three ways

the Department will address its goals identified

in the 2022 National Defense Strategy. It is a

holistic concept that involves the application of

multiple deterrence logics—deterrence by

denial, deterrence by resilience, deterrence by

direct cost imposition, and deterrence through

imposing costs on adversaries collectively with

allies and partners—while integrating across the instruments of national power by working with

U.S. government interagency partners, as well as internationally, with allies and partners.

In protecting the Homeland, the Department continues to build resilience and combat credibility,

thereby lowering the anticipated benefits of and raising the direct costs of using force. For

example, the Department continues to maintain credible and effective deterrence of both large-

scale and limited nuclear attacks from a range of adversaries and is improving U.S. forces’ ability

to operate during or after limited nuclear, chemical, and biological attacks. The Department

continues modernizing nuclear forces, Nuclear Command, Control, and Communications (NC3),

and cooperating with the Department of Energy’s National Nuclear Security Administration efforts

to modernize the nuclear weapon production enterprise.

To deter attacks by the People’s Republic of China (PRC) on the United States, its forces, or

those of U.S. allies and partners, the Department continues its efforts to enhance the capabilities

and resilience of those systems that the PRC is most likely to target and seek interoperability,

interchangeability, and enhanced readiness through combined exercises.

To deter attacks by Russia, the Department continues to build capability and credibility that

reinforces our treaty commitments regardless of conventional or nuclear-armed attack. In the

short run, the Department will improve resilience and focus on interoperability, intelligence

sharing, and extended nuclear deterrence. The Department is also focused on enhancing denial

capabilities and key enablers in North Atlantic Treaty Organization’s (NATO) force planning, while

NATO allies seek to bolster their conventional warfighting capabilities. For Ally and partner

countries that border Russia, the Department continues supporting efforts to build response

options.

The Department will continue to deter North Korean and Iranian attacks by increasing partner

capability and resilience, particularly in air and missile defense. To deter North Korean attacks,

the Department will continue close coordination and interoperability with our Republic of Korea

Ally; nuclear deterrence; resilience initiatives; and the potential for direct cost imposition

approaches that come from globally deployable Joint Forces. In the Middle East, the Department

continues providing security assistance where needed.

Sections

• Introduction

• Deter Nuclear Employment and

Strategic-Level Attacks

• Major Weapons Programs

“We must embrace integrated deterrence, which charges us to coordinate our

efforts across all war-fighting domains, theaters, and the spectrum of conflict

to create new and more complex dilemmas for our adversaries."

- Secretary of Defense Lloyd J. Austin III, Message to the Force, March 2, 2023

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DETER NUCLEAR EMPLOYMENT OF ANY SCALE AND A NARROW RANGE OF

HIGH CONSEQUENCE STRATEGIC-LEVEL ATTACKS

Recapitalization of the Nuclear Triad

Strategic deterrence remains a top priority for DoD. For the foreseeable future, nuclear weapons

will continue to provide unique deterrence effects that no other element of U.S. military power can

replace. The Department is committed to modernizing its nuclear forces, NC3, production and

support infrastructure, scientific and engineering base, and sustaining fielded systems through

the transition to their replacements. Most of the Nation’s nuclear deterrence delivery systems

were built in the 1980s and prior. After multiple life extensions, all currently fielded systems will

reach end-of-service life in the mid-2030s timeframe. The Department has steadily received

strong, bipartisan congressional support for nuclear modernization, and these programs are

funded in the FY 2025 budget request. Replacement programs are underway to ensure there are

no gaps in capability when the legacy systems age-out, but there is little schedule margin between

the fielded system age-out and the fielding of the replacement systems. Recapitalizing nuclear

platforms, delivery systems, and the associated support systems will require significant

investment over the next 20 years. The following table reflects the funding for six critical weapons

systems.

Figure 2.1. Nuclear Modernization FY 2025 Funding

(DoD Funding only) ($ in billions)

Weapon Systems

FY 2023

Actual

FY 2024

Request

FY 2025

Request

FY24 – FY25

$ Change

Sentinel ICBM 3.4 4.3

3.7 -0.6

Long Range Stand Off Weapon 1.0 1.0 0.8 -0.2

COLUMBIA Class Submarines

6.3 6.2 9.9 +3.7

Trident II Missile Mods 1.7 1.9 2.5 +0.6

B-21 Bomber 4.8 5.3 5.3 0.0

F-35 Dual Capable Aircraft 0.02 0.02 0.02 0.0

Includes Procurement and RDT&E dollars

LGM-35A Sentinel Intercontinental Ballistic Missile (ICBM) (formerly Ground Based

Strategic Deterrent (GBSD))

Sentinel will replace the 1970s-era Minuteman (MM) III ICBM 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. Sentinel will maintain

the triad’s land-based leg’s responsive and stabilizing attributes, while providing increased

capability, enhanced security, and improved reliability. The funding reflects the continuation of

the Engineering and Manufacturing Development (EMD).

Long Range Stand-Off (LRSO) Weapon

The LRSO effort will develop a weapon system to replace the AGM-86B Air Launched Cruise

Missile (ALCM), which entered service in 1982. The LRSO weapon system will be capable of

penetrating and surviving advanced Integrated Air Defense Systems from significant standoff

ranges to hold strategic targets at risk. The LRSO is also a hedge against risks in other deterrence

systems and enhances the credibility of the DoD deterrent to assure U.S. allies. The program is

currently in the EMD phase and is on track to meet its initial operational capability date.

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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 SSBNs 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. In September 2020, the Defense

Acquisition Executive (DAE) authorized the Navy

to begin full ship construction for the first hull

(SSBN 826), as well as advanced procurement

and advanced construction efforts for the second

hull (SSBN 827). In September 2023, the DAE

authorized full ship construction of the second hull (SSBN 827) to begin in FY 2024. The FY 2025

budget request of $9.9 billion reflects a $3.7 billion increase, which is attributed to increases for

the Submarine Industrial Base and in advance procurement costs for the FY 2026 submarine.

Trident II (D5) Submarine-Launched Ballistic Missile (SLBM) Life Extension (D5LE)/

(D5LE2)

The D5LE2 investment will maintain and modernize the most survivable leg of the triad. The

D5LE, initially deployed in 2017, will remain in service through the service life of the OHIO Class

(early 2040s), and is planned for initial deployment on the COLUMBIA Class and the United

Kingdom’s DREADNAUGHT Class SSBNs. The D5LE2 will replace D5LE on the COLUMBIA-

class starting in FY 2039 on COLUMBIA Hull 9. The D5LE2 will leverage the D5LE2 solid rocket

motor design and couple it with updated avionics electronics and guidance systems.

B-21 Raider Strategic Bomber

B-21 Raider low-rate initial production began in FY 2024. When fielded, it will be 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.

F-35A Dual-Capable Aircraft (DCA)

The F-35A DCA will replace Allied legacy 4th generation fighter aircraft, including the Air Force’s

F-15E, for the NATO nuclear deterrence mission. Selected U.S. and Allied F-35As in the U.S.

European Command Theater achieved operational nuclear certification in early FY 2024.

Missile Defeat & Defense

The Department will continue to support the 2022

Missile Defense Review that calls for integrated

missile defense, flexibility, and adaptability, to

address new threats, tighter interoperability, and

dominance in space. The FY 2025 budget request

supports prior budget requests to develop and field

a diversified set of missile defeat and defense

(MDD) capabilities to counter the advancing

threat.

The FY 2025 budget builds on previous

enhancements to U.S. MDD capabilities to defend

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the homeland, deployed forces, allies, and partners against an increasingly complex adversary

missile threat. This budget request maintains missile defense capacity and capability to keep

pace with advancing threats. The FY 2025 budget request includes $28.4 billion for MDD,

including $10.4 billion for the Missile Defense Agency (MDA), $9.5 billion in regional and strategic

missile defense capabilities outside of MDA, and $8.5 billion for missile defeat or left-of-launch

activities.

In FY 2025, the Next Generation Interceptor (NGI) program will continue developing, integrating,

and testing a highly capable, survivable, reliable strategic interceptor to protect the homeland

against projected ballistic missile threats from rogue states.

The Ground-Based Midcourse Defense (GMD) budget will enable a future deployment fleet of

Ground-Based Interceptors (GBIs) and NGIs. In FY 2025, MDA will continue testing of the Long-

Range Discrimination Radar (LRDR) in Alaska with a planned transition to the United States

Space Force. LRDR improves Missile Defense System (MDS) threat discrimination capability,

enabling more efficient use of the GMD interceptor inventory.

Improvements to current regional defense systems will involve a continued assessment of the

Sea-Based Weapons System (Aegis Ballistic Missile Defense (BMD)) and fielding of Standard

Missile-3 (SM-3) Block IIA missiles. The SM-3 Block IIA interceptor, designed to defeat midcourse

and ICBM threats, will be modified with capability enhancements such as increased engagement

battle space, improved performance against a broader range of threats, and engage on remote

capability. The budget maintains production procurement in FY 2025.

The budget reflects the Department’s commitment to building integrated regional missile defenses

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 defense capabilities, the FY 2025 budget request:

• Continues NGI All-Up Round (AUR) development to enhance homeland defense interceptor

capability and capacity to increase current fleet size to 64 interceptors (44 GBIs and 20 NGIs)

as early as the end of the decade.

• Supports five activities within the Hypersonic Defense budget to support development and

fielding of hypersonic missile defense capabilities: 1) Identifying and developing new

technology and capabilities with industry; 2) Conducting systems engineering activities

required to evolve the Missile Defense System to address hypersonic threats; 3) Analyzing

and upgrading existing capabilities to defend against hypersonic threats; 4) Demonstrating an

operational defensive capability to engage and defeat hypersonic threats; and 5) Participating

and collecting data during flight test events.

• Continues the Glide Phase Intercept (GPI) hypersonic defense prototype development for a

FY 2034 delivery.

• 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. Once finalized, Aegis Ashore Poland will be a fully integrated and tested

element of the U.S. Ballistic Missile Defense System and made ready to operate under NATO

command and control. The official transfer to NATO is scheduled to occur by Summer 2024.

FY 2025 Aegis Ashore Phase III procurement MDA funding is discontinued as the Poland site

was transitioned to U.S. Navy in December 2023.

• Continues increasing BMD capability and capacity of the Aegis Fleet to be deployed on Aegis

BMD ships and at Aegis Ashore; continues the integration of the SM-3 Block IIA into the Aegis

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BMD Weapon Systems; procures additional SM-3 Block IIA missiles ensures the maturation

of the manufacturing process; and continues development of the Sea Based Terminal

capability to protect the Fleet and forces ashore. The FY 2025 budget discontinues

procurement funding for SM-3 Block IB missiles in favor of SM-3 Block IIA and focuses

resources on defenses in the Indo-Pacific region.

• Provides funding for Terminal High Altitude

Area Defense (THAAD) development efforts

and software upgrades such as debris

mitigation, remote launcher capabilities, and

continued integration of the THAAD Battery

capability into the Army’s Integrated Air and

Missile Defense Battle Command System

(IBCS) planning process. The FY 2025

THAAD budget also includes funding for

additional THAAD Interceptors, as well as for

support maintenance and upkeep of BMD

System unique items of fielded THAAD

Batteries and for training devices.

• Provides funding for continued collaboration between MDA and the Services to develop and

field a land-based persistent 360-degree system for the Defense of Guam. Existing missile

defense systems, including the Navy’s Aegis Weapons System, PATRIOT missile defense

system, and THAAD, will be leveraged to expedite the development and fielding of Guam

defenses.

• Provides funding to perform the systems engineering required to design, build, test, assess,

and field the integrated MDS.

• Continues refinement of the Cruise Missile Defense Homeland Architecture and demonstrates

cruise missile defense capabilities using MDA's Joint Tactical Integrated Fire Control (JTIFC)

capability in coordination with the U.S. Air Force.

• Provides funding to execute a comprehensive, highly integrated, complex, cost-effective

series of flight tests, ground tests, cybersecurity tests, modeling and simulations, war-games,

and exercises to ensure that MDS capabilities are credibly demonstrated and validated before

delivery to the Warfighter.

• Continues funding in support of development and production of 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 invests over $9.5 billion in regional and strategic missile defense

capabilities including:

• Army investments of over $4 billion, bolster regional missile defense capability. The FY 2025

investments include procuring 230 PAC-3/MSE missiles and will deliver four Lower-Tier Air

and Missile Defense System (LTAMDS) and four Maneuver Short Range Air Defense

(M- SHORAD) battalions.

• Department of the Navy investments total $1.9 billion, focusing on ship-based defense for

regional and strategic threats. These investments include Aegis Ballistic Missile Defense

Weapon System; Standard Missile procurement for cruise, ballistic, and hypersonic missile

defense; close-in weapons systems; air defense radars; and E-2D Hawkeye sensor

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capabilities.

• Air Force and Space Force investments total $3.4 billion for a wide range of advanced missile

defense technologies including Wide Area Surveillance in the National Capital Region, and

long-range radar improvements.

• Space Force investments upgrade and sustain strategic and tactical missile warning and

tracking systems. These investments include the Next Generation Overhead Persistent

Infrared, Resilient Missile Warning Missile Tracking Low Earth Orbit and Medium Earth Orbit,

Upgraded Early Warning Radars, and service life extension of legacy early warning systems.

• Includes Space Development Agency (SDA) missile defense investments to develop and

demonstrate a hypersonic tracking layer. In addition, SDA is developing a data transport layer

to enhance several mission areas, including missile defense.

• Continues collaboration with United States Space Force and the SDA on space sensors to

provide low latency, tracking data for weapons engagement, and developing the Hypersonic

and Ballistic Tracking Space Sensor (HBTSS) prototypes to meet a projected launch by

February 2024. FY 2025 funding supports on-orbit demonstrations.

• Defense-Wide investments focusing on joint air and missile defense research and

development, advanced innovation technologies, and missile defense technology

demonstrations.

Finally, the Department plans to invest significantly in left-of-launch capabilities involving cyber

operations, and hypersonic strike and defense capabilities.

MAJOR WEAPONS PROGRAMS

The performance of U.S. weapon systems is unmatched, ensuring that U.S. military forces have

a tactical combat advantage over the growing multi-domain threat posed by the PRC, the acute

threat of Russia, and the persistent threats from North Korea, Iran, and violent extremist

organizations. Figure 2.2 summarizes the top DoD weapons programs in the FY 2025 budget to

implement the 2022 National Defense Strategy (NDS). Further details may be found in the

Department’s “Program Acquisition Costs by Weapon Systems” book.

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Figure 2.2. Major Weapons Programs

($ in billions)

Weapon Systems

FY 2024

FY 2025

Qty

Request

Qty

Request

Aircraft

F–35

Joint Strike Fighter

$13.6

$12.4

F-15EX

Eagle II

$3.0

$1.9

Air Force NGAD

Next Generation Air Dominance

$2.3

$3.3

KC-46A

Tanker

$3.0

F/A-18E/F

Super Hornet

$1.8

CH-53K

King Stallion Helicopter

$2.4

$2.7

E–2D AHE

Advanced Hawkeye

$0.6

$0.5

AH–64E

Apache Helicopter

$1.0

$0.7

UH–60

Black Hawk Helicopter

$0.9

$0.8

V–22

Osprey

$0.6

$0.5

FLRAA

Future Long-Range Assault Aircraft

$1.0

$1.3

MQ-4

Triton Unmanned Aerial Vehicle

$0.8

MQ-25

Stingray Unmanned Aerial Vehicle

$1.0

$0.9

MQ-9

Reaper

$0.5

$0.3

E-7

Wedgetail

$0.7

$0.4

OA-1K

Armed Overwatch (USSOCOM)

$0.3

Missile Defense/Nuclear Deterrent

MDD

Missile Defeat and Defense

$29.8

$28.4

B-21

Raider

$5.3

SSBN

COLUMBIA Class Submarine

$6.2

$9.9

Trident II

Trident II Missile Mods

$1.9

$2.5

LRSO

Long Range Standoff Weapon

$1.0

$0.8

Sentinel

Intercontinental Ballistic Missile

$4.3

$3.7

Ships

SSN 774

VIRGINIA Class Submarine

$10.8

$8.2

DDG 51

ARLEIGH BURKE Destroyer

$5.0

$7.1

CVN 79/80/81

FORD Aircraft Carrier

$2.7

$2.3

FFG 62

Frigate (FFG 62)

$2.3

$1.3

LPD Flight II

SAN ANTONIO Amphibious Transport

$0.1

$1.7

LHA

America Class Amphibious Assault

$1.9

$0.2

T-AO

Fleet Replenishment Oiler

$1.0

$0.3

USV

Uncrewed Surface Vessels (Large)

$0.2

AS(X)

Submarine Tender

$1.7

LSM

Medium Landing Ship

<$0.1

$0.3

Space

Launch

National Security Space Launch and

Space Development Agency Launch

15 $3.0 11 $2.4

GPS

Global Positioning System

$1.3

$1.5

MW/MT

Space Based Missile Warning Systems

$5.0

$4.7

Includes Procurement and RDT&E dollars and quantities

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Air Power

The FY 2025 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 that make

our warfighters in the battlespace smarter, more lethal, and more survivable. As the F-35 program

continues to field increasing numbers of the three aircraft variants across the globe, the

Department remains committed to improving sustainment affordability and delivering cost-

effective upgrades to prevail against future threats.

The FY 2025 budget also includes procurement for additional F-15 EX Eagle II aircraft. The

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 Stingray

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. The Department continues developing advanced combat aircraft for the

Navy and Air Force within the Next Generation Air Dominance programs. The FY 2025 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. The

FY 2025 budget funds the Air Force effort to replace their aging fleet of E-3 Sentry Airborne

Warning and Control System aircraft with a version of the E-7 Wedgetail.

The FY 2025 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 Infrared Search and Track

(IRST) sensors will significantly improve detection and targeting of threat aircraft despite complex

enemy Electronic Attack.

The FY 2025 budget continues development of the B-21 Raider long-range strike bomber and

initial B-21 production. Modernization of the existing bomber fleet of B-52s, B-1s, and B-2s. The

budget funds B-52 mission systems, communications upgrades, and replacement for the B-52's

inefficient and aging engines.

The FY 2025 budget funds multiple electronic warfare capabilities to improve platform survivability

and enable power projection. In addition to the ongoing EA-18G Growler Capability modifications,

the Next Generation Jammer (NGJ) will provide significantly improved Airborne Electronic Attack

(AEA) capabilities against advanced integrated air defense radars, communications, and data

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links for the EA-18G aircraft. The FY 2025 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 2025

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 2025

budget continues incremental funding for the

GERALD R. FORD class nuclear aircraft carriers:

KENNEDY (CVN 79), ENTERPRISE (CVN 80),

and DORIS MILLER (CVN 81). Amphibious

warships, along with their connector craft, are

versatile, interoperable warfighting platforms and

critical enablers to power projection by sea-based

forces in theater. The FY 2025 budget request

includes advance procurement funding in FY 2025

to accelerate procurement of one LHA AMERICA class amphibious assault ship from FY 2031 to

FY 2027 and funds the next LPD-17 SAN ANTONIO class amphibious ship. The

FY 2025 request also continues funding for systems development for existing ships, including

funding the four Freedom Class Littoral Combat Ship, three Expeditionary Fast Transport (EFT)

ships, and one Expeditionary Transfer Dock (ESD). Surface Combatant Ships are multi-mission

warships designed and built to execute Sea Control and Power Projection missions. The FY 2025

budget continues procurement of two DDG 51 Flight III variant ships, which with the addition of

the AN/SPY-6(V) Air and Missile Defense Radar (AMDR), provide improved sensitivity for long-

range detection and engagement of advanced Air, Surface, and Ballistic Missile threats. The

FY 2025 budget request also funds the procurement of one 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 2025 budget request funds one medium landing

ship, three LCAC SLEP, and two Auxiliary vessels to continue recapitalizing these important

vessels. In addition, the FY 2025 budget includes $1.9 billion to finish construction of ships

procured in previous years.

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 (SSGNs) 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 one per year. After

awarding the first COLUMBIA class ballistic missile submarine in FY 2021 and the second boat

(SSBN 827) in FY 2024, the FY 2025 budget request incrementally funds the second boat and

continues funding the program’s critical research and development. Additionally, the FY 2025

request funds the first VIRGINIA class submarine in the new FY 2025-2029 VIRGINIA class multi-

year procurement (MYP). The FY 2025 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 FY 2025 budget request funds programs that implement survivability improvements to the

U.S. maritime defensive capabilities, which consist of the Surface Electronic Warfare

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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

decoys to address identified electronic warfare gaps.

Land Power

Army ground combat forces provide combat power

to assure allies, deter aggressors, and win the

Nation’s wars. The FY 2025 budget improves

upon the lethality and survivability of the Army’s

Infantry and Brigade Combat Teams (BCTs) by

retiring vulnerable systems and investing in

modernizing weapon platforms, training devices,

and combat vehicles. Of note to the Army’s

Soldier portfolio, FY 2025 supports the

procurement and fielding of 1,772 Next

Generation Squad Weapon (NGSW) Automatic

Rifles, as the planned replacement for the M249

Squad Automatic Weapon (SAW); and 18,019 NGSW Rifles, as the planned replacement for the

M4A1 Carbine. Of note to the Army’s Ground Combat Vehicle portfolio, in FY 2025 the Armored

Multi-Purpose Vehicle (AMPV) program will procure 81 vehicles to continue their Full Rate

Production phase. Beyond procurement and fielding, the FY 2025 budget maintains investments

in research, development, test, and evaluation for the Remote Combat Vehicles (RCV)

prototyping effort and the XM30 Combat Vehicle (previously the Optionally Manned Fighting

Vehicle (OMFV)), which will replace the M-2 Bradley Infantry Fighting Vehicle as part of the Next

Generation Combat Vehicles line of effort.

Another key combat vehicle investment is the Marine Corps’ procurement of 80 Amphibious

Combat Vehicles. These systems replace the 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. Furthermore, another

highlight in U.S. Marine Corps (USMC) investment is the current procurement of 674 Joint Light

Tactical Vehicles and trailers that will increase survivability, mobility, and reliability over the

current aging family of High Mobility Multipurpose Wheeled Vehicles. 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 USMC

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 2025 budget continues to make great strides in improving and enhancing the lethality,

survivability, and performance of the infantry in the Army and the USMC through initiatives

aligning with current DoD modernization efforts.

Special Operations

The FY 2025 budget request for Special Operations Forces (SOF) focuses on creating a strategic,

asymmetric advantage for the nation by strengthening our force and their families, bolstering

integrated deterrence capabilities, and ensuring our enduring advantage through innovation and

modernization. The United States Special Operations Command (USSOCOM) will continue to

sustain counterterrorism (CT) and Counter-Violent Extremist Organization operations and

coordinate the Department’s Countering Weapons of Mass Destruction mission while maintaining

readiness. As DoD’s Joint proponent for Military Information Support Operations (MISO) and the

Coordinating Authority for internet-based MISO, the USSOCOM is adapting its psychological

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operations forces for the evolving information landscape to counter strategic competitors. The

USSOCOM continues to also invest in and deliver capabilities towards countering-small

unmanned aerial systems prior to launch.

The FY 2025 budget increases SOF lethality through modernizing approaches, tactics, and

technologies to build enduring advantage, and continues to invest in new technologies that

support SOF-unique requirements to include data-driven technologies such as artificial

intelligence, machine learning, and algorithm development. The USSOCOM continues to

progress across multiple programs, including the ongoing modernization of AC-130 and MC-130

aircraft platforms and the procurement of Multi-mission Electronic Countermeasures and other

Electronic Warfare Family of Systems related equipment designed to counter and protect against

evolving threat matrices and better understand the electromagnetic environment to support

maneuver, situational awareness, and force protection mission requirements. Investments also

include additional Long Endurance Aircraft platforms and development continues on the Adaptive

Airborne Enterprise designed to enable multi-platform control and management of multiple

Unmanned Aerial Systems and payloads.

For future combat platforms, the USSOCOM is working closely with the Services to introduce

SOF requirements early in the development process – not only to obtain capable next-generation

systems requiring minimal SOF modifications at the speed of relevance, but also minimizing future

sustainment and upgrade costs. The USSOCOM will continue its history of innovative spirit and

determination on countless battlefields over many decades, demonstrating the enduring

advantage of maintaining the most credible and capable SOF in the world.

Munitions

To support the NDS, the Department is continuing

to focus on innovation and modernization. To

address the persistent threats worldwide, the

Department is focused on rapid fielding and a

buildup of high performance, survivable kinetic

weapons systems, to include long-range standoff

hypersonic missiles for high value targets. In

addition, the Department is investing in

maintenance of short-range munitions to ensure

proper readiness levels that offer an array of

effects in permissive theaters. The FY 2025

budget ensures the Department is prepared to

deter in a dynamic threat landscape is paramount.

Major initiatives are underway to deliver munitions with greater penetration power. The

Department has invested in and made long-range fires (LRF) a priority and is focusing its efforts

on long-range munitions and missiles across multiple domains. Many munitions are precision-

guided, enhancing the attack of a broader target set, with limited low-collateral damage employed

by more than one Service and U.S. allies. This family of weapon systems includes land-attack

missiles such as the Precision Strike Missile (PrSM), Joint Air-to-Surface Standoff Missile

(JASSM), and Tomahawk Land Attack Missile upgrades.

Achieving overmatch in our anti-ship capabilities with rigorously pursued development are the

Standard Missile (SM-6), Long-Range Anti-Ship Missile (LRASM), and the Maritime Strike

Tomahawks (MST), which will help to neutralize the enemy’s anti-access/area denial (A2/AD)

capabilities, ships, and air defenses. The Guided Multiple Launch Rocket System (GMLRS) is a

family of surface-to-surface artillery rockets with precision strike capability. Improved air-to-

ground missile capability for rotary-wing aircraft and unmanned aircraft systems is provided by

Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-12

the Joint Air-to-Ground Missile (JAGM).

Inconsistent year-over-year demand for new production limits our suppliers’ ability to quickly ramp

up production rates to meet emergent military requirements. Additionally, munitions are unique

military items, and sub-tier suppliers do not have the commercial base to sustain their business

during funding downturns. To help combat these challenges, the Department plans to continue

the Multiyear Procurements (MYPs) initiated and funded in the FY 2024 budget request if

approved by Congress:

• Naval Strike Missile (NSM) (Navy, USMC)

• Standard Missile 6 (SM-6) (Navy)

• Advanced Medium Range Air-to-Air Missile (AMRAAM) (Air Force, Navy)

• Long Range Anti-Ship Missile (LRASM) (Air Force)

• Joint Air-to-Surface Standoff Missile (JASSM) (Air Force)

• Guided Multiple Launch Rocket System (GMLRS) (Army)

• Patriot Advanced Capability 3 (PAC-3) Missile Segment Enhancement (MSE) (Army)

Recurring threats in an ever-changing battlefield are across multiple domains and require a multi-

prong approach. It is crucial to our national security that the Department obtain long-range fires

as quickly as possible without losing focus on other critical munitions.

The FY 2025 budget invests in weapons programs, shifting and balancing priorities accordingly,

which equally contribute to strengthening the Department's lethal posture and our national

security.

Figure 2.3. FY 2025 Funding for Munitions

($ in millions)

Weapon Systems

FY 2023

FY 2024

FY 2025

FY24–FY25

Actual

Qty

Actuals

Qty

Request

PB Qty

Request

Quantity

Change

Precision Strike Missile

(PrSM)

42 $412.9

110

$656.9

230

$676.6 +120

Joint Air-to-Surface

Standoff Missile (JASSM)

600 $958.8 550 $1,818.6 550 $1,008.6 -

Advanced Medium Range

Air

-to-Air Missile

(AMRAAM)

625 $773.4 831 $1,223.6 723 $810.2 -108

Tomahawk

$901.5

34 $934.3

22 $765.4

-12

Standard Missile

-6 125

$787.5

125 $1,615.0 125 $1,223.5 -

Long Range Anti-Ship

Missile (LRASM)

123

$437.6

118 $827.3 205 $696.8

+87

Guided Multiple Launch

Rocket System (GMLRS)

$2,196.9

- $1,027.1 - $1,241.9 -

Joint Air-to-Ground Missile

(JAGM)

1,004 $297.1 1,165 $386.1 205 $148.1 -960

Includes Procurement and RDT&E dollars and quantities

Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-13

Space and Space-based Systems

The FY 2025 budget request for space and space-based systems addresses Satellite

Communications (SATCOM); Missile Warning/Missile Tracking (MW/MT)) capabilities;

Positioning, Navigation, and Timing (PNT); Space Control; and 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 FY 2025 budget request funds the development and launch of the Protected Tactical Satellite

(PTS) capability for improved protected SATCOM resiliency. A Narrowband SATCOM Analysis

of Alternatives (AoA) study was supported in FY 2023. Rapid prototyping continues for the

Evolved Strategic SATCOM (ESS) and Protected Tactical SATCOM (PTS) programs.

The FY 2025 budget request fully funds four Next-Generation Overhead Persistent Infrared

(NG OPIR) strategic missile warning system space vehicles and continues the Resilient Missile

Warning and Missile Tracking (MW/MT) system as part of a transition to the future OPIR

architecture. The NG OPIR system incorporates mature resiliency features to increase strategic

survivability in a contested environment. The Resilient MW/MT architecture consists of a

constellation of proliferated low-earth orbit and medium-earth orbit satellites to support warning

and tracking of advanced missile threats.

Resiliency improvements in the PNT Enterprise, including incorporating the Regional Military

Protection capability into Global Positioning System (GPS) Block IIIF satellites, continue with the

FY 2025 budget request. This enhancement, along with fielding the Operational Control System

(OCX) IIIF upgrade and the Military GPS User

Equipment (MGUE) Inc 2 capability, improves the

availability of PNT information for critical weapon

systems, platforms, and disadvantaged users

operating in contested environments. The request

also funds improvements to the GPS ground

segment to enable implementation of advanced

Military code (M-Code), which improves anti-

jamming and secure access of the military GPS

signal in contested environments. The budget also

continues investments in developing alternate

sources of PNT to reduce the reliance on any

single source such as GPS.

The National Security Space Launch (NSSL) program has been aligned with satellite launch

schedules in FY 2024 and FY 2025 and continues to pursue a public private partnership approach

for future launch service acquisitions. The Space Force strategy for Assured Access to Space

(AATS) is to ensure the existence of two commercially viable, domestically sourced space launch

service providers to increase competition and leverage growth within the commercial space

launch industry.

“Establishing the Space Force to focus on a contested space domain was a

critical step, and now we must focus our efforts on a purpose-built Space

Force for great power competition.”

- Chief of Space Operations General B. Chance Saltzman, United States Space Force, September 2023

Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-14

Our top priority is to enable Combined Joint All Domain Command and Control to ensure United

States Space Command and their joint and coalition warfighting partners can operate in and

through contested domains.

Cyberspace Activities

The United States is one of the most technologically advanced nations in the world, with a vast

network of interconnected systems that support critical infrastructure and services. However, this

reliance on technology also makes the country vulnerable to cyberspace threats.

One of the main sources of cyber threats comes from foreign state actors, who conduct cyber

operations to advance their military capabilities and global influence. These operations can range

from espionage and data theft to cyber-attacks that disrupt critical infrastructure or target

government agencies.

In addition to state actors, there is a growing threat from non-state entities, such as criminal

organizations and hackers. These groups are becoming more sophisticated in their methods and

techniques, making it difficult to defend against cyber-attacks.

The FY 2025 cyberspace activities (CA) budget, aligned with the 2022 DoD NDS, reaffirms the

Department’s three enduring cyberspace missions: defend the DoD Information Network, defend

the nation, and prepare to win and fight the nation’s wars.

The FY 2025 $14.5 billion CA budget supports the NDS priorities and goals. This budget

continues to build upon the pathway laid out in the Digital Modernization Strategy (DMS) and DoD

Cyber Strategy, which are integral NDS components.

The three FY 2025 CA budget focus areas are advancing cybersecurity (CS), cyberspace

operations (CO), and cyber research and development (R&D) activities. This aligns to the DoD's

commitment to strengthening its cyber capabilities and protecting its critical networks and systems

from evolving threats.

Cybersecurity

The FY 2025 $7.4 billion cybersecurity budget

continues important initiatives established in past

fiscal years and provides a stronger cyber

posture through ongoing development,

deployment, sustainment, and modernization

investments in cybersecurity tools and

capabilities across the Department. These

investments address areas across the

Department’s information and operational

technologies, including weapons systems (WS),

defense critical infrastructure (DCI)

The United States is challenged by malicious cyber actors who seek to exploit

our technological vulnerabilities and undermine our military's competitive

edge. They target our critical infrastructure and endanger the American people.

Defending against and defeating these cyber threats is a Department of

Defense (DoD) imperative.

- The 2023 Department of Defense Cyber Strategy

Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-15

cybersecurity, supply chain risk management, defense industrial base (DIB), and key

management infrastructure modernization.

The DoD is building more agile, effective, and efficient cyber capabilities to provide cyber resilient

platforms to execute kinetic and cyber missions by:

• Implementing the Strategic Cybersecurity Program, assessing and evaluating priority DoD

WS and DCI and providing vulnerability mitigation plans, cryptographic modernization plans,

and defensive monitoring recommendations (FY 2025, $48.0 million).

• Transitioning to zero trust architecture (ZTA) as the next generation CS architecture to combat

cyber risk across the Department (FY 2025, $977.1 million).

• Advancing special access program IT encryption solutions, including development and

integration with current and future systems and weapon platforms (FY 2025, $1.3 billion).

• Managing capability gaps in the current SIPRNet environment, which lacks the agility,

security, scalability, resiliency, supportability, and robust governance to meet current and

future DoD mission needs.

• Accelerating the identity, credential, and access management (ICAM) modernization efforts

to integrate emerging technology (FY 2025, $299.4 million).

• Safeguarding DoD’s unclassified, secret, top secret, and compartmented information on and

across networks (FY 2025, $367.6 million).

• Resourcing the Cybersecurity Maturity Model Certification (CMMC) and DIB cybersecurity

programs, which protect the DIB’s technological, economic, and military advantages, and

associated supply chains from malicious cyber actors (FY 2025, $157.7 million).

• Continuing cryptographic modernization investments are essential to our intelligence,

information, and warfighting security.

• Implementing National Security Memorandum 8 direction for national security systems to

meet or exceed federal information system requirements and implementation criteria

established in Executive Order 14028. This requires the Department to invest in cryptographic

modernization to meet quantum computing threats against current and future systems,

accelerate cloud technology and zero trust architecture adoption, increase threat detection

and response, improve cross domain solution incident reporting, identify critical software, and

protect against supply chain threats.

Cyberspace Operations (CO)

The 2023 DoD Cyber Strategy states that “defending against and defeating cyber threats is a

DoD imperative.” Since 2018, DoD conducted a significant number of cyberspace operations

through its defending forward policy, actively disrupting malicious cyber activity before it can affect

the U.S. homeland. The FY 2025 CO budget (FY 2025, $6.4 billion supports cyberspace critical

information collection and analysis, enabling U.S. cyber forces to prepare for and conduct

offensive and defensive cyber effects operations, and joint operations and training to support the

2022 NDS.

The CO budget supports the 2023 DoD Cyber Strategy implementation by funding offensive and

defensive cyberspace operations (DCO) programs and activities, force generation and readiness,

and capabilities and infrastructure directly supporting joint operations. Priority investments

include:

• Cyber mission force (CMF) manning and training. Resources support increased manning and

improved CMF training and equipping within USCYBERCOM and the military departments.

Overview – FY 2025 Defense Budget

CHAPTER 2 INTEGRATED DETERRENCE

2-16

Offensive and defensive cyberspace operations provide the joint force practical experience

and critical live environment training. Funds also resource more capable dual-use cyber

ranges and testing facilities that support full spectrum multi-domain operations and expand

training requirements for this low-density skill set and the organizations employing it (FY 2025,

$2.9 billion).

• Hunt forward and enhanced sensing and mitigation. Cooperation with allies and partners in

“hunt forward” defensive cyberspace operations to counter malign cyber actors (FY 2025,

$ 262.0 million).

• Joint Cyber Warfighting Architecture (JCWA). Resources advance and integrate JCWA into

a viable cyber platform. Funds collaboration, testing, evaluation, risk mitigation, and other

mission assurance activities to increase key weapon systems, capabilities, and infrastructure

resiliency (FY 2025, $820.0 million).

• Persistent Cyber Training Environment (PCTE). Funds increase CMF training throughput.

This investment also augments capability testing and mission rehearsal by providing

sophisticated adversary emulations in highly realistic environments (FY 2025, $177.0 million).

• Access and robust infrastructure. Funds investments into multiple, vectored, accesses for the

CMF to support operations from competition through conflict, prioritizing support to critical

Indo-Pacific and European theater deterrence initiatives (FY 2025, $465.0 million).

• Non-joint cyber warfighting capabilities. Resources tools, sensors, ranges, and other

equipment not directly in support of JCWA and the CMF. Supports DoD DCO vulnerability

assessments and tools. Funds the cyberspace warfare support activity, information

operations capabilities, cryptological direct support, and the Joint Mission Environment Test

Capability (JMETC) activity (FY 2025, $1.4 billion).

The DoD requires a ready and capable joint force prepared to operate as fluently in cyberspace

as any other joint warfighting domain to advance its defense priorities. To achieve this, the

Department is investing in the cyber workforce through expanded and more targeted incentive

programs to improve cyber operator retention and utilization. The Department also fosters

collaboration and partnerships to enhance capability development, operational effectiveness, and

career-broadening experiences.

Cyber Research and Development

The FY 2025 Cyber R&D budget will be used to deploy and modernize existing capabilities and

technologies while advancing the next generation tools development to enhance the

Department's CS and CO programs (FY 2025, $629.4 million). These initiatives are crucial in

accelerating various innovative efforts across the Department to align with the 2023 DoD Cyber

Strategy objectives. The R&D investments focus on developing the computing, networking, and

CS technologies required to protect DoD, U.S. government and civilian information, information

infrastructure, and mission-critical information systems. Cyber systems R&D funds operational

prototype development, based on artificial intelligence driven systems, private sector emerging

cyber technology, and academia. Demonstrations and evaluations are conducted with

warfighters, acquisition programs, and combatant commands to assess and improve prototype

utility.

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-1

3. CAMPAIGNING

INTRODUCTION

The Department’s campaigning efforts continue

to conduct and sequence logically-linked military

initiatives to advance well-defined, strategy-

aligned priorities over time. The FY 2025 budget

continues to ensure that the Joint Force is ready

across the full battle space in which competitors

operate and to promote integrated deterrence in

the Indo-Pacific and globally; support Ukraine, European allies, and partners; and counter

persistent threats.

The continued development of military posture in the Indo-Pacific, through infrastructure

investments and expanded access in the region is critical to provide regional capability and to

enable locations from which the Department can conduct Campaigning activities. In Europe, the

Department supports Ukraine, the North Atlantic Treaty Organization (NATO) allies, and other

European partner states by prioritizing funding to enhance the capabilities and readiness of U.S.,

allied, and partner forces in the face of continued Russian aggression. In the Arctic, the

Department will continue developing a monitor-and-respond approach, guided by the

Department’s forthcoming 2024 Arctic Strategy and the deterrent value of the globally-deployable

Joint Force. The Department is focused on providing support to allies and partners in line with

the National Defense Strategy to address regional and global security challenges in the

USINDOPACOM, USEUCOM, USAFRICOM, USCENTCOM, USSOUTHCOM, and

USNORTHCOM areas of responsibility. These multi-year capacity building programs will build

on prior year investments to address shared security concerns with partners and undermine

competitors. The Department is also focused on counterdrug and counter-transnational

organized crime efforts, largely in the USSOUTHCOM area of responsibility, in support of the

National Defense Strategy. The Counterdrug programs support the goals of the Administration’s

National Security Strategy and the Office of National Drug Control Policy’s goal to reduce illicit

drug use and its consequences within the United States, prevent production and trafficking,

decrease misuse and abuse of illicit drugs, and strengthen international partnerships to combat

the world-wide drug epidemic. In other domains, campaigning activities include cyber or

information operations that assist the Department in managing risk, supporting allies and partners,

or advancing U.S. interests against other threats.

OVERSEAS OPERATIONS

Overseas Operations are those financed with former overseas contingency operations (OCO)

funding. This section focuses on continued military operations, initiatives, and support for certain

global operations such as:

• Posturing modernized capabilities to deter or counter Chinese coercion and aggression

• Deterring Russian aggression and malign influence by providing the right capabilities

throughout Europe

Sections

• Introduction

• Overseas Operations

• Readiness

“Campaigning is not business as usual—it is the deliberate effort to

synchronize the Department’s activities and investments to aggregate focus

and resources to shift conditions in our favor.”

- Secretary of Defense letter in the 2022 National Defense Strategy, Oct 27, 2022

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-2

• Conducting Middle East Operations in-country and in-theater support activities, including

intelligence support to military operations

• Replenishing and replacing munitions used in combat and equipment destroyed, damaged,

or worn out due to use in overseas operations

Indo-Pacific

The Department prioritizes the People’s Republic of China (PRC) as its pacing challenge. The

Department’s major investments and efforts focus on strengthening Indo-Pacific deterrence and

building a resilient security architecture as part of a modernized Joint Force. The Pacific

Deterrence Initiative is a key subset of these efforts capturing the Department’s efforts and

investments that enhance and strengthen deterrence against the PRC.

Pacific Deterrence Initiative (PDI)

The FY 2025 PDI investments of $9.9 billion fund targeted requirements that enhance U.S. force

posture, infrastructure, presence, readiness, and the capacity and capabilities of U.S. allies and

partners, specifically in the Indo-Pacific region. Military Construction and improvements to

logistical support operations will improve resilience and communications throughout the region

and continue to be part of our PDI investments.

The FY 2025 PDI includes investments for ballistic missile defense activities that contribute to

developing and integrating a Joint Missile Defense System (MDS) to defend Guam against

ballistic, hypersonic, and cruise missile threats. Increased PDI investments include funding for

exercises, training, and experimentation activities. Additional investments to improve U.S. Indo-

Pacific Command’s (USINDOPACOM) capabilities include cyber operations technology support

and advanced procurement and fielding of uncrewed and autonomous systems, and other

innovative technologies. Also, the PDI investment increases Defense Security and Cooperation

Agency (DSCA) programs and planning and design for military construction investments west of

the international date line. These investments represent only a small portion of DoD’s broad Joint

Force investments included in the FY 2025 President’s Budget.

DoD has excluded from the PDI display investments or activities that are:

• Designed to address or deter broader strategic threats;

• Easily transferrable between theaters; or

• Routine activities and exercises.

These guidelines intend to ensure PDI serves as a regionally focused and useful framework for

understanding and measuring specific investments. Additionally, consistent with legislation, the

DoD has organized PDI investment displays according to the six categories identified in

Figure 3.1.

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-3

The DoD focuses on maintaining and extending our military advantage in the region, paced to

threats posed by the PRC. These investments and activities demonstrate U.S. commitment to

preserving a free and open Indo-Pacific.

To address aggression in the region and ensure continued support to our allies, the FY 2025

President’s Budget request also includes $500 million to replace DoD stocks transferred from

DoD inventory to Taiwan via Presidential Drawdown Authority. This funding will enable DoD to

replace its inventory of munitions and equipment and maintain readiness.

Europe

The FY 2025 budget request continues to support rotational force deployments, infrastructure

investments, and deliver the right capabilities in key locations throughout Europe to deter Russian

aggression against NATO, strengthen alliance cohesion, and, over time, enable allies’ capability

and capacity development.

European Deterrence Initiative (EDI)

The FY 2025 budget request includes $2.9 billion within the EDI supporting capabilities that build

upon the successes already achieved from continued operations, activities, and investments in

the European theater. The EDI investments increase U.S. forces' overall readiness and

interoperability across all domains by aligning resources to support the National Defense Strategy

priorities. As the Department continues to enhance the security posture in Europe and readiness

to defend against Russian aggression, the Department continues to execute the following lines of

effort to accomplish EDI objectives:

• Increased U.S. military presence in Europe;

• Exercises and training with allies and partners;

• Enhanced prepositioning of U.S. equipment in Europe;

• Improved infrastructure for greater readiness; and

• Building Partner Capacity of allies to defend against aggression.

The FY 2025 EDI investment continues to support a subset of U.S. military personnel throughout

the European theater, including rotations to increase temporary military presence/strengthen

allied/partner capacity during planned exercises, to enhance NATO interoperability, and various

other, multinational training events. In doing so, this request encapsulates over $500 million in

cost reductions due to the planned rotation of a large-scale global exercise outside of Europe in

Figure 3.1. Costs by Major Category ($ in billions)

Major Category

FY 2025

Request

Modernized and Strengthened Presence

2.7

Improved Logistics, Maintenance Capabilities, and Prepositioning of Equipment,

Munitions, Fuel, and Materiel

1.3

Exercises, Training, Experimentation, and Innovation

3.0

Infrastructure Improvements to Enhance Responsiveness and Resiliency of U.S. Forces

1.4

Building the Defense and Security Capabilities, Capacity, and Cooperation of allies and

Partners

1.1

Improved Capabilities Available to U.S. Indo-Pacific Command

0.3

Total USINDOPACOM

9.9

Numbers may not add due to rounding

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-4

FY 2025 and captures Army’s reduction in the demand for Reserve forces by sourcing Active

Component units for rotational requirements in Europe in FY 2025.

In FY 2025, the EDI budget request also focuses on building the capacity of European allies to

improve their ability to defend themselves against Russian aggression, enable their full

participation in responding to crises, and increases their interoperability with U.S. forces to include

increased investments in multinational information sharing, Forward Land Forces mission

networks, maritime domain awareness, anti-submarine warfare and mine countermeasures.

Ukraine

The FY 2025 budget request includes $300 million for the Ukraine Security Assistance Initiative

(USAI) to assist and support Ukraine's military and national security forces in the long-term.

Supplemental funding provided by Congress in FY 2022 and FY 2023 has supported Ukrainian

successes on the battlefield. In addition to the $300 million USAI Base request, the Department

seeks supplemental funding in FY 2024 to support short-term requirements, while relying on the

$300 million USAI request for long-term support. The Department will continue to support Ukraine

as they push back on Russia’s unprovoked war of aggression, envisioning future steady state

budget requests annually to ensure Ukraine’s enduring strength.

DoD Support to NATO

The FY 2025 budget request includes $625.6 million within the Operation and Maintenance, Army

account for NATO common funding requirements, ensuring increases are aligned with the NATO

Atlantic Council. This budget increases by $24.7 million over the FY 2024 request to support the

NATO International Military Headquarters for requirements such as Airborne Early Warning and

Control Force, Alliance Ground Surveillance Force, and Alliance Operations and Mission. The

Administration has committed to reaffirming, investing in, and modernizing NATO, and member

countries have also committed to increase common funding. The FY 2025 budget request reflects

this commitment.

NATO Security Investment Program (NSIP)

The United States has an abiding national security interest in a stable, integrated European

region. The political and military presence of the U.S. and NATO allies fosters the conditions

necessary to ensure that democratic and market-based institutions can flourish across the region.

The NSIP meets various Alliance military capability requirements, including communication and

information systems, military headquarters for the integrated command structure, critical maritime,

airfield, fuel systems, and Reception, Staging, Onward Movement, and Integration (RSOI)

infrastructure. The NSIP remains a key funding source for infrastructure to support U.S. forces in

Europe, restoring and upgrading existing U.S. operational facilities supporting NATO operations

and providing new operational facilities. The Department’s FY 2025 NSIP budget request is

$433.9 million, which supports for requirements based on the current FY 2025 program and

reflects the funding increase agreed to by leaders at the June 2022 NATO Summit and as

subsequent agreement in 2023 on indexing contributions to inflation.

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-5

The EDI budget request continues to support those additional rotational forces deployed to

Europe in the wake of Russia’s 2014 invasion of Crimea, additional forces for deployments from

outside the United States European Command (USEUCOM) area of responsibility that reinforce

NATO’s security in response to Russia’s full-scale 2022 invasion of Ukraine; and deployments

from USEUCOM-assigned forces t-o NATO’s Eastern Flank are also supported. These

deployments have varied in length based on operational requirements and sustainability

considerations. It also supports increased manning in theater needed to support the ongoing

rotational forces.

Middle East

The Department continues to address major security challenges in the Middle East and beyond,

supporting our regional partners and allies.

In Iraq and Syria, Combined Joint Task Force – Operation INHERENT RESOLVE (CJTF-OIR)

continues to advise, assist, and enable vetted partner forces in designated areas to achieve the

enduring defeat of the Islamic State of Iraq and Syria (ISIS). This includes assisting our partner

forces with the safe and humane detention of ISIS fighters and enhancing security to prevent their

resurgence.

The Department also conducts a range of other military operations in the Middle East and South

Asia, including global counterterrorism operations in the U.S. Central Command (USCENTCOM)

area of responsibility, and operations outside the region, such as CJTF-Horn of Africa

(USAFRICOM) and Joint Task Force (JTF) Guantanamo (USSOUTHCOM).

Figure 3.4 breaks out the FY 2025 USCENTCOM request by operations and activities, and Figure

3.5 displays associated force levels.

Figure 3.2. Costs by Operation/Activity ($ in billions)

Operation/Activity

FY 2023

Enacted

FY 2024

Request

FY 2025

Request

FY24 – 25

Change

European Deterrence Initiative $4.3 $3.6 $2.9 -$0.7

DoD Support to NATO $0.6 $0.6 $0.6 $0.02

NATO Security Investment

Program (NSIP)

$0.2 $0.3 $0.4 $0.1

Ukraine Security Assistance

Initiative (USAI)

$0.0 $0.3 $0.3 -

Total

$5.1 $4.8 $4.2 -$0.48

FY 2023 reflects FY 2023 enacted; however, an additional $158.339 million (total of

Numbers may not add due to rounding

$378.5

million) was obligated in FY 2023 from prior-year recoveries and unobligated

balances. FY 2024 reflects the FY 2024 President’s Budget request of $293 million

In FY 2023, $300M for USAI was included in EDI.

Figure 3.3. EDI Rotational Forces in Europe

Operation/Location

FY 2023

Actuals

FY 2024

Request

FY 2025

Request

FY24 – 25

Change

European Deterrence Initiative 10,699 11,235

11,287

Total

10,699

11,235

11,287

Numbers may not add due to rounding

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

-6

Figure 3.4. Costs Operation/Activity ($ in billions)

Major Category

FY 2023

Enacted

FY 2024

Request

FY 2025

Request

FY24 – 25

Change

Operation INHERENT RESOLVE

(OIR)

$5.5 $6.2 $5.6 -$0.6

Other Theater Requirements and

Related Missions

$20.4 $14.7

$11.5

-$3.2

Subtotal USCENTCOM

$25.9

$20.9

$17.1

-$3.8

Prior-Year Recissions -$0.1 - - -

Total USCENTCOM

$25.8

$20.9

$17.1

-$3.8

Amounts Include operations outside of USCENTCOM, such as CJTF-Horn of Africa

and JTF-Guantanamo costs.

Numbers may not add due to

rounding

Figure 3.5. U.S. Force Level Assumptions in DoD Budget (Average Annual Troop Strength)

Operation/Location

FY 2023

Actuals

FY 2024

Request

FY 2025

Request

FY24 – 25

Change

Operation INHERENT RESOLVE

(OIR)

3,997 3,558

5,646

2,088

Other Theater Requirements and

Related Missions

52,285 44,903 43,841 -1,062

Total USCENTCOM

56,282

48,461

49,487

1,026

Includes operations outside of USCENTCOM, such as CJTF-Horn of Africa and JTF-

Guantanamo

Numbers may not add due to rounding

The FY 2025 budget request for USCENTCOM, without border security and coalition support

funding, of $17.1 billion reflects a $3.8 billion decrease from the FY 2024 request of $20.9 billion.

The decrease is primarily driven by reduced costs in the USCENTCOM area of responsibility as

DoD continues to right-size its forward military presence per the National Defense Strategy. This

budget request maintains a level of readiness of our forces with funding for operations, training,

and maintenance. The FY 2025 budget prioritizes exercises and campaigning for priority

theaters, to meet the pacing challenge, and to strengthen ally and partner relationships.

Overseas Operations Requirements include incremental costs for military operations requirements

for U.S. personnel operating in the USCENTCOM area of responsibility 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.

These requirements also include funds for critical contingencies and other support for personnel

in-theater, including support from units and forces operating outside Iraq and Syria. Within this

category are incremental costs such as surveillance systems capabilities; production and

replacement of payloads, retrofits and spare parts to support combat operations; Counter Small

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Unmanned aerial system platforms and Coyote launcher systems; medical equipment support;

fire support, and other capabilities located elsewhere that support operations in Iraq, Syria, and

other important missions. Support for intelligence, surveillance, and reconnaissance (ISR)

capabilities is also included.

The FY 2025 request also funds replacing equipment and munitions used in combat operations.

When military personnel return from deployments, they repair their equipment to a condition that

allows them to conduct training exercises to maintain readiness, preparing them for future

deployments. As personnel and equipment return from theater to their home stations, the need

for equipment reset continues.

Additionally, the FY 2025 request includes $529 million for the Counter-ISIS Train and Equip Fund

(CTEF) to strengthen the capabilities of DoD’s counter-ISIS partner forces, including the provision

of secure and humane detention of ISIS fighters, to achieve the enduring defeat of ISIS. The

request includes $148 million to assist the Vetted Syrian Groups and individuals in Syria and

$381 million to assist security forces in Iraq.

Israel

The Department seeks supplemental funding in FY 2024 to support short-term requirements for

Israel. The request focuses on meeting Israel’s immediate needs and associated requirements

for U.S. operations supporting Israel. The Department will continue supporting Israel’s defense

through security assistance, deterring any malign actors in the region, and staying vigilant to any

threats to U.S. forces.

Security Cooperation

Security Cooperation (SC) funding and authorities enable the United States to build partner

capacity to address shared national security threats globally and conduct operations in tandem

with or in lieu of U.S. forces. The National Defense Strategy outlines the critical need for the

United States to reinvigorate and modernize alliances and partnerships around the world. The

Security Cooperation request below includes requirements for the International Security

Cooperation Programs (ISCP) account, coalition support, and international border security

funding.

The International Security Cooperation Programs (ISCP) account enables the U.S. to provide

direct support to allies and partners in those countries and regions where terrorist and other

transnational/trans-regional threats pose the greatest challenge to the United States. This

request supports counterterrorism operations, partnership for the Atlantic basin, and enables

allies and partners to counter transnational threats and promote regional and global stability.

For FY 2025, the Department has requested funds for the ISCP account to build partner capacity

and incorporate allied and partner defense strategies and capabilities to address shared security

Figure 3.6. Security Cooperation ($ in billions)

Category

FY 2023

Enacted

FY 2024

Estimates

FY 2025

Request

FY24 – 25

Change

Security Cooperation $2.1

$1.8

Prior-Year Rescissions -$0.1 -- -- --

Total

$2.0

$1.8

Includes $140.4 million in funds made available by section 8068 of the DoD

Numbers may not add due to rounding

Appropriations Act, 2023 (division C of P.L. 117-328) that were transferred to the ISCP account.

Amounts include Border Security and Coalition Support funding, in addition to the International Security Cooperation Programs

account.

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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challenges and buy down risk to U.S. forces. The ISCP account will fund activities pursuant to

10 U.S.C. section 332 (Institutional Capacity Building), section 333 (Train-and-Equip), section 335

(Training Expenses), P.L. 117-263 section 1208 (Women, Peace, and Security), and P.L. 114-92

section 1263 (Indo-Pacific Maritime Security Initiative). The account reflects the Department’s

continued efforts to consolidate funding for SC authorities into a single appropriation focused on

the programming, coordination, and execution of available resources to meet the Department’s

objectives.

In addition, the FY 2025 SC request includes $73.2 million for support for Coalition forces to

finance coalition, friendly forces, and various support requirements for key foreign partners who

wish to participate in U.S. military operations but lack financial means. The request is based on

validated partner claims and projected requirements. The SC request also includes Border

Security funding in the amount of $400 million, which provides support to allies and partner

nations on a reimbursement basis for expenses incurred by these countries to develop and

sustain increased security capabilities along their borders adjacent to conflict areas to prevent the

free movement of weapons and narcotics, as well as ISIS and other violent extremist

organizations.

READINESS

The Joint Force faces a wide range of increasingly

complex threats and persistent global demands.

To address the current environment, which

includes long-term strategic competition, and the

potential for future high-end conflict, the

Department must balance investments in capacity

and capability, with a focus on winning the high-

end fight. The Department’s FY 2025 budget

request balances modernizing for the future fight

with sustaining current force readiness. This

balanced effort is monitored by the development of

a strategic readiness framework, as directed in the

National Defense Strategy (NDS).

To understand strategic readiness, the Department must have data-driven visibility into the

tradeoffs incurred by decisions made today. This visibility ensures the most complete picture of

strategic risk is available to senior leaders for critical readiness decisions. The DoD continues to

integrate data models across the Department to improve decisions advantage.

The Secretary of Defense issues directed readiness guidance for budgetary planning and

programming purposes to ensure the Department makes the readiness investments required to

accomplish strategic objectives. The Nation requires ready forces to advance our priorities

through integrated deterrence, campaigning, and actions to build enduring advantages.

Integrated deterrence is enabled by combat-credible forces prepared to fight and win, and

backstopped by a safe, secure, and effective nuclear deterrent. With the FY 2025 budget, the

Department will strengthen deterrence and gain advantage against competitors' most

consequential, coercive measures by campaigning. We will synchronize the Joint Force with

other instruments of national power to counter forms of competitor coercion, complicate

competitors' military preparations, and continue to advance warfighting capabilities together with

those of our allies and partners. To bolster integrated deterrence and campaigning, the

Department is modernizing weapons systems, training, workforce processes, and doctrines to

meet the future Joint Force design needs with a focus on innovation and rapid adjustment to new

strategic demands. The Department also incorporates contingency preparedness into wargames,

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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exercises, and other planning tools.

A critical contributing factor for sustaining strategic readiness is reliable, predictable, and on-time

funding provided by the U.S. Congress. Timely funding would provide the predictability needed

to achieve the Joint Force readiness goals as the Secretary of Defense prescribes by supporting

key innovation in areas such as cyber, artificial intelligence, and hypersonic programs, as well as

enabling the Services to shape programs with certainty, plan training events and exercises

properly, and order long-lead depot supplies and parts.

With the support of Congress, the Department will continue aligning resources and adjusting force

generation to remain the best trained and equipped force in the world. To this end, the FY 2025

budget request funds Service readiness improvements in the following areas:

• The U.S. Army invests $27.9 billion in its core readiness and readiness enablers accounts.

This is a decrease of $0.9 billion from the FY 2024 requested levels primarily due to a

decrease in home station training, aligned with the projected Army Force Structure reductions,

and flying hours, both informed by the Regionally Aligned Readiness and Modernization

Model. The FY 2025 U.S. Army readiness funding supports global force projection

requirements, including the Pacific Deterrence Initiative and European Deterrence Initiative.

The FY 2025 readiness accounts include $12.2 billion for home station training for ground

maneuver forces and $3.2 billion for aviation readiness.

• The U.S. Navy is investing $53.6 billion in aviation (includes Marine Corps aviation), ship, and

combat support readiness activities, an increase of $0.9 billion above FY 2024 requested

levels. The U.S. Navy continues implementing the Optimized Fleet Response Plan and

reducing its long-term maintenance backlog by investing $14.5 billion in ship depot

maintenance including $2.4 billion in procurement appropriations to fund surface ship

maintenance availabilities.

• The U.S. Marine Corps is investing $4.7 billion in ground combat readiness, an increase of

$0.3 billion above FY 2024 requested levels to maintain its role as the Nation’s naval

expeditionary force-in-readiness. The U.S. Marine Corps also invests $5.7 billion in aviation

readiness accounts (flying hours and maintenance funded in Operation and Maintenance,

Navy and Operation and Maintenance, Navy Reserve accounts), to sustain critical operations,

maintenance, and training programs.

• The U.S. Air Force invests $40.9 billion in core readiness and enabler activities. To maintain

force readiness levels, this amount includes a $9.3 billion budget request for Air Force flying

hours, an increase of $0.3 billion above the FY 2024 requested levels. Additionally, Air Force

readiness includes an $18.8 billion request for Weapon System Sustainment to maintain the

inventory of aircraft, space systems, and other weapon systems, and represents an increase

of $0.9 billion over the FY 2024 requested levels.

• The U.S. Space Force is investing $3.6 billion in its core readiness and readiness enabler

accounts, representing an increase of $0.3 billion (7.8 percent) from the FY 2024 requested

levels. The FY 2025 budget funds advanced training, Weapon System Sustainment, and

resilient space launch capabilities to deliver space warfighting capabilities for the Joint Force.

The following provides a detailed breakdown of FY 2025 readiness investments, as well as

infrastructure investments.

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CHAPTER 3 CAMPAIGNING

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Army Readiness

The Army remains on track to meet Global Force

Management Allocation Plan (GFMAP) and

Directed Readiness Table requirements in

FY 2025, emphasizing integrated deterrence,

multi-domain operations, and campaign

objectives. The world is changing, and the Army

is changing with it. The Army has refocused on

deterring the aggression against the pacing

challenge in the Pacific and the acute and

persistent threats around the globe. To meet these

evolving threats, the Army is undergoing a once in

a generation transformation to develop the

capability to converge effects on land, in the air, sea, space, and cyberspace. The Army maintains

readiness for today’s fight as we modernize our training and weapons systems while ensuring the

Army continues along a sustainable strategic path to build the Army of 2030. Together with our

allies and partners, we continue to strengthen deterrence and confront threats across the globe,

securing America and her interests at home and abroad.

We responded to Russia’s full-scale war against Ukraine by supporting the NATO deterrence

mission in Europe, where we currently have Soldiers forward stationed or deployed to Germany,

Poland, and other NATO member states. This demonstrates Army Readiness is invaluable, and

the FY 2025 budget enables us to provide adequately trained and available formations to meet

the National Defense Strategy. The Army’s investments and continued efforts toward

modernization ensure we are postured to meet the 2022 National Defense Strategy requirements

for integrated deterrence, support our active campaigning measures, and help us build and

maintain an enduring advantage over near peers and potential adversaries. The Army is

committed to staying on a sustainable strategic path that develops and fields cutting-edge

modernization programs for Joint Multi-Domain Operations.

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

enable training, institutional training for Soldier skills and leader development, and mission and

other support to Combatant Commanders (CCDRs). The Army resourced active Army Brigade

Combat Teams (BCTs) and Combat Aviation Brigades (CABs) to support collective and individual

training to meet the Directed Readiness Table Requirements. Army Reserve and Army National

Guard BCTs and CABs are resourced to remain available for operational requirements.

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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The Army is taking active measures to overcome unprecedented recruiting challenges without

compromising on our standards for high quality Soldiers. We have implemented aggressive

initiatives to address the issue, focusing on four recruiting areas: the recruiter, the applicant,

regional recruiting, and marketing. In addition, the Army remains focused on retaining high quality

Soldiers with additional incentives and bonuses.

Ground and aviation readiness remains stable due to 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.

In addition to core readiness and readiness enabler activities, the Army maintains installation

readiness through investments in base operations services, family programs, installation utilities,

environmental programs, and Facility Sustainment, Restoration, and Modernization (FSRM).

Restoration and Modernization resources are prioritized to deploy renewable energy and storage,

restore barracks, and improve quality of life, while the investment in facilities sustainment reflects

the Army’s commitment to sustaining our critical infrastructure to build readiness. The FY 2025

request continues to invest in key initiatives targeted towards reducing harmful behaviors through

robust funding for Sexual Harassment/Assault Response, Suicide Prevention, and Holistic Health

and Fitness.

In FY 2025, the Army will continue to implement the new unit lifecycle model started in FY 2022

named the Regionally Aligned Readiness and Modernization Model (ReARMM). This model

balances 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. The ReARMM supports the priority of taking care of people by reducing operational

tempo and maximizing predictability and stability to commanders, Soldiers, and Families.

Figure 3.8 shows planned rotations for the critical joint training exercises funded in the FY 2025

budget. In FY 2025, the Army programmed 22 multidomain operation Combat Training Center

(CTC) rotations to assess Divisions and Brigades tactical readiness and support joint and partner

training requirements across four maneuver training centers. These training centers include the

newly established Joint Pacific Multinational Readiness Capability. The Army has made

significant progress recovering core mission readiness and is on a sustainable strategic path to

Figure 3.7. FY 2025 Key Army Core Readiness and Infrastructure Investments ($ in billions)

Army FY 2023

FY 2024

FY 2025

End Strength

955,297

944,800

943,100

Ground Readiness

$12.5

$12.2

Aviation Readiness

$3.5 $3.3 $3.2

Depot Maintenance

$1.7 $1.7 $1.5

Infrastructure

$9.7 $8.9 $9.8

Total Active, Reserve, and National Guard end strength; FY 2023 Actual,

FY 2024 Authorized in NDAA, and FY 2025 Requested end strength

Numbers may not add due to rounding

Ground Readiness Sub Activity Groups (SAGs) 111, 112, 113, 114, 115

Aviation Readiness SAGs: 116

Depot Maintenance SAGs: 123

Infrastructure: FSRM, Military Construction (MILCON) appropriations

Excludes Supplemental Funding

Reflects the FY 2024 budget request

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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provide the Joint Force with relevant and modernized forces, capabilities, training, and support to

meet future challenges.

Navy Readiness

The Navy continues to realize readiness gains

after several years of increased funding. Core

readiness accounts in the FY 2025 budget grow by

$0.4 billion, a 1.0 percent increase from the

FY 2024 requested level.

Ship Maintenance increases by $0.6 billion from

the FY 2024 requested levels, a 4.3 percent

increase, primarily due to increased labor and

materials costs. Significant salary adjustments

were also funded for highly technical public

shipyard workers who have been difficult to retain

and hire due to higher-than-expected private industry demand for experienced shipyard workers.

Increased investments have resulted in improved shipyard performance trends, such as

reductions in days of maintenance delays and improved on-time deliveries. The Navy continues

its program to fund private contracted ship maintenance availabilities for U.S. Pacific Fleet and

U.S. Fleet Forces Command in the Other Procurement, Navy (OPN) appropriation, requesting

$2.4 billion in FY 2025. Ship Operations increases by $0.5 billion, a 7.8 percent increase from

FY 2024 requested funding. This is a program modeled on force structure and GFMAP steaming

requirements. The battle force inventory is 287 by the end of FY 2025. This also includes the

Navy’s Military Sealift Command Support Ships.

Navy Aircraft Operations (does not include Marine

Corps aviation) decreases by $0.6 billion, an

8.1 percent decrease from FY 2024 requested

levels. The FY 2025 funding level is based on the

Master Air Aviation Plan, current aircraft

availability, manning, and funding priorities. The

Naval Aviation Enterprise (NAE) requires

sustained funding levels to continue building upon

previous readiness recovery efforts while

propelling efforts to operate and maintain our

forces more efficiently. In FY 2025, the NAE will

continue cost savings measures to reduce the

overall sustainment costs through numerous initiatives implemented as part of the Navy

Figure 3.

8. Required, Planned, and Executed Army (Regular, Reserve, Guard) Rotations Through

Maneuver CTCs

BCT CTC Rotation Type

FY 2023

Actual

FY 2024

Planned

FY 2025

Planned

National Training Center (NTC) 8 8 8

Joint Readiness Training Center (JRTC) 8 8 8

Joint Multinational Readiness Center (JMRC)

Exportable Rotation Exercises 2 2 2

Total BCT CTC Rotations

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Sustainment System – Aviation (NSS-A). The FY 2025 budget reflects a wide-spread and

expanded inventory of operable aircraft to preserve the level of lethality and readiness demanded

by current global conditions.

Aircraft depot maintenance and logistics (does not include Marine Corps aviation) decreases

by $0.1 billion, a 6 percent decrease from the FY 2024 requested level. This funds aircraft depot

maintenance to executable capacity with revised workload standards incorporating process

improvements, the Fleet Readiness Center infrastructure optimization plan, and pricing changes.

Funding for aviation logistics supports the inventory of F-35C, C/MV-22, and KC-135J aircraft.

The Navy continues data-driven process improvement efforts to ensure the highest return on

investment for readiness resources. The 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 readiness for F/A-18E/F and E-2D, DDG 51

maintenance, SSN availability, logistics, military personnel, cyber, and Naval Shipyard

performance.

In the face of a challenging personnel

environment, the Navy requests funding for

332,300 active and 57,700 reserve Sailors. This

incorporates projected recruiting and retention

targets to balance personnel with force structure.

Figure 3.10 highlights that the FY 2025 budget

funds the requisite basic and integrated training

necessary to prepare Carrier Strike Groups

(CSGs), Amphibious Readiness Groups (ARGs),

and attack submarines. These training events are

foundational to developing the warfighting

competencies needed to ensure that Navy’s warfighters are prepared to deploy in a dynamic,

adversarial, and multi-threat environment.

Figure 3.

9. FY 2025 Key Navy Core Readiness and Infrastructure Investments ($ in billions)

Navy

FY 2023

FY 2024

FY 2025

End Strength

387,394 395,000 390,000

Ship Readiness

$18.9

$20.9

$22.1

Aviation Readiness

$9.4

$9.5

$8.8

Infrastructure

$8.0 $9.2 $8.1

Total Active and Reserve end strength; FY 2023 Actual, FY 2024 Authorized in NDAA, and FY 2025 Requested end strength

Ship Readiness SAGs: 1B1B, 1B4B, OPN-1000

Aviation Readiness SAGs: 1A1A, 1A2A, 1A5A, 1A9A, excludes funding for Marine Corps

Infrastructure: FSRM, MILCON appropriations

Excludes Supplemental funding

Reflects the FY 2024 budget request

Overview – FY 2025 Defense Budget

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Figure 3.10. Programmed Navy Training Throughput

FY 2023 Executed

FY 2024 Planned

FY 2025 Planned

BASIC

INT

BASIC

INT

BASIC

INT

Carriers

Carrier Air Wings

CG/DDG/LCS

LHA/LHD/LPD/LSD

Attack Submarines

Integrated refers to aggregated training of all units in a CSG /ARG

The figures entered for FY 2025 represent a count of hulls expected to be in the given phase at some point during the year.

Marine Corps Readiness

The Marine Corps remains the Nation’s force-in-

readiness, a naval expeditionary force ready to

deter adversaries, respond to crisis and conflict,

and contribute to Naval and Joint Force

operations. Being ready to deter, fight, and win is

ingrained in the identity of Marines. As individuals,

as units, and as a Corps, everything the Marine

Corps does supports warfighting advantage and

being the most ready when the nation is least

ready. The momentum achieved through Force

Design transformation efforts is sustained through

consistent articulation and employment of

warfighting concepts that exhibit the Marine Corps unique contributions to the Joint Force, such

as Expeditionary Advanced Base Operations, Distributed Maritime Operations, Littoral

Operations in a Contested Environment, Stand-In Forces, Recon-Counter Recon, and Naval

Integration.

The Marine Corps continues executing its extensive modernization and transformation efforts to

provide America with Marine Forces that can deter adversaries and, if deterrence fails, to win in

any domain. Now in its sixth year of implementation, Force Design will ensure the Fleet Marine

Force (FMF) operating forward is organized, trained, and equipped to meet the demands of the

rapidly evolving future operating environment, optimized for the challenges of naval expeditionary

warfare, and able to effectively contribute to integrated deterrence and the day-to-day forward

campaigning necessary to build advantage with our allies and partners.

Current and future readiness is a continuous process based on the Marine Corps’ understanding

of emerging and evolving threats, the trajectory of technology, and the missions the Corps is

tasked to undertake. Ongoing efforts to create and sustain warfighting advantage over the long

term will ensure the FMF remains organized, trained, and equipped to succeed in an ever-

evolving operational environment, regardless of clime or place, maintaining its role as America’s

force-in-readiness, deterring adversaries, and responding to crises globally.

The FY 2025 ground combat readiness budget of $4.7 billion enables the Marine Corps to meet

the readiness requirements for the FMF, Field Logistics, Depot Maintenance, 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 address necessary modernization targets by providing an integrated

Overview – FY 2025 Defense Budget

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Navy and Marine Corps plan that builds an enduring advantage, deters aggression through a

persistent presence with allies and partners in the maritime domain, that enables the Nation’s

naval expeditionary force-in-readiness to operate inside actively contested maritime spaces and

facilitate sea control in support of fleet operations.

Marine aviation provides vital organic mobility, protection, sustainment, and connectivity critical

to Marine Corps combat readiness and Naval expeditionary warfare. For FY 2025 Aviation

Readiness, the Marine Corps budgets $5.7 billion across active and reserve aviation readiness

accounts. This includes $3.7 billion for Mission and Other Flight Operations and Fleet Air

Training, and $0.6 billion for Aircraft Depot Maintenance. The Service budgets $1.4 billion for

Aviation Performance Based Logistics, which primarily funds F-35 B/C, KC-130J, and MV-22

maintenance actions.

The Marine Corps continues to advance its ongoing, comprehensive aviation readiness recovery

effort, designed to increase the number and quality of mission-capable aircraft and highly trained

and combat-ready aircrew. Initiatives include increasing supply material readiness, decreasing

aircraft downtime awaiting supply, improving training quality and proficiency, and funding

contractor support for aircraft at the Fleet Replacement Squadrons, further enabling Marines to

fulfill duties in deployable units. Additionally, large investments have been made in Aviation

Spares and the Flying Hour Program to facilitate material and aircrew readiness to meet

operational and training requirements supporting the FMF.

The Marine Corps recognizes the importance of infrastructure programs to support warfighting

capability. As it adapts to the demands of all-domain battlefields, advancements in technology

and the challenges of peer competition, installations will play an even greater role supporting its

warfighting concepts. Smart, resilient, networked installations will provide the Stand-In Force with

enhanced capabilities to recover quickly from attack, persist in contested spaces and sustain

distributed formations across multiple axes. Each base and station is a power projection platform

integral to generating readiness and sustaining combat power. The Readiness Maximization Tool

maximizes the value of every facility investment dollar, ensuring funding 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. Infrastructure investments support critical projects providing installation

resiliency, relocation, and consolidation of forces; operational and training needs; modernizing

inadequate and obsolete facilities; life, health, and safety improvements; and quality of life for our

Marines, Sailors, and their families. Importantly, the Marine Corps continues to focus on a robust

demolition program to eliminate no longer required facilities, thereby reducing total cost of

ownership.

The Marine Corps proposes $2.6 billion in support of infrastructure funding, which includes

$1.2 billion in FY 2025 Military Construction (MILCON) for operational facilities, Guam relocation,

training facilities, and design. Additionally, $1.4 billion is requested for FSRM, which reflects the

Marine Corps commitment to improving critical infrastructure to build readiness through facilities

sustainment, the restoration and modernization of existing facilities, and the demolition of facilities

no longer required. The Marine Corps is committed to adequately maintaining its infrastructure

to prevent degradation of its capability to train and generate readiness for global employment in

support of mission-essential tasks.

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igure 3.11. FY 2025 Key Marine Corps Core Readiness and Infrastructure Investments ($ in

billions)

Marine Corps FY 2023

FY 2024

FY 2025

End Strength

205,613 204,300 204,800

Ground Readiness

$4.3 $4.2 $4.7

Aviation Readiness

$5.5 $5.9 $5.7

Infrastructure

$3.2

$2.6

Total Active and Reserve end strength; FY 2023 Actual, FY 2024 Authorized in NDAA, and FY 2025 Requested end strength

Ground Readiness SAGs – 1A1A, 1A2A, 1A3A, 1B1B, 1CCY, 1CCF

Aviation Readiness SAGs – 1A1A, 1A2A, 1A5A, 1A9A (Marine Corps portions of O&M, Navy and O&M, Navy Reserve

appropriations)

Infrastructure: FSRM, MILCON appropriations

Excludes Supplemental funding

Reflects the FY 2024 budget request

While the Marine Corps continues to make significant investments in the skills and abilities of

individual Marines, it achieves greater all-domain effects when operating as members of a team.

From the fire team to the Marine Expeditionary Force, it is greater than the sum of its parts,

especially when it has collectively internalized the philosophy of maneuver warfare. The Marine

Corps annual service level training exercises provide important opportunities to conduct missions

in different environments generating combat readiness for all Fleet Marine Force participants.

The Marine Corps invests $0.8 billion in FY 2025 in support of its Service-Level Training

Installations to ensure Marines are properly trained to address all warfighting functions across the

range of military operations. The premier Service-Level Training Exercises within the Marine

Corps are the Integrated Training Exercise (ITX), Adversary Force Exercise (AFX), Marine Air

Ground Task Force Warfighting Exercise (MWX), and Mountain Exercise (MTX). The ITX and

AFX are separate live-fire events that collectively culminate in an MWX, a non-live fire event. The

ITX units compete against AFX units as a free-thinking peer adversary in a multi-domain

environment. These three events (ITX, AFX, and MWX) occur at the Marine Corps Air Ground

Combat Center at Twentynine Palms, California. The MTX, conducted at the Marine Corps

Mountain Warfare Training Center in Bridgeport, California, prepares units for combat in high

altitude, cold weather, and mountainous operations. The MTX units also conduct live-fire training

at the Marine Corps Air Ground Combat Center upon completing training at Bridgeport. The

Service-Level Training Exercises prepare all elements of the Marine Corps Air Ground Task Force

(MAGTF), active and reserve, across the warfighting functions, for worldwide deployment to

conduct combat operations. Training conditions must replicate current and future training

environments to ensure Marines and their units are prepared as the Nation’s naval expeditionary

force-in-readiness.

Figure 3.12. FY 2025 Marine Corps Planned Large Training Exercises

FY 2023

FY 2024

FY 2025

ITX

AFX

MTX

ITX

AFX

MTX

ITX

AFX

MTX

MAGTF CE

Infantry Bn

Artillery Bn (-)

Logistics Bn

Squadrons/Bn

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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Air Force Readiness

The Air Force’s overall FY 2025 budget request

increases readiness funding by $1.0 billion, or

2.5 percent above the FY 2024 request. This

budget prioritizes readiness by funding operations

and the ability to exercise and campaign in priority

theaters; maintenance, including weapon system

sustainment and flying hours; and training and

exercises necessary to field an agile combat force

ready to meet pacing challenges.

In pursuit of NDS priorities, the Air Force continues

a concerted and focused investment strategy

through seven highly detailed Operational Imperatives and three Cross-cutting Operational

Enablers. These ten efforts examined and provided methods to ensure the Air Force is postured

to meet and defeat a peer adversary in the future contested high-end warfighting environment.

Space resilience, Advanced Battle Management System (ABMS)/Joint All Domain Command and

Control (JADC2), Wide-Area Surveillance and Tracking/Targeting, Next Generation Air

Dominance Family of Systems, Resilient Forward Basing, Long-Range Strike, Readiness to

Transition to a Wartime Posture, Mobility, and Munitions have and are continuing to identify

gaps/vulnerabilities, as well as investment recommendations in relevant next-generation

capabilities to close those gaps.

The Air Force maintains its commitment to building a more lethal and ready force and preparing

to defeat our adversaries in high-end combat by continuing to transition to the Air Force, Force

Generation (AFFORGEN) model. This will facilitate executing the training necessary to compete

against the pacing challenge, scheduling down time for fleet sustainment, and setting the

conditions to improve the readiness of the Nation’s “first to the fight” units over time.

Figure 3.13. FY 2025 Key Air Force Core Readiness and Infrastructure Investments

Air Force

FY 2023

FY 2024

FY 2025

End Strength

489,888

494,600

494,700

Maintenance

$16.5B

$17.9B $18.8B

Flying Hours Operations

$10.6B

$11.3B

$11.6B

Infrastructure

$9.6B $7.7B

$8.4B

Total Active, Reserve, and National Guard end strength; FY 2023 Actual, FY 2024 Authorized in NDAA, and FY 2025 Requested

end strength (excludes Space Force)

Maintenance SAGs: 011M, 011V, 011W

Flying Hours & Operations SAGs: 011A (AFR), 011F (ANG), 011Y (AF)

Infrastructure: FSRM, MILCON appropriations

Excludes Supplemental funding

Reflects the FY 2024 budget request

As shown in Figure 3.13, total Air Force end strength increases slightly in FY 2025. The Air Force

is acutely posturing manpower from the divestiture of legacy platforms such as the A-10 and

F- 15Es and recapitalizing the manpower towards the planning to procure modern aircraft such

as the B-21 Raiders. The repurposed manpower ensures mission generation and

accomplishment remains steady during these transitions. The FY 2025 budget request increases

Weapons System Sustainment (WSS) (e.g., Depot Maintenance, Contract Logistics Support,

Sustaining Engineering, and Technical Orders) and funds the overall portfolio to 87 percent of

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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requirement. The FY 2025 WSS position balances structural (long-term) and operational

readiness (near-term) weapon system readiness with emphasis on capabilities supporting NDS

priorities, priority aviation sustainment programs including F-35, F-16, B-52, C- 17, F-35, C-130J,

KC-135, Distributed Common Ground Systems, and Wide Area surveillance.

The Service addresses operational training infrastructure (OTI) through targeted near-term

investment and a long-term strategy, through Strategic Requirements Documents and Capability

Production Documents, to upgrade its live and synthetic training infrastructure. In the

FY 2025 budget, the Air Force invested in OTI in the INDOPACOM Theater to enhance

operational readiness in efforts to counter our pacing challenge. Development of the synthetic

training environment infrastructure, focusing on the Joint Simulation Environment (JSE), is

necessary to train for the challenges of future combat operations. This funding will assist in

upgrading critical training ability to outpace potential adversary threat environments and improve

training integration of 4

and 5

generation aircraft. Additionally, the Nevada Test and Training

Range (NTTR) and Joint Pacific Alaska Range Complex (JPARC) are continually modernized to

emulate a peer adversary environment. The Air Force hosts the following critical training

exercises each year:

RED FLAG – ALASKA is a Pacific Air Forces (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, aiming 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 Air Combat Command (ACC)-sponsored exercise and is the Air

Force’s premiere air-to-air combat training exercise, and it provides the opportunity to strengthen

allies and partner relationships since 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, 414

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 allow participants 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

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 conduct the joint counter-land and counter-sea

missions effectively and safely.

Figure 3.14. Historical and Planned Full-Spectrum Air Force Training Exercises

Exercise FY 2023 Executed

FY 2024

Planned

FY 2025

Planned

RED FLAG ALASKA

3 executed of 3 planned

RED FLAG NELLIS

3 executed of 3 planned

RED FLAG RESCUE

2 executed of 2 planned

GREEN FLAG WEST

4 executed of 9 planned

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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Space Force Readiness

The FY 2025 increased budget enables the Space

Force to enhance Guardian Readiness, to

accelerate a pivot to resilient capabilities for

today’s contested space domain, and to ensure

critical services for joint and allied warfighters.

Space Force readiness efforts include

strengthening relationships, starting with a focus

on the ability to deliver critical services to Joint

warfighters. Providing support to warfighters via

Satellite Communications (SATCOM) downrange

is a paramount responsibility of the Space Force.

The Space Force continues development efforts on future disaggregated strategic and tactical

SATCOM systems to meet emerging threats in the 2030s timeframe. Readiness through

relationship-building also includes integration with international partners, commercial SATCOM,

and various acquisition pathways to rapidly deliver capability. Various investments are being

made to the following programs to continue to deliver capability in the event of conflict: Protected

Tactical SATCOM, Protected Tactical Enterprise Service, Mobile User Objective System,

Commercial SATCOM Integration (developing tools to operate SATCOM as a single, hybrid

enterprise), Wideband Global SATCOM, and Polar SATCOM.

This year’s budget request highlights specific modernization efforts to improve Global Positioning

System’s (GPS) resiliency. Commercial, civil, allied, partner, and military users depend on

assured positioning, navigation, and timing systems for precise and accurate geolocation,

navigation, and time reference services. These capabilities are mission-essential for virtually

every modern weapon system. Specific enhancements include increased anti-jamming

performance, military user equipment upgrades, and advanced ground operating system cyber

protection.

The Space Force continues to drive readiness through its investment into a Force Design

approach to delivering new capabilities. Capabilities on-orbit today were not designed for a

warfighting domain; therefore, the Space Force is investing in resilient architectures designed for

a contested space domain. Through the Space Warfighting Analysis Center, the Space Force is

utilizing a cost-conscious, threat-informed, data-driven force design process to deliver a series of

robust space architecture designs that advance joint force capabilities. These analytic efforts in

conjunction with inputs from stakeholders across DoD, the Intelligence Community, and our allies

and partners help shape future requirement strategies to ensure the Service invests in the right

capabilities to effectively and efficiently meet future needs. Based on the ever-changing

environment of the space domain, force design analysis hinges on detailed threat information.

The Space Force derives this information from the National Space Intelligence Center, which

articulates threats and provides updates, assessments of adversary capabilities, and intent in the

space domain.

All of these capabilities, comprised of over 50 weapon systems, are supported by the Space Force

Weapon Systems Sustainment and FSRM. The Space Force is prioritizing these efforts to ensure

optimized readiness across all aspects of the Space Force portfolio.

In support of the 2022 NDS, the Space Force continues to evolve operational training to ensure

Guardians can defeat realistic threats and continue to enhance the effectiveness of the Joint

Force. Equipped with a lean and agile end strength of 9,800, the Space Force is implementing a

new Space Force Generation (SPAFORGEN) model that optimizes our ability to present ready

Guardians and space capabilities. The Space Force is also investing in developing an

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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Operational Test and Training Infrastructure (OTTI), foundational to generating readiness and

enabling Guardians to capitalize on the time and capacity carved out under the SPAFORGEN

model. Led by Space Training and Readiness Command, OTTI enables modernized test and

training equipment to include digital twins, simulators, networks, and live and synthetic

environments where Guardians can train against a professional and threat-representative

Aggressor force. Specific OTTI investments that improve operational readiness include the

following: the National Space Test and Training Complex, which provides infrastructure,

environment, and range control for weapon system testing, advanced training, and joint exercises;

the Standard Space Trainer, which provides mission-specific simulators; environments that

support multi-domain Flag-exercises/training events to facilitate space warfighter training; and

professional aggressor forces with the requisite adversary doctrine, tactics, equipment, and

employment considerations to replicate potential adversaries.

The Space Force supports more than 50 exercises, including Service and joint events. Large-

scale, joint and coalition integrated exercises provide an opportunity to assess and determine the

Service’s ability to generate, present, and sustain combat-ready space forces to Combatant

Commands in a contested, degraded, and operationally limited space environment. The primary

Space Force exercises include SPACE FLAG, POLARIS HAMMER, and the SKIES:

• SPACE FLAG – Space Force’s sole large-force employment joint service exercise, focused

exclusively on gaining and maintaining space superiority.

• POLARIS HAMMER – Service component and joint target cycle concept of operations-

focused exercise that tests operation plan execution for components.

• SKIES Series – Space Delta focused exercises that readies Guardians to attack, defend,

and/or support specified targets based off Delta needs (i.e., DEL 3: through C2 of electronic

warfare fires).

United States Special Operations Command (USSOCOM) Readiness

The FY 2025 budget request continues investment

in USSOCOM readiness and supports the

National Defense Strategy priorities by ensuring

U.S. Special Operations Forces (SOF) are

prepared to execute a wide range of operations

with the Joint Force, conduct counterterrorism

(CT) and counter violent extremist organization

operations, serve as the Coordinating Authority for

countering weapons of mass destruction, conduct

internet-based military information support

operations, lead activities associated with their

Figure 3.15. FY

2025 Key Space Force Core Readiness and Infrastructure Investments

Space Force

FY 2023

FY 2024

FY 2025

End Strength

8,879 9,400 9,800

Space System Sustainment

$2.3B

$2.3B $2.4B

Infrastructure

$0.3B

$0.7B

$0.6B

Total Active end strength; FY 2023 Actual, FY 2024 Authorized in NDAA, and FY 2025 Requested end strength

Space System Sustainment SAGs: 013C, 013M, 013W

Infrastructure: FSRM, MILCON appropriations

Excludes Supplemental funding

Reflects the FY 2024 budget request

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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assigned role for countering-small unmanned aerial systems, compete with strategic adversaries

below the level of armed conflict, and conduct global crisis response missions. Further, the

FY 2025 budget request supports USSOCOM’s ability to meet the Secretary of Defense’s

FY 2025 Directed Readiness Tables.

Overall, the SOF maintains a stable readiness posture while modernizing the force and

maintaining a persistent global presence. In the FY 2025 budget, the USSOCOM 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. The

FY 2025 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 2025 budget provides USSOCOM with the resources to pursue gains in areas with

existing or emerging readiness concerns. Specific investments include funding that: modernizes

MH-47 and MH-60 capabilities to operate in complex and environmentally challenging terrain;

leverages adaptive airborne enterprise capabilities and unmanned system autonomy initiatives

and interoperability to advance air, ground, and maritime systems to a multi-domain, agile, small

footprint, mesh-network command and control ecosystem; 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; and supports the Preservation of the Force and Family program to maximize personnel

readiness.

The FY 2025 budget sustains resources to support SOF readiness training and exercises. These

include SOF participation in support of the Chairman of the Joint Chiefs of Staff-directed training

and priority exercises within every Geographic Combatant Commander’s area of responsibility

and 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, which are

crucial to sustaining SOF readiness. The FY 2025 budget sustains the USSOCOM Joint

Combined Exchange Training program, which is crucial to the Mission Essential Task List training

and continued readiness of small U.S. SOF units to train overseas with friendly foreign forces.

The FY 2025 budget request continues to invest in recapitalization and modernization efforts

critical to rebuilding SOF platform readiness and enhancing the capacity of certain high-demand,

low-density force elements to improve readiness. The budget request supports SOF's

sustainable force generation models to meet DoD's deployment-to-dwell goals while maintaining

consistent force offerings and employment. These relatively small but crucial capacity

enhancements include expanded capabilities to reduce stress on SOF enablers, initiatives to

improve SOF aviation platform availability, as well as support Intelligence, Surveillance, and

Figure 3.16. FY 2025 Key USSOCOM Readiness Investments ($ in billions)

USSOCOM FY 2023 FY 2024

FY 2025

Personnel

67,832 73,855 72,757

Flying Hours

$0.66 $0.63 $0.67

Formal Training

$0.43 $0.42 $0.43

Exercises

$0.08 $0.08 $0.08

Total Personnel includes Active, Reserve, and National Guard end strength and authorized Civilian Full-Time Equivalents

Funding reflects only a portion of what the Department considers core readiness spending in USSOCOM’s annual budget

Reflects the FY 2024 budget request

Overview – FY 2025 Defense Budget

CHAPTER 3 CAMPAIGNING

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Reconnaissance (ISR), force protection, direct action, cyber, and classified units.

Joint Training Capabilities

Rapid technological advancement and threat evolution continue to challenge training

modernization, widening the gap between how the Joint Force trains and how it will fight. To

maintain decisive military advantage over peer adversaries in multi-domain operations, the DoD

is changing its approach to developing training capabilities by elevating training investment,

reforming business practices, and prioritizing commonality and interoperability. The framework

for this change is the Secretary’s Joint Operational Training Infrastructure Strategy. Selected

training initiatives in the FY 2025 President’s Budget include:

1. Joint Simulation Environment (JSE) and Joint Integrated Training Centers (JITCs)

Given its high-fidelity capability, the JSE is expanding beyond its original use for F-35 synthetic

environment testing to an all-domain pacing threat readiness environment for the Joint Force.

The JITC will be a government-owned center operating the JSE, mitigating the air combat training

lag challenge and filling fidelity gaps by co-locating simulator bays of tier-one assets (F-35, F-22,

Next Generation Air Dominance (NGAD), EA-18G, B-21, E-7, E-2D, AEGIS, Patriot, THAAD,

HIMARS, Space, and Cyber) in a single facility. Full operational capacity of the JITC will offer a

path for tier-one operators to train in an all-domain pacing threat scenario that is not offered by

any other technology. From a workforce management perspective, all Joint Force trainees are

co-located during the training event, creating a learning environment that does not exist across a

distributed exercise.

2. Pacific Maritime Training and Experimentation Capability (PMTEC) and European Maritime

Training and Experimentation Capability (EMTEC)

The USINDOPACOM’s PMTEC will provide the ability to train the Joint Force, allies, and partners

via linkages between ranges. The PMTEC will form the world’s largest fully instrumented coalition

range system with the most advanced capabilities for virtualization, simulation, and operational

rehearsal over long distances via integrated Joint Live, Virtual and Constructive (JLVC) training.

The PMTEC’s initial success has spurred the creation of EMTEC to leverage these successful

efforts in the European theater.

3. Joint Advanced Fires Qualification (JAFQ) Course

The JAFQ course will teach advanced instructors from across the joint fires, teaching how

operational warfare is conducted against pacing and acute threats. This is one of the core

solutions to producing the expert operators and advisors for efforts such as the Combined Joint

All-Domain Command and Control initiative. This course will leverage existing schoolhouse

structures across the DoD and produce graduates who will provide operational and planning

insight for the Military Services, Joint Staff, and Combatant Commands.

4. Joint Modular Emitter Interphase Standards (JMEIS)

The JMEIS will leverage ongoing test and training threat emulator efforts to produce a joint

standard for industry to build to and the Department to acquire in order to fill the gap in

Electromagnetic Spectrum systems for warfighter training purposes. These standards include the

integration of major emitter components, data and electronic file requirements, and range

infrastructure controls. The JMEIS effort will fill the training gap created by a reliance on limited

exquisite test fidelity emitters and extremely low-cost, low-capability emitters.

5. OSD Blue Team

The OSD Blue Team is a DoD effort to leverage warfighting subject matter experts across the

Department to assess the relevancy and realism of joint training and provide recommendations

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to close pacing threat readiness gaps. The OSD Blue Team will be the Department’s dedicated

team to ensure joint and coalition operational warfighting is set against credible key operational

problems.

6. Persistent Cyber Training Environment (PCTE)

The PCTE will be the Department’s primary Cyberspace Operations training and certification

source. By the end of Phase II (FY 2024-2028), the PCTE will support end-to-end (individual-to-

collective) training for the full range of cyberspace forces, both Cyberspace Operations Forces

(COF) and non-COF. The PCTE platform provides a competitive edge over our adversaries and

has the ability to deliver those same advantages to allies and partners. Expanded access to the

PCTE allows Combatant Commands to meet their Theater Security Cooperation goals and

facilitates National Guard cooperation with State Partnership Program nations.

Joint Training, Exercise, and Evaluation Program (JTEEP)

The JTEEP is the Department’s primary way to prepare U.S. forces for globally integrated joint

and combined operations across the competition continuum. It provides resources to Combatant

Commands (CCMDs) and Military Departments to enable individual and collective training of U.S.

forces to improve joint readiness, prepare for high-end joint warfighting, and support day-to-day

campaigning activities. The program requests $696.4 million for FY 2025 to support these basic

endeavors.

The CCMDs use JTEEP funding for both warfighting preparedness and day-to-day competition.

Annual funding for JTEEP enables the execution of over 100 major CCMD exercises that prepare

U.S. forces to execute operational plans, train CCMD staffs in demanding and realistic

environments, provide presence and regional expertise for U.S. allies and partners, and build

relationships and trust. The JTEEP also includes Exercise-Related Construction (ERC) funding

to build exercise-related infrastructure needed by U.S. forces participating in joint exercises.

The notable functions and elements of the JTEEP enterprise are highlighted below supporting the

Combatant Commands.

• U.S. Africa Command (USAFRICOM): JUDICIOUS RESPONSE is the Command’s premier

exercises, and the means by which the Combatant Commander links the Joint Exercises

Program to the Joint Warfighting Concept. On alternating years, JUDICIOUS RESPONSE

certifies USAFRICOM’s ability to serve as the Joint Forces Command, and U.S. Army Europe

and Africa’s ability to serve as a Joint Task Force. JUDICIOUS RESPONSE also integrates

USAFRICOM with the globally integrated operations, including the Globally Integrated War

Game, Globally Integrated Exercises, and Globally Integrated Campaign of Learning. The

USAFRICOM, in its support to the Joint Warfighting Concept, will seek to create dilemmas for

U.S. adversaries, prevent strategic distraction, and facilitates access, basing, and overflight

across Africa. In addition, USAFRICOM is synchronizing multiple regional JTEEP events to

operationalize the Command’s East and West Africa approaches and emphasizes all domain

competencies. In the West, USAFRICOM is aligning AFRICAN LION’s all-domain activities,

OBANGAME EXPRESS’ maritime activities, and FLINTLOCK’s special operations countering

violent extremist organizations (CVEO) activities. In the East, USAFRICOM is aligning

JUSTIFIED ACCORD’s land-force activities with CUTLASS EXPRESS’ maritime activities. In

the south, the Command is making efforts to strengthen relationships with South Africa and

other Southern African Development Community partners and are alternating Exercise

SOUTHERN / SHARED ACCORD between Botswana and South Africa. Aligning these

JTEEP events increases strategic impact, amplifies the U.S.’s strategic messaging, and

demonstrates the capabilities and reach of the Joint Force. The JTEEP resourcing provides

opportunities for the Joint Force to deploy to Africa and train alongside a broad coalition of

Overview – FY 2025 Defense Budget

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allies and partners.

• U.S. Central Command (USCENTCOM): JUNIPER Series and EAGLE RESOLVE are large

operational field exercises focused on Integrated Air and Missile Defense (IAMD) and combat

logistics. These and other USCENTCOM exercises allow the USCENTCOM’s program to

continue as a principal means for the Commander to sustain trained and ready Joint Forces;

support NDS priorities including Strategic Competition; support USCENTCOM Campaign

Plan objectives; exercise designated priority operational and contingency plans; build

interoperability and maintain valuable relationships for access, basing, and overflight

requirements. Without the benefit of theater assigned forces, the JTEEP funds are the means

to provide U.S. exercise participants from the continental United States (CONUS), which has

minimized regional partners concerns over reduced forces within the USCENTCOM region.

• U.S. European Command (USEUCOM): For FY 2025, the USEUCOM will converge their

annual Tier 1 Command Post Exercise (CPX), AUSTERE CHALLENGE, with NATO’s

STEADFAST DETERRENCE, and will be a primary training audience alongside Supreme

Headquarters Allied Powers Europe to increase interoperability with NATO. Dubbed

AUSTERE DETERRENCE 25, this Tier 1 CPX will exercise USEUCOM and NATO command

and control (C2) as it relates to the Defense and Deterrence of the Euro-Atlantic family of

plans within multi-domain, multi-scale operations.

• U.S. Indo-Pacific Command (USINDOPACOM): Exercise NORTHERN EDGE is comprised

of 2 iterations. The first is a 2-week, biennial, multilateral, theater-level field training exercise

conducted every odd fiscal year in Alaska. It features combined operations of large air and

naval forces (supported by ground forces) against all-domain, near-peer adversaries. Its

purpose is to ensure joint tactical warfighting readiness and serve as a venue for joint

experimentation and innovation. The total force participation is ~10,000 personnel including

up to 20 ships and 200 aircraft. The second iteration of NORTHERN EDGE consists of

aggregated combat formations exercising west of the international date line.

• U.S. Northern Command (USNORTHCOM): Exercise VIGILANT SHIELD is an annual, Tier 1

CPX conducted primarily as a Homeland Defense-focused CPX, but may include supporting

Field Training Exercise events. This event includes the Canadian Joint Operations Command

as a full participant, aligns with Globally Integrated Exercises common global scenario, and

links with appropriate CCMD Coordinating Authority Tier 1 exercises (e.g., USEUCOM’s

AUSTERE CHALLENGE or USINDOPACOM’S PACIFIC SENTRY/FURY).

• U.S. Southern Command (USSOUTHCOM): INTEGRATED ADVANCE is an operational

exercise that prepares the USSOUTHCOM enterprise for Globally Integrated Operations

against NDS priority threats. The exercise will focus on integrating operations across multiple

CCMDs and all domains. Additionally, the USSOUTHCOM will sponsor multiple Field Training

Exercises that combine the efforts of critical interagency partners such as the Federal Bureau

of Investigation, Drug Enforcement Administration, Department of Homeland Security, and

Department of State. The integration of these agencies enables USSOUTHCOM to train with

over 30 allies and partners in a whole of government manner that is tailored to counter

activities by External State Actors, Violent Extremist Organizations (VEOs), and Transnational

Criminal Organizations that threaten the stability of the area of responsibility (AOR) and

ultimately the security of the United States. These exercises include TRADEWINDS,

CENTAM GUARDIAN, UNITAS, and RESOLUTE SENTINEL.

• U.S. Space Command (USSPACECOM): Annual CCMD exercises will validate command

readiness and set a path towards Full Operational Capability. The command will conduct an

annual APOLLO GRIFFIN Tier 1 exercise starting in FY 2024, which will be heavily informed

and built around the Joint Warfighting Concept 3.0. The USSPACECOM will also annually

Overview – FY 2025 Defense Budget

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support Command Exercise Response Teams for the Joint Staff’s GLOBALLY INTEGRATED

EXERCISE, USINDOPACOM’s KEEN EDGE/PACIFIC SENTRY exercises, and

USEUCOM’s AUSTERE CHALLENGE/AUSTERE DETERRENCE exercises. All of these

efforts will focus on exercising 1) supported/supporting relationships across CCMDs, 2) the

planning, coordination, synchronization, assessment, and execution of global space

operations and capabilities, 3) trans-regional missile defense, 4) global sensor management,

5) global SATCOM operations management, and 6) the integration of operational plans, and

7) the defense and protection of U.S., Allied, partner, and critical commercial space

operational capabilities within the Space AOR. Concurrently, as able, the command continues

to build supporting relationships to all other CCMDs, allies, and partners through joint space

training and space scenario development. The USSPACECOM is fully nested within the

Large-Scale Global Exercise concept and aims to execute annual field training exercises with

space capabilities.

• U.S. Transportation Command (USTRANSCOM): TURBO CHALLENGE (TC) is

USTRANSCOM’S annual Tier 1 CPX. This exercise focuses on senior leader decision-

making and battle-staff action underpinning USTRANSCOM’s capability to conduct Joint

Deployment and Distribution Enterprise operations to meet wartime contingency or natural

disaster requirements. TURBO CHALLENGE will partner with INDOPACOM in FY 2025 to

further strengthen planning and execution with USINDOPACOM inside of a crisis or conflict.

• Large Scale Global Exercise (LSGE) 25: The LSGE 25 is a Secretary of Defense and

Chairman of the Joint Chiefs of Staff priority exercise that will link multiple CCMDs with allies

and partners to exercise warfighting plans on a global scale. USINDOPACOM will lead the

LSGE 25 as the coordinating authority. The exercise 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 peer adversary. Development and integration of

live, virtual, and constructive training capabilities will be required to execute the LSGE and

close Department-wide joint operational training gaps.

The Secretaries of the Military Departments use JTEEP funding to increase readiness and expand

the joint context of Military Service-specific exercises and training events that include globally

integrated joint and combined operations across the spectrum of conflict where all domains of

warfare are contested. They also leverage the program to develop innovative ways to increase

the effectiveness of Military Service-specific training events and exercises. The program enables

the Services to provide joint capable units to the CCMDs. The major elements of the Service

activities funded by the program 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.

The program resources Service, USSOCOM and Joint Staff J7 joint training and enabling

capabilities to improve interoperability and realism of tactical and operational joint training.

• The Joint Training Coordination Program (JTCP) enables the Services and U.S. Special

Operations Command to participate in the exercises of the other Services, supporting the

development of skills and cross-Service familiarity to operate in a joint environment.

The CCMDs and Military Departments benefit from the Joint Training Enablers that provide

enterprise-level capabilities for modeling and simulation support, networking infrastructure,

individual and collective training, and exercise expertise. The major enablers funded by the

program include:

• Global Joint Training Infrastructure (GJTI) provides modeling and simulation of Command,

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Control, Communications, Computers, and Intelligence (C4I) systems, as well as network,

data, and event support.

• The JLVC Modernization enhances and integrates Joint and Service LVC capabilities into the

existing GJTI to address critical operational training gaps and enable the force to train to and

advance future joint warfighting concepts and capabilities.

• Operational Support to Joint Training conducts JNTC accreditation for Service and

USSOCOM training programs and certifies sites.

• Joint Enterprise Enduring Training Enablers provide replication of low-density, high-demand

capabilities to Service training events.

• The USSOCOM’s Joint Combined Exchange Training (JCET) program conducts overseas,

combined training events whose primary purpose is to prepare newly trained U.S. SOF to

operate in regionally focused operational environments, thereby developing skillsets to

provide tactical level expertise while supporting strategic level objectives. The JCETs

exponentially increase the readiness level of SOF teams to support large-scale combat

operations due to the intense focus on country studies, target analysis, language and culture

familiarity, and regional expertise in the physical and human terrain. The JCETs also support

integrated deterrence to engage allies and partners in key terrain and countries that may not

otherwise allow an enduring U.S. presence.

• Joint Knowledge Online (JKO) develops and delivers content and tools, used by over

2 million personnel, to increase joint context and generate ready forces. The JKO is a

distributed learning platform that provides global access to web-based training and education

tools, and content for responsive, just-in-time individual and staff training opportunities.

• Joint Functional Schools provide individual joint skill training for key skills necessary for the

U.S. Forces to conduct joint, global, multi-domain, and integrated operations, including the

Joint Deployment Training, Joint Targeting School, and Joint Interoperability and Data Link

Training Center.

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4. BUILDING ENDURING ADVANTAGES

INTRODUCTION

The 2022 National Defense Strategy identifies

Building Enduring Advantages to shore up the

foundations for integrated deterrence and

campaigning, through investments in the Total

Force, focus on innovation and rapid

adjustments to new strategic demands, and

efforts to make ourselves more resilient. This

approach calls for investments in the

Department’s Total Force (TF)—recognizing

that the Department needs to attract and recruit

talent to enhance the future workforce and

develop, train, and promote its current

workforce. This effort begins by cultivating the

workforce we need, investing in our most critical

asset, our people. The Budget provides a 4.5 percent pay raise for our military personnel and 2.0

percent pay raise for our civilian personnel, supports recruiting efforts by funding the necessary

and critical expansion of the Joint marketing and advertising capabilities, invests in universal pre-

kindergarten, and ensures continued investment in childcare, spouse employment and other force

multipliers.

To transform the foundation of the future TF, the Department continues to overhaul its force

development, design, and business management practices, investing in cutting-edge

technologies, interoperability, and cost-effectiveness over the longer term, and strengthening

efforts to withstand, recover, and reconstitute the TF in a conflict or other contingency, as well as

rewarding rapid experimentation, acquisition, and fielding. The Department continues to pursue

divestment from systems less relevant to advancing the current force planning guidance and to

support more relevant modernization efforts in the force and the Defense Industrial Base (DIB)

that support that force. By strategically divesting vulnerable platforms and systems that can no

longer be affordably modernized or maintained, investing in and enhancing the workforce,

workforce management, and business management processes, and prioritizing investments that

modernize or grow flexibility for the future, the Department gains advantages that, over time, will

make the Department more flexible, more responsive, and ultimately more capable.

Building enduring advantages means the Department must continue innovating and modernizing,

enabling technical breakthroughs and integrating emerging technologies to strengthen national

security and enhance defense capabilities. Of the $143.2 billion we invest in Research,

Development, Test, and Evaluation (RDT&E), $17.2 billion is dedicated to science and

technology. Within these categories, we invest significantly in maturing artificial intelligence (AI)

and Future Generation (FutureG)/5G programs.

Achieving an enduring advantage also requires investments in the Nation’s DIB. In line with our

strategy, the Department will focus on key industrial base sectors such as microelectronics;

casting and forging; batteries and energy storage; kinetic capabilities; and strategic and critical

minerals and materials. The budget request makes significant investments in all these areas to

create more resilient and secure supply chains.

Finally, climate change and extreme weather events are amplifying operational demands on the

military, degrading infrastructure and systems, and posing risks to supply chains, especially in

austere locations. The DoD recognizes the need for climate adaptation efforts that align with

Sections

• Introduction

• The DoD Strategic Management Plan

• Taking Care of Our People

• Transform the Foundation of the Future

Force

• Make the Right Technology Investments

• Strengthen Resilience and Adaptability

• Addressing Management Institutional

Priorities

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CHAPTER 4 BUILDING ENDURING ADVANTAGES

4-2

warfighting requirements and the Department is investing to enhance combat capability and

resilience, mitigate risk, and deploy new technologies that keep the force on the cutting edge with

the overarching goal to prevent disruptions, enable rapid recovery from extreme weather impacts,

and ensure the DoD’s effectiveness in the face of evolving climate challenges.

THE DOD STRATEGIC MANAGEMENT PLAN

To advance the goals outlined in the NDS,

particularly to shore up the foundations for

integrated deterrence and campaigning, the

Department is moving urgently to build enduring

advantages across the defense ecosystem – the

DoD, DIB, inter-agency, and array of private-

sector and academic enterprises – to spur

innovation and support the systems upon which

our military depends. This requires embracing an

innovative approach to meet emerging strategic

demands – through swift modernization, more

resilient and agile support systems for the

Department in the face of all threats, and

cultivating our talented workforce with the skills,

character, and diversity our Nation needs to

overcome today’s national security challenges.

The Department’s Strategic Management Plan (SMP) for Fiscal Years 2022 – 2026 articulates

the Secretary of Defense’s strategic management priorities, consistent with the NDS,

emphasizing building enduring advantages. It presents the strategic management objectives the

DoD plans to accomplish by providing a framework for describing general and long-term goals,

what actions the Department will take to realize those goals, and how the DoD will address

challenges and risks that may hinder achieving results. The SMP meets statutory requirements

under the Government Performance and Results Act of 1993 (GPRA) Modernization Act of 2010

(GPRAMA), and Office of Management and Budget (OMB) Circular No. A-11, requiring federal

agencies to develop and submit an Agency Strategic Plan.

In addition to the SMP, the Department communicates its commitment to strategic planning and

performance management each year by publishing an Annual Performance Plan (APP) and

Annual Performance Report (APR) concurrently with the President’s budget request. This year’s

edition of the SMP includes the Department’s FY 2025 APP and FY 2023 APR. The

FY 2025 APP complements the SMP’s longer-term planning outlook by linking its strategic goals

and objectives to more short-term operational performance goals, measures, and targets for the

upcoming fiscal year. This year's significant improvement is that for the first time, the FY 2025

APP strategic framework and the Budget Overview Book have the same content structure for

strategic priorities. The FY 2023 APR consolidates prior fiscal year achievements and

performance results across all DoD Components and communicates overall implementation

progress against the SMP. Unclassified versions of the FY 2025 APP and FY 2023 APR can be

found at https://dam.defense.gov/Performance-Mgmt/.

The Department’s SMP articulates the NDS approach for Building Enduring Advantages around

five key strategic priorities:

• Taking Care of our People and Cultivating the Workforce We Need

• Transform the Foundation of the Future Force

• Making the Right Technology Investments

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• Strengthen Resiliency and Adaptability of our Defense Ecosystem

• Address Institutional Management Priorities

For each of these priorities, the SMP also articulates specific strategic objectives associated to

performance goals, measures, and targets, providing the Department with a strategic framework

to inform oversight. As the Department resources these priorities in the FY 2025 budget and

continues implementation of the Building Enduring Advantages approach, the Department will

closely track the implementation of the SMP strategic framework using “Pulse,” the Department’s

authoritative performance management executive analytics dashboard that leverages big data

and analytics tools in Advana.

President’s Management Agenda and Cross-Agency Priority Goals

The President’s Management Agenda (PMA) sets forth the administration’s top priorities for

improving the way Government works. These priorities are:

1. Strengthening and Empowering the Federal Workforce

2. Delivering Excellent, Equitable, and Secure Federal Services and Customer Experience

3. Managing the Business of Government to Build Back Better

Since the PMA’s initial rollout in November 2021, the DoD has provided leadership and expertise

to key cross-agency efforts to develop innovative solutions to address the most pressing

management challenges facing the Federal workforce and the people and communities Federal

Agencies serve. In 2023, the focus shifted to implementation of solutions, including executing

several successful pilot efforts in support of each PMA Priority. The DoD is committed to the

success of these efforts and will continue to support implementation activities through 2024 as

cross-agency teams work to achieve the goals of the Administration’s management priorities.

Performance Improvement Officer Role in PMA Integration

Within the DoD, the Performance Improvement Officer (PIO) and Director, Administration and

Management (DA&M) play a key role in developing and implementing the SMP. Many of the SMP

strategic priorities, strategic objectives, and performance goals directly align to the PMA priorities.

For example, Taking Care of Our People elements are directly linked to PMA Priorities 1 and 2,

and several acquisition and procurement elements of Transform the Foundation of the Future

Force portions align to PMA Priority 3. In addition to ensuring the linkage between the PMA and

SMP, the PIO/DA&M also chairs the DoD / OMB Chief Executive Officers (CXO) Committee, a

supporting tier of the Defense Performance Improvement Council, which helps to align DoD’s

progress on the implementation of the PMA with OMB-led CXO council cross-agency initiatives,

to share best practices on how DoD can support the interagency, and to provide updates to the

DPIC on interagency initiatives.

DoD Engagement in PMA Implementation

As co-Priority Area Lead (PAL) Priority 1 (Workforce), the Deputy Secretary of Defense leverages

the Deputy’s Workforce Council and the considerable expertise of the Department to partner with

other federal agencies in strengthening and empowering the Federal Workforce. In collaboration

with the other PALs, the Deputy, supported by Office of the Under Secretary of Defense

(Personnel and Readiness) (OUSD(P&R)) and OPIO-DA&M, has guided efforts to build a culture

of workforce data across the Federal Government, enhancing the experience for early career

talent and expanding cross-agency hiring. Five new interactive workforce dashboards have been

deployed to the 24 CFO Act agencies, including OPM Federal Employee Viewpoint Survey

(FEVS); Diversity, Equity, Inclusion, and Accessibility (DEIA); Attrition; Time-to-Hire; and Cyber

Workforce dashboards. Pooled hiring solutions have also been implemented for Human

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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Resources Specialists, Data Analysts, Information Technology (IT) Product Managers, IT

Specialists, and entry level IT specialists. The DoD continues to provide significant contributions

in the areas of Federal Communities of Practice (Well-being and Mental Health, Employee

Engagement, and Recruitment Communities of Practice (CoPs)), and continues to lead a Cross-

Agency Priority (CAP) Goal to improve recruitment and retention in mission-critical roles.

The DoD engagement in Priority 2 (Customer Experience) focuses on implementing solutions

supporting the Life Experience “Navigating the Transition to Civilian Life.” Led by the Veterans

Affairs, the Life Experience team is leading the development and implementation of an application

to enhance the experience of Service Members transitioning from military service. Additionally,

the Defense Counterintelligence and Security Agency (DCSA), the primary provider of Federal

background investigations, was recently designated as a Federal High Impact Service Provider

(HISP). Throughout 2024, DoD will continue to support these efforts, focusing on delivering

important solutions for our transitioning veterans and providing excellent customer service to all

Federal Agencies for background investigations.

For Priority 3 (Managing the Business of Government), the DoD has continued to contribute

significantly to developing solutions to improve the Federal acquisition system. The Office of the

Under Secretary of Defense (Acquisition and Sustainment) (OUSD(A&S)) remains engaged with

OMB and other agencies in activities to create a more diverse and resilient Federal marketplace,

including solutions supporting Made in America (MiA). The OUSD(A&S) is also actively engaged

in each of the four pillars of the new Better Contracting Initiative (BCI). The DoD is an active

member of the newly created Council on Federal Financial Assistance (COFFA), which will

address issues of standardization and modernization of the Federal assistance award

infrastructure to provide a better user experience for grantees and improve DoD analytics for

mission performance.

For detailed information and updates on the Defense Department’s contributions to the PMA and

related Cross-Agency Priority (CAP) Goals, please refer to www.Performance.gov.

TAKE CARE OF OUR PEOPLE AND CULTIVATE THE WORKFORCE WE NEED

The DoD TF Workforce (Military — Active, Reserve, and National Guard — and Civilian

personnel) is the foundation of the Department and constitutes its most valued asset. As such,

DoD personnel must have the Nation's full support to ensure the DoD accomplishes the

foundational mission of defending the United States. That means the DoD must have the right

skills and human capital resources in the right places, at the right time, at the proper levels, and

with the right skills to provide for the Nation’s defense, while simultaneously being good stewards

of taxpayers’ dollars. Recruiting, developing, and retaining a highly skilled military and civilian

workforce of diverse talent is essential for warfighting success. The budget submission is

designed to strengthen the ability to achieve a Total Force reflective of the vast diversity and

talents of our Nation, and ensure the Department is prepared to provide the forces needed to

deter attacks and aggression, and keep the Nation secure. We must invest in human capital

initiatives to compete for, hire, develop, and retain highly skilled experts in the ever-changing

talent acquisition landscape.

The FY 2025 budget request will diversify and dynamically shape the workforce's mix of skills and

expertise to meet mission needs cost-effectively now and in the future.

The Secretary of Defense has identified Taking Care of People as one of his top priorities. Only

with the right people and constructive, inclusive workplace practices will we be able to cultivate

the workforce we need. The FY 2025 budget request and investments we are making will help

us recruit, train, develop, and retain a skilled defense workforce capable of addressing a myriad

of national security challenges in a highly complicated and technologically evolving global

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environment. To do this, the Department is committed to providing a competitive compensation

package for those individuals willing to serve their country. Recognizing the importance of the

TF, the FY 2025 budget includes a 4.5 percent pay raise for the military and a 2.0 percent pay

raise for civilian personnel. This commitment is built into the FY 2025 budget request and is

demonstrated by the number of initiatives and programs to support military and civilian members’

professional development and take care of themselves and their families. This includes the

Department's significant efforts to professionally educate its personnel to make them more

effective at performing their duties and improve their ability to thrive throughout the life-cycle of

their career.

The Department is equally committed to strengthening its career skills programs to support

mission readiness and the successful transition of military service members to civilian life through

opportunities such as off-duty voluntary education, credentialing programs, registered

apprenticeships, and SkillBridge. These programs ensure military service members can better

plan their career development, build upon their skills, and receive credit that translates into their

military and post-military careers. The DoD is committed to validating these skills and abilities

against external standards.

The Department also remains dedicated to ensuring the health and safety of its personnel, which

requires an enduring culture of safety with overarching safety governance supported by regular

and consistent reporting. The FY 2025 budget includes resourcing requirements based on the

2020 National Commission on Military Aviation Safety to establish and implement uniform safety

data collection standards and processes for improved reporting and analysis in support of mishap

prevention activities.

Ensuring the participation of a diverse workforce also demands investments in attracting diverse

talents to meet our critical operational mission needs for the 21

century and fill our most

demanding science, technology, engineering, and mathematics (STEM) priorities. Emphasis on

expanding partnerships with Historically Black Colleges and Universities and Minority Servicing

Institutions is focused on leveraging direct

hiring authorities and internship opportunities with

students and graduates from these institutions.

Additionally, the Department supports recruiting by expanding marketing and advertising

capabilities by funding youth-focused joint marketing efforts to grow consideration for military

service among those who likely have never considered service. The Department is also initiating

targeted campaigns towards influencers of underrepresented youth designed to garner support

from key influencers to remove potential barriers for proposed youth and to foster consideration

for serving among the broader youth market.

Expanding capacity and access to childcare also remain a top priority. The FY 2025 budget

request of $33.5 million supports childcare workforce initiatives to include redesigned childcare

provider compensation, modernization of the childcare workforce, and the addition of special

needs inclusion coordinators. FY 2025 is the first year of the Department’s multi-year plan. The

Department will invest $169 million to construct four child development centers. The Army will

invest in three child development centers (Fort Liberty, North Carolina; Fort Meade, Maryland;

and Germany), and the Air Force will invest in one child development center (Mountain Home Air

Force Base, Idaho).

4.5 percent military and 2.0 percent civilian pay raises – building on top of the

10 percent increase implemented over the previous 2 years

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CHAPTER 4 BUILDING ENDURING ADVANTAGES

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Military Compensation

Comprising roughly 30 percent of the DoD budget, military pay and benefits, including healthcare,

housing allowances, DoD schools, commissaries, child-care, 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, and these investments are

necessary to maintain our competitive advantage. A robust pay and benefits package must be

sustained to ensure the best warfighters are available to defend the Nation.

Military pay and benefits funding grows by $3.0 billion over the FY 2024 request level. This

increase includes funding for a 4.5 percent military pay raise, which builds on the 10 percent pay

increase implemented over the last 2 years and is critical 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 2025 Total Force end strength decreases by 5,700 from the FY 2024

authorized level but will increase by 5,051 from the currently projected FY 2024 levels. This slight

increase accounts for the recruiting challenges the Department is currently experiencing. The

Department prioritizes various initiatives to address recruiting challenges, such as the annual

basic pay raise proposal. The FY 2025 budget requests funding for a full range of compensation

programs, including monthly special and incentive pays. Not only will the Department be using

monetary benefits for Service members, but it will also take on initiatives to expand the applicant

pool for recruits and improve marketing efforts incentivizing individuals to join the military.

Strengthening Economic Security in the Force

Economic security of Service members and military families is critical to mission readiness and a

priority for the Secretary of Defense. Military compensation must remain competitive with the

private sector, and the FY 2025 budget request addresses the high stress and demands on the

force, the current labor market, and inflationary pressures. Actions taken across the Department

include but are not limited to, increased basic allowances for housing and subsistence;

adjustments to the basic needs allowance program; increased access to healthy food on

installations and throughout the commissary system; and improved availability of financial

readiness.

The Department is implementing solutions to aid those in need. The budget includes funding for

the Secretary’s Taking Care of People Initiatives, specifically enhancing allowances to make

moves easier. These enhancements will help to address the costs that can strain budgets and

cause financial uncertainty during frequent moves. Specifically, in the permanent change of

station (PCS) program, the Department has increased Dislocation Allowances for our most junior

enlisted members (E-1s through E-6s) and shifted the payment forward, ensuring Service

members have access to funds one month before moving. In addition, the standard time limitation

for Temporary Lodging Expenses has been increased by 40 percent, allowing Service members

additional time to transition between locations when moving.

The Department is also reviewing overseas tour lengths and extending prescribed ones where

feasible. In addition, the Department implemented the Basic Needs Allowance in January 2023

It increased the eligibility threshold 6 months before being directed to in the National Defense

Authorization Act (NDAA) for FY 2023, in July 2023. With the understanding that a military

family’s economic security is essential not only to a Service member’s well-being but to command

“Our people rise to every challenge. And I am determined to do right by them,

and their families.”

- Secretary of Defense Lloyd J. Austin, Reagan National Defense Forum, December, 2023

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climate and mission readiness, the Military Departments and Service leadership are taking action

to educate leaders at all levels of command on how to identify Service members experiencing

economic insecurity and direct them, and their spouses, to military and community resources.

Department support in this area includes, among other things: financial assessments and

counseling; improved access to and increased assistance with childcare; education subsidies and

employment support for spouses; and increased access to nutritious and affordable food options.

These efforts are designed to reduce stigma, normalize financial help-seeking behaviors, and

improve stability for Service members and families. The Department created a web-based

Economic Security toolkit for commanders and service providers on Military OneSource to provide

military leaders with existing resources and flexibilities to address housing availability, financial

well-being, and food security.

In addition to the changes made to BNA in FY 2023, the FY 2025 budget request includes

$245 million to raise the income eligibility threshold for the Basic Needs Allowance (BNA) from

150 percent to 200 percent of the Federal Poverty Guidelines. This proposal would help ensure

that servicemembers would not have to rely on the Supplemental Nutrition Assistance Program

(SNAP).

Military family economic well-being is crucial to maintaining an all-volunteer force. On

June 9, 2023, President Biden signed Executive Order (EO) 14100, Advancing Economic

Security for Military and Veteran Spouses, Military Caregivers, and Survivors, to ensure that the

Federal Government is an employer of choice for military-connected families. This EO directs

Executive Departments and agencies to strengthen their ability to recruit, hire, develop, promote,

and retain this skilled and diverse talent pool. This Government-wide Military-Connected Plan will

measure success for the recruitment, hiring, and retention of military-connected families; enhance

support for the retention of military spouses in Federal careers; develop legislative proposals to

eliminate barriers to the employment of military-connected families in the Federal workforce;

market the talent, experience, and diversity of military-connected families to agencies; and

develop a data-driven approach to increasing transparency and accountability in hiring and

retention.

The Department also works across the Federal government to build collaborations and identify

underlying issues. The Department is participating in a Federal interagency policy sub-committee

sponsored by the White House Joining Forces’ initiative to review and promote resources that

address food insecurity in the military. Further analysis and data collection are ongoing to inform

the Department’s efforts in this area, including a formal partnership with the United States

Department of Agriculture and a separate qualitative study examining food access on and near

military installations. The actions taken to date are not all-inclusive. As the Department increases

our knowledge of the underlying issues that undermine the economic security of the force, we will

modify our response accordingly.

Community Outreach and Engagement

The Junior Reserve Officers’ Training Corps (JROTC) is a valuable youth development program

emphasizing self-esteem, teamwork, and self-discipline in our secondary schools and

communities nationwide. Students collaborate, reflect, and develop critical thinking skills while

learning and applying competencies in real life. The JROTC bridges civil-military relations and

improves perceptions of DoD, the values of public service, and the propensity to serve.

The

FY 2025 President’s Budget requests an additional $2 million to maintain the increased oversight

improvements the Department made in FY 2024 and maintains the number of program locations.

These resources will allow the Department to achieve a 1 to 30 Service to school oversight ratio

directly supporting annual, in-person program evaluations. The budget supports expanding the

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Department’s capacity for processing Tier 1 with Child Care Investigation for Non-Sensitive

Positions contributing to the safety of all JROTC program participants.

DoD Civilians

The FY 2025 budget request ensures a properly sized and highly capable civilian workforce is

aligned to the DoD mission and workload and is shaped to reflect changes commensurate to

support the Department’s military force structure. As a part of the Department’s Total Force (TF)

and critical enablers of our warfighters, DoD civilians serve various roles at locations around the

United States, overseas, and around the globe. Civilians perform functions such as intelligence,

equipment maintenance, medical care, family support, base operating services, and other

activities directly supporting the military forces and the Department’s readiness.

While the DoD civilian workforce possesses capabilities, expertise, and skills that directly impact

the DoD’s operational warfighting capabilities, it is not immune to the current economic challenges

of recruiting and retaining civilian employees. The Department continues to improve recruiting

and retention metrics by continuously reviewing, recommending, and leveraging the use of new

and/or existing hiring flexibilities, professional development opportunities, and personnel

incentives available. This effort best positions the Department as the employer of choice when

recruiting, retaining, rewarding, and developing the civilian workforce to support the warfighters

while encouraging innovative best practices throughout the armed forces.

The FY 2025 direct hire civilian pay and benefits budget increased by approximately $3.3 billion

over the FY 2024 requested level. The budget supports a 2.0 percent civilian pay raise

(2.9 percent annualized), which builds on the 10 percent pay increase experienced over the last

2 years combined and will continue DoD’s efforts to acquire the most talented workforce and

remain competitive. Continued use of flexible hiring authorities, incentives, special pay rates, and

workforce development programs discussed above remain crucial to growing and ensuring

workforce readiness.

Our investments in the civilian workforce focus on the importance of Federal employees as an

element of the Department’s TF, and the FY 2025 budget supports numerous efforts to advance

and strengthen this critical talent.

• The Department supports strengthening the national security workforce, consistent with the

President’s National Security Memorandum (NSM-3), “Revitalizing America’s Foreign Policy

and National Security Workforce, Institutions, and Partnerships.” The Department developed

an agency action plan with specific actions to achieve NSM-3 goals, including to strengthen

civilian recruitment and retention and close critical skill gaps.

• The Department continues to prioritize efforts to strengthen talent management by elevating

governance and oversight to the Deputy Secretary of Defense level and developing a broader

program framework to incorporate all aspects of talent management. To further these efforts,

the Department appointed a DoD Chief Talent Management Officer (CTMO) to lead and

implement transformational changes in the development and execution of talent acquisition

and management strategies. Additionally, the CTMO continues to build talent teams at the

Enterprise- and Component-level, and expand skills-based hiring through valid assessments

that measure the ability to perform the position's duties, rather than solely relying on the

candidate’s self-assessment and education.

• In FY 2024, the Department funded the DoD Workforce Incentive Fund (CWIF) with

$20 million to attract and retain employees with specific and/or superior qualifications or

skills. The FY 2025 budget request includes continuing funding for the CWIF ($22.5 million),

with a portion of these resources allocated for student loan repayment incentives.

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• The Department pursues investments to further promote and expand internship opportunities

to support entry and early career-level recruitment programs. These programs provide an

avenue to bring in different perspectives and a continuous pipeline of diverse talent.

• To address timeliness in recruitment and onboarding, the Department is collecting and

analyzing by-segment hiring data to identify and improve process bottlenecks. The CTMO

uses these results to develop enterprise-level hiring, insights, and behaviors, driving strategic

process improvement and hiring and talent management efficiencies.

• Furthermore, the Department will continue establishing and expanding work role coding to

define needed critical talent beyond the traditional occupational series coding. The DoD will

continue focusing on areas of priority in the future, including digital, cyber, engineering, and

technological sciences, along with others.

• Lastly, the Department invests additional resources to articulate and promote the DoD Civilian

Careers employer brand to attract high-caliber talent in cyber, STEM, and all occupational

areas where civilian employees drive mission success. Every element of the TF brings unique

strengths to the Department, such as providing organic skills, expertise, and institutional

continuity. Effective and appropriate use of civilians allows the Department to focus its

Soldiers, Sailors, Marines, Airmen, and Guardians on the tasks and functions that are

genuinely military essential—thereby enhancing our warfighters’ readiness and operational

capability. There is no “one-size-fits-all” aspect to the TF. The Department recognizes that

concerns have been raised over the size, composition, and costs of its civilian workforce and

is committed to right-sizing and optimizing its TF utilizing the latest technological capabilities

– to include military, civilians, and contracted support – to achieve mission effectiveness and

deliver warfighting capability and readiness.

To that end, the FY 2025 budget request takes prudent, well-reasoned actions to shape the

civilian workforce, maintaining a workforce that fully supports the National Defense,

Administration and Department priorities. This includes continuously resourcing the cyber, digital,

and innovation workforce by improving and accelerating recruiting, upskilling, reskilling, and

retaining tech-savvy civilian talent. Additionally, there is an emphasis on efforts to train

professionals on sexual harassment and assault and suicide prevention workforce, and

expanding diversity, equity, inclusion, and accessibility initiatives.

The Department estimates the number of direct hire civilian Full-Time Equivalents (FTEs)

(excluding Cemeteries and Foreign National Indirect Hires) will increase slightly by 0.1 percent,

from approximately 795,027 in FY 2024 to 795,432 in FY 2025. Consistent with title 10

requirements and annual appropriations guidance, the Department’s FY 2025 budget request for

civilians is predicated on requirements and workload. Concurrently, and to better inform our

future years defense program, the Department is undertaking a comprehensive review of not only

of our civilian workforce, but also our TF, and doing so through the lens of requirements to ensure

we are consistently applying resources most effectively and efficiently to our most critical and

compelling needs related to readiness, warfighting capabilities, and meeting the pacing threats

and imperatives of the NDS. As part of the review, the Department assesses how artificial

intelligence, machine learning, additive manufacturing, autonomous and remotely operated

platforms, predictive analytics, big data, and other emerging technologies can help us achieve

our mission while optimizing our workforce and resources. Simultaneously, successfully

implementing and operationalizing these technologies requires a highly skilled and motivated

workforce and the funding necessary to acquire the new technologies based on cost-conscious

factual requirements and sound data to improve our ability to recruit, develop, and retain such a

workforce. This must be predicated on well-reasoned and analytically based decision-making,

not arbitrary reductions or artificial suppression of the civilian workforce. The Department’s

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FY 2025 civilian budget request recognizes those factors.

The Department’s talent management efforts will continue to pursue options to narrow the talent

gap between defense strategy and emerging technologies. The FY 2025 budget supports these

efforts and ensures that strategic workforce planning, and human capital management activities

support the Department’s need to shape a professional, agile, and capable civilian workforce

ready to meet mission-critical needs now and emerging future mission requirements.

Figure 4.

1 Civilian FTEs

Program

FY 2024

Request

FY 2025

Request

Percent

Change

Army 184,566 184,363 -0.1%

Navy 215,019 218,196 +1.5%

Air Force 177,997 174,979 -1.7%

Defense-Wide 217,445 217,894 +0.2%

Total DoD 795,027 795,432 +0.1%

U.S. Direct Hires 777,785 777,735 -0.01%

Foreign Direct Hires 17,242 17,697 +2.6%

Excludes Cemetery Expense and Foreign National Indirect Hire (FNIH) FTEs and

includes Foreign Military Sales FTE allocation

Numbers may not add due to rounding

Building Resilience and Force Readiness

We enhance force readiness and develop the capabilities to protect America when we fully

embrace diversity of backgrounds, experiences, and thoughts. The Department will lead with our

values—building diversity, equity, and inclusion into everything we do.

Managing the Military Health System

The Military Health System (MHS) is one of America’s largest and most complex health care

institutions. At the same time, it is the world’s preeminent military health care delivery operation.

The MHS saves lives on the battlefield, combats infectious diseases globally, and provides health

services to approximately 9.5 million beneficiaries composed of uniformed service members,

military retirees, and family members. The MHS leverages its facilities and relies on the private

sector for additional capability and capacity to accomplish this multifaceted mission. The MHS

enables the National Defense Strategy by providing a Total Force that is medically ready for

combat and resilient to obstacles and attack in a multi-domain environment to protect the security

of the American people, our economic prosperity and opportunity, and defend the values at the

heart of the American way of life. Performing much more than combat medicine, the MHS weaves

together health care delivery, medical education, public health, private sector partnerships, and

cutting-edge medical research and development.

The MHS readiness mission spans a broad portfolio of operational requirements, including

combat casualty care, disaster relief, global health engagement, and humanitarian assistance.

“We will continue to recruit and sustain a uniformed and civilian workforce

that embodies the diversity and dynamism of our great democracy – because

our people are the bedrock of a strong national defense.”

- Secretary of Defense Lloyd J. Austin III, Message to the Force, March 2, 2023

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CHAPTER 4 BUILDING ENDURING ADVANTAGES

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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,

robust research capabilities, and training platforms customized for all members of the diverse

health care team. The MHS ensures America’s active duty and reserve-component personnel

are healthy to complete their national security missions. The MHS provides a platform for Army,

Navy, and Air Force medical professionals to ensure that all active and reserve medical personnel

are trained and ready to provide medical care in support of operational forces worldwide.

The Military Health Care Budget

The MHS fosters, protects, sustains, and restores the health of Active Duty and Reserve

Component Forces to support the mission. The MHS provides the direction, resources, health

care personnel, and other means necessary for promoting and improving the health of our

country’s fighting forces, their families, and those who served and retired. These include actions

to develop and promote health awareness issues to educate beneficiaries, discover and resolve

environmentally based health threats, provide comprehensive health care services (including

preventive care and intervention services), perform comprehensive health surveillance, and

improve the means and methods for maintaining the health of the beneficiary population by

constantly evaluating the performance of health support. The funding and personnel to support

the MHS’s mission is called the Unified Medical Budget (UMB). The Department’s investment in

the UMB reflects its commitment to ensure timely, safe, and effective medical care delivery to our

beneficiaries.

The FY 2025 UMB request is $61.4 billion, up 4.6 percent from the FY 2024 budget request. The

difference between FY 2024 and FY 2025 within the DHP is driven predominately by the

investment in military medical treatment facilities (MTFs) to sustain the direct care capabilities

and investments in modernizing electronic health records/digital health. Within the FY 2025 DHP

request, $20.6 billion, or 51 percent of the total request, is for Private Sector Care supporting the

provision of the TRICARE benefit to the DoD beneficiary population. Finally, health care accruals

Figure 4.2. Military Health Care Funding

($ in billions)

Program

FY 2024

Request

FY 2025

Request

Defense Health Program (DHP)

38.4

40.3

Military Personnel

9.2

9.5

Military Construction

0.5

Health Care Accrual

10.6

11.0

Unified Medical Budget

58.7

61.4

Treasury Receipts for Current Medicare-Eligible Retirees

12.1

13.7

Funded in Military Personnel & Construction accounts.

Numbers may not add due to rounding

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.

Transfer receipts in the year of execution to support 2.6 million Medicare-eligible retirees and family members.

The Fiscal Year 2025 budget request for military medicine is $61.4 billion – a

4.6 percent increase from the Fiscal Year 2024 request. The $61.4 billion is the

Unified Medical Budget amount which includes the Defense Health Program

appropriation request, Military Personnel costs, Military Construction costs,

and Health Care Accrual contributions from the Services to the Medicare

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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funding increase in FY 2025 due to actuarial updates for actual claims experience and updates

to other actuarial assumptions as approved by the DoD Board of Actuaries.

The Department continues to pursue efforts focused on internal business process improvements

and structural changes at the Military Treatment Facilities to find greater efficiencies. We continue

modernizing clinical and business processes and streamlining internal operations to support

healthcare delivery in the direct care system.

Continued Transformation of the MHS

The NDAAs for FY 2017, FY 2019, and FY 2020 contained language to drive various structural

and management reforms within the MHS. Additionally, the MHS has faced numerous challenges

and transformations in recent years. Despite these obstacles, the MHS continued delivering

critical health services for the DoD, most dramatically on the battlefield and during the COVID-19

pandemic. As we come out of two decades of war and manage the dramatic changes COVID-19

wrought on global health, we recognize a strategic imperative to rebuild our military and civilian

medical workforce and resource the MHS.

The DoD leadership determined the most effective way to take care of our people, support the

National Defense Strategy, increase clinical readiness, mitigate risks to requirements, and reduce

long-term cost growth in private sector care is to reattract beneficiaries to Military Treatment

Facilities (MTFs) and maximize medical education and training pipelines. Reattracting care to

MTFs and Dental Treatment Facilities (DTFs) requires a stable, predictable workforce sufficiently

staffed, trained, and routinely available to provide health care to our beneficiaries. Rebuilding

medical capabilities and providing increased support to our clinical personnel is critical, but it will

take time and focused effort to accomplish while continuing to ensure necessary operational

medical support.

The FY 2025 President’s Budget provides key resources for the MHS by focusing on improving

access to services for our patients by better integrating the direct and purchased care systems.

This system will continuously improve, ensuring success in supporting Service members who are

fit to fight; medical professionals who are ready to support them in training and on the battlefield,

and provide outstanding outcomes for all those who serve.

In doing so, the MHS focuses on four key areas:

1. Take Care of Our People. Healthy, educated, and trained people take better care of

people. We must restore the well-being of our health care personnel so that they are

ready to provide the best care and the best support for those who go into harm’s way.

2. Stabilize the MHS. The realignment of medical personnel, a volatile health care economy,

and a new electronic health record created challenges to care for our beneficiaries and

impacted our ability to generate and sustain medically ready and ready medical forces

efficiently. The MHS is self-correcting and recovering from these challenges quickly and

with purpose, driven by senior leadership.

3. Modernize the MHS. Health systems worldwide must transform to keep up with rapid

innovation. A complex and challenging national security landscape requires us to

streamline and reform health care delivery to make the best, most effective use of our

nation’s resources.

4. Integrate MHS Capabilities. Resources must be strategically applied to effectively and

efficiently deliver the five integrated military health service capabilities: first responder

care, forward resuscitative care, enroute care, theater hospitalization, and definitive care.

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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MHS Information Management and Information Technology

The Defense Health Agency (DHA) is building a modernized, integrated, and resilient Health

Delivery System, focusing on Digitizing healthcare for the MHS. The Information Management /

Information Technology (IM/IT) portfolio within the Defense Health Program provides the

transformational technology enablers critical to DHA’s modernization goals for the MHS. The

FY 2025 budget request includes $0.5 billion to support the continued modernization efforts of

the MHS, addressing the MHS Enterprise's aging infrastructure, degraded MTF operational IT

support, and mounting technical debt.

Digital Health Strategy

As the MHS looks ahead to a new strategic and technological environment, we must aggressively

harness new and emerging digital health technologies. The surge in digital health care across

the United States and with our allies and partners in response to the COVID-19 public health

emergency provided valuable lessons on the accessibility of digital health, particularly its impact

on health outcomes, equity, and costs. Many other potential benefits of a digital transformation

in the MHS remain unknown or at least unexplored. While digital health transformation represents

paradigm-shifting opportunities for the MHS to reimagine health care, simply layering digital

technologies on top of the current model will not lead to large-scale improvement. Successfully

implementing a digital health transformation requires fundamentally rethinking health care

delivery day-to-day, operationally, and even in combat. The FY 2025 budget lays the groundwork

for the digital transformation strategy informed by industry-leading practices, requirements, and

input from the Office of the Secretary of Defense (OSD), Joint Staff, Military Departments, and

the Defense Health Agency.

Strengthening Military Families

The Department, in alignment with major Administration and Secretary of Defense priorities such

as “Taking Care of our People” and “Joining Forces – Strengthening America’s Military Families,”

will keep faith with military members and their families by continuing to provide military family

assistance through a robust Military Family Readiness System that includes child care, youth

development and school liaisons, support for family members with special needs, relocation

assistance, non-medical counseling, Morale, Welfare, and Recreation (MWR), spouse

employment, and 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. Moreover, it reflects the DoD’s commitment to

continue improving Service member wellness and delivery of prevention and response efforts

within the broader context of integrated prevention, which targets factors contributing to multiple

readiness-detracting behaviors. The Department continues to promote and support spouse

employment initiatives, including the noncompetitive military spouse employment program and

military spouse preference for relocating spouses of active-duty members.

Additionally, using the authority provided in section 625 of the FY 2022 NDAA to implement a

Direct Hire Authority for military spouses at locations outside of the United States. 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. The Department also continued the Military Spouse Career

Accelerator Pilot (MSCAP) to support spouse employment. The MSCAP places military spouses

into 12-week, paid fellowships across the corporate landscape to transition from fellows to full-

time employees. Military OneSource, a 24/7 information and assistance service, links military

members and their families to resources and support and preemptively provides nonmedical

counseling to address stressful situations. The Morale, Welfare, and Recreation program

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

4-14

provides much needed recreational and fitness resources for all family members to promote

overall well-being. These are just a few examples of the support network designed to ensure that

military members can confidently attend to the larger Defense mission, as the Department

recognizes that family readiness is a key enabler to mission readiness.

• The FY 2025 budget request includes $10.6 billion for military family support programs. The

$0.4 billion net increase from the FY 2024 request for military family support programs is

primarily driven by increased funding to expand non-medical counseling to support the Suicide

Prevention and Response Independent Review Commission’s (SPRIRC) recommendations

addressing stigma and other barriers to care. A primary component of the Department’s vision

for childcare also includes an additional FY2025 budget request of $33.5 million to modernize

the childcare workforce. Initiatives include redesigned childcare provider compensation,

modernization of the childcare workforce, and the addition of special needs inclusion

coordinators. These actions will contribute to the availability of childcare for eligible sponsors,

i.e., active duty military, active duty combat-related wounded warrior, child development

program staff, DoD civilian, Coast Guard civilian, Gold Star spouse, DoD contractor, other

Federal employees, deactivated guard/reserve personnel or inactive guard/reserve in a

training status, military retiree, and other sponsor types based on an installation’s policy.

Figure 4.3 summarizes of the Department’s FY 2025 budget request for these programs. Key

programs are:

• Child Care and Youth Programs: Includes funding for child development programs, which

serve up to 180,000 children annually in both installation and community programs, and for

youth, teen, and school-liaison programs, which serve over 890,000 military-connected 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 nonmedical

counseling support services for Active Duty, National Guard, and Reserve members and their

families.

• Commissary: Includes funding for the Defense Commissary Agency to operate

235 commissary stores on military installations worldwide, employing about 11,500 civilian

employees and offering at least 25 percent savings to authorized patrons compared to the

local marketplace.

• Department of Defense Education Activity (DoDEA) Schools: Includes funding to support the

education of students in grades Pre-K through 12

Figure 4.3. Military Family Support Programs ($ in billions)

Program

FY 2023

Actual

FY 2024

Request

FY 2025

Request

Child Care and Youth Programs

1.9

2.1

Morale, Welfare and Recreation

1.7

2.1

1.8

Warfighter and Family Services

2.1

2.0

2.5

Commissary

1.4

1.6

DoDEA Schools (including Universal Pre-K)

2.6

2.7

Total

9.7

10.2

10.6

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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DoD Family and Unaccompanied Housing

The DoD recognizes that the environment in which our Service members live impacts their quality

of life, their ability to do their job, and the Department’s ability to recruit and retain the force. We

are committed to ensuring that all DoD housing- whether government-owned, government-

leased, or privatized- meets life, health, and safety requirements, providing a positive living

experience for military personnel and their families.

Military Housing Privatization

Under the Military Housing Privatization Initiative (MHPI) legislation enacted in 1996, the

Department has dramatically improved the quality of on-base housing in the U.S., addressing a

$20 billion family housing maintenance backlog and achieving more than $32 billion in private

development by leveraging about $4 billion in DoD contributions. The Military Departments have

privatized 99 percent (approximately 202,000 units) of their U.S. family housing inventory, as well

as 4,700 unaccompanied housing (UH) apartment units (8,500 bedspaces) on their U.S.

installations.

The Department has made significant progress implementing actions to enhance the MHPI

program and oversight of the private sector MHPI companies who own, operate, and maintain

MHPI housing projects. For example, the MHPI Tenant Bill of Rights (BoR) is fully available at all

but three of DoD’s nearly 200 installations with MHPI housing, while the remaining three MHPI

projects committed to providing the Tenant BoR in full in 2024. The Department is continuing the

Small Installation Privatization Initiative (SIPI) MHPI to address long-term housing requirements

at small geographically dispersed installations such as recent projects at U.S. Army Garrison

Miami and Tobyhanna Army Depot. In addition, the Department has implemented policies,

guidance, and procedures to enhance oversight of the MHPI program, including quarterly

programmatic reviews with each of the Military Departments, uniform housing standards and

inspection requirements, and improved metrics to gauge performance by the MHPI companies.

The Military Departments are taking measures to improve oversight and hold MHPI companies

accountable, to include: revising project business practices for corrective actions; working with

MHPI companies to revise project performance incentive fee metrics and incorporate tenant

satisfaction survey results; establishing housing standards and inspection requirements;

conducting housing inspections with increased frequency; increasing accessibility and

transparency of the maintenance and repair work order system; establishing policies and

procedures for health hazard assessments and mitigation; and refining internal controls and

oversight.

In keeping with the Department’s commitment to ensure a positive quality of life for service

members and their families, the Department’s FY 2025 budget request prioritizes: 1) funding for

the Department’s oversight of the MHPI program/projects; and 2) investment to support the

necessary restructure of financially challenged MHPI projects to ensure that they can meet

sustainment needs and deliver quality housing over the long-term.

The Department’s FY 2025 Family Housing budget request includes $194.0 million for

investments in military family housing privatization and $171.1 million for the Department’s

continued support of MHPI housing oversight and inspections.

Government-Owned and Government-Controlled Housing

The Department owns, operates, maintains or leases approximately 39,000 family housing (FH)

units, most of which are on enduring bases in overseas locations where privatized housing is

unavailable. In addition, the Department’s housing inventory includes approximately

850,000 government-owned and leased UH bed spaces worldwide.

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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The Department’s government-owned and government-controlled (GovO/C) housing is

challenged by significant maintenance backlogs and outdated, deteriorating housing facilities,

highlighted, in part, by the September 2023 Government Accountability Office (GAO) report titled

Military Barracks: Poor Living Conditions Undermine Quality of Life and Readiness. The

Department has begun placing greater priority on funding for its GovO/C housing, but the sheer

size of the existing inventory and historical accumulation of deferred maintenance challenges

these investments.

To overcome these challenges and improve the quality of DoD’s GovO/C housing, DoD must

accelerate our investments and ensure they are appropriately prioritized to have the greatest

impact on the livability of DoD housing. As such, the Department has initiated a Tiger Team to

address on-going and urgent improvements in living spaces for Service members, initially

prioritizing UH and FH for junior enlisted Service members.

The Tiger Team will address the

NDAA for FY 2024 provisions and the issues highlighted by the GAO report. Specific objectives

include making immediate, ongoing, and urgent UH improvements; determining new configuration

and habitability standards; improving accessibility, availability, and reliability of UH metrics to drive

investment decisions; developing standardized preventative maintenance plans and schedules;

and identifying opportunities to improve indoor environmental quality and address facility-related

energy resilience objectives in coordination with other DoD organizations.

The Department is committed to remaining focused and coordinated on its GovO/C housing with

bi-weekly meetings at the Assistant Secretary level to monitor conditions and improvements and

evaluate investment and progress. At an installation level, the Department is improving its day-

to-day management with professional UH oversight by civilian employees or dedicated military

personnel, as directed in the NDAA for FY 2024. This reform will enable UH managers to focus

solely on assessing and inspecting UH conditions, managing work orders for repairs,

communicating with residents regarding repairs, and ensuring that installation maintenance

officials conduct needed emergency and preventive maintenance.

In keeping with the Department’s commitment to provide healthy, functional, and resilient living

quarters for Service members and their families, the Department’s FY 2025 budget request

prioritizes investment in DoD’s GovO/C UH and FH to support mission requirements, address

health and safety concerns, improve quality of life for of our junior personnel, and enhance DoD

oversight.

The Department’s FY 2025 $1.984 billion FH budget request is $43.1 million (2.2 percent) higher

than the FY 2024 budget request ($1.941 billion) and includes $549.9 million for 10 FH

construction projects. The Department’s FY 2025 Military Construction budget request includes

$1.093 billion for 11 UH construction projects, which is $623.7 million (133 percent) higher than

the FY 2024 budget request ($469.3 million).

Ensure Accountable Leadership

The Department is committed to building a safe environment to serve. This includes fully

embracing efforts to ensure the environment is free of any prohibited personnel practices and

strives to eliminate sexual harassment/assault, extremism, and discrimination.

“We are one team, and we don’t have one single teammate to spare. And so

we will not tolerate sexual assault or sexual harassment in the U.S. military."

- Secretary of Defense Lloyd J. Austin III, Reagan National Defense Forum, December 2, 2023

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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Sexual Assault/Harassment Prevention

The DoD aspires to be an employer of choice where all members contribute to the defense of the

Nation. For that to happen, the DoD must ensure the mental and physical safety of all its members

an eliminate sexual misconduct and other behaviors that destroy unit cohesion and overall military

readiness.

The FY 2025 President’s Budget requests $1.2 billion for sexual assault prevention and response

including $651 million to fund the continued implementation of the recommendations of the

Independent Review Commission on Sexual Assault in the Military (IRC-SAM). Significant work

is underway to staff, resource, and professionalize the response workforce to advance victim care

and access to resources. In addition, hiring is underway to build a full-time workforce of over

2,500 dedicated prevention personnel. More than 775 prevention workforce personnel are in

place, which includes approximately 175 prevention personnel in Air Force and Marine Corps who

were in place before the IRC-SAM and around 600 new hires. Examples of other IRC-SAM efforts

include seminal changes to the military justice paradigm, such as the successful stand up of

independent Offices of Special Trial Counsels in each of the Services to significantly strengthen

the independent prosecution of sexual assault and enabling Service members who experience

sexual harassment to access services from a sexual assault victim advocate. The Department

has developed a Prevention Workforce Model, and prevention workforce policy, and has provided

training and credentialing necessary to support the initial cohort of specialized prevention

personnel, with more than 350 receiving their credential in FY 2023. These personnel are the

centerpiece to establishing a robust, integrated prevention system that defeats multiple harmful,

readiness detracting behaviors to include sexual assault and harassment, but also suicide,

retaliation, domestic and child abuse, and other problematic behaviors.

Suicide Prevention and Response

Every death by suicide is a tragedy and weighs heavily on the military community. The

Department is steadfast in its commitment to suicide prevention and the overall well-being of our

Service members and their families. While there has been meaningful progress in some areas,

the rate of suicides in the military is still far too high. Our evolving approach addresses suicide

within the broader context of integrated prevention, which targets factors that contribute to multiple

readiness-detracting behaviors. Current high-priority efforts include reducing stigma and barriers

to seeking help (e.g., career and confidentiality concerns), increasing protective supports (such

as lethal means safety), and ensuring program evaluation of suicide prevention programs is

implemented across the Department as well as advancing data surveillance and analysis.

The FY 2025 budget requests $547 million including an increase of $261 million to implement the

Suicide Prevention and Response Independent Review Commission’s (SPRIRC)

recommendations, as directed in the March 16, 2023, Secretary of Defense memo “Next Steps

on Suicide Prevention in the Military.”

The Department has taken unprecedented action to counter harmful behavior in all its forms,

including suicide, which deepened our understanding of effective prevention and intervention

strategies and resulted in a more comprehensive approach to ending harmful behavior.

DoD’s commitment is to continue improving Service member wellness and delivering prevention

and response efforts. The full implementation of SPRIRC recommendations will occur across

these five lines of efforts:

1. Foster a supportive environment to ensure a healthy, supportive, and fulfilling quality of

life for Service members.

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

4-18

2. Improve the Delivery of Mental Health Care by improving recruitment and retention of

mental health providers and establishing a behavioral health case management workforce

with post-discharge support.

3. Address Stigma and Other Barriers to Care by taking action to expand non-medical

counseling, tele-behavioral health services, and enhancing efforts to integrate mental health

into primary care settings.

4. Revise Suicide Prevention Training through modernizing the content, delivery, and

dosage of suicide prevention training.

5. Promote a Culture of Lethal Means Safety through a comprehensive public education

campaign, funding initiatives for safer ways to store firearms, and making improvements to

reduce risk in barracks and dormitories.

Diversity, Equity, Inclusion, and Accessibility (DEIA)

In policy and in practice, the Department contends that each Service member and civilian

employee should be treated with dignity and respect and allowed to work in an environment free

from unlawful discrimination, harassment, retaliation, or reprisal of any kind. These problematic

behaviors jeopardize combat readiness and mission accomplishment, weaken trust among

personnel, and erode cohesion. Leaders at all levels are responsible for fostering a climate of

dignity and respect that supports diversity, is free from problematic behaviors, and does not

tolerate retaliation or reprisal against those filing complaints. Ultimately, recruiting and retaining

a force with diverse backgrounds, thoughts, experiences, expertise, and education enhances

DoD’s global joint warfighter capabilities fundamental to all DoD activities. The DoD has taken

several actions to strengthen its anti-discrimination posture and advance a culture of dignity and

respect throughout the Department. Notably, the DoD expanded endeavors historically known as

diversity, equity, and inclusion to include a distinct focus on accessibility to highlight the

importance of an accessible workplace and further ensure equal opportunity for all. It also

conducted the inaugural Talent Management Innovation Challenge to capture the diversity of

thought, experience, background, and capability offered by the total force and bring forth new

ideas on improving talent management and diversity across the Department. To inform decisions

regarding the Department’s strategies to invest in its people and culture, central to mission

accomplishment, and in how we shape and conduct operations we collected research and data

from DoD, industry, and academia that demonstrates how leveraging the diverse strengths of the

Total Force contribute to mission success.

The FY 2025 President’s Budget request demonstrates the Department’s commitment to DEIA

and includes $162 million for dedicated DEIA activities. This funding across the Military

Departments, the OSD Office for Diversity, Equity, and Inclusion, and the Defense Equal

Opportunity Management Institute is investing in programs and initiatives aimed at furthering

DEIA, and incorporating DEIA values, objectives, and considerations in how we do business and

execute our missions. With the publication of the DEIA 2023-2027 Strategic Plan along with the

DEIA Risk Report later this year, the Department will provide actions and priorities to advance

DEIA – ensuring our entire workforce lives by fundamental values that bolster unit cohesion, fortify

individual and collective strengths, promote innovative solutions to complex challenges, and

culminate in efficient mission execution. These are principles that are critical to all four NDS

priorities. They are not simply about building a workforce; they are the cornerstone of the human

element of warfighting and national security. Ensuring diversity of backgrounds, thoughts

experience, expertise, and education is critical to enhanced global joint warfighter capabilities

fundamental to all DoD activities.

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

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Insider Threat Program (InTP)

The Department is dedicated to pursuing advanced insider threat mitigation capabilities integrated

with security reform and personnel vetting efforts. The FY 2025 budget request further includes

$130 million to strengthen the DoD Insider Threat Program (InTP) oversight, capabilities, and

resource commitments. These resources will maintain and sustain the Department’s capabilities

to deter, detect, and address insider threat behavior areas of espionage, terrorism, workplace

violence, suicide, and domestic violence before they manifest into harmful effects to the

Department’s workforce and missions. Resources supporting the InTP mission will be used for

the development of an enhanced enterprise case management system, analytic tools for insider

threat analysis, information-sharing with other security activities, assessment of DoD Component

Insider Threat Programs, and a DoD Workforce Insider Threat Hotline to receive Department-

wide reports and promulgate them to appropriate insider threat hubs. Components will also field

and mature capabilities to detect and deter violent behaviors and conduct behavioral threat

analyses. The Joint Management Office for Insider Threat and Cyber Capabilities (JMO-InTCC)

was established by the Secretary of Defense and is in the process of standing up. The JMO-

InTCC is an integrated approach to advancing cyber tools and insider threat analysis, overseeing

user activity monitoring and improving threat monitoring across all DoD networks. Implementing

these capabilities will improve the Department’s ability to protect DoD resources, personnel,

installations, and information from evolving insider threats and support Department-wide

readiness.

Safety

To build enduring advantage, we must protect and preserve our resources and capabilities, and

ensure the safety and health of our greatest asset, the Department’s military and civilian

personnel. This commitment to ensuring safe operations throughout our installations is also

essential for meeting the Department’s recruitment and retention goals. The FY 2025 budget

request includes resourcing for statutory and regulatory requirements to implement

comprehensive safety and occupational health programs effectively and to enhance combat

capability and warfighter readiness across all operations, including: Safety and Occupational

Health staff to manage safety programs and provide proactive risk management guidance to

commands, perform surveillance and risk mitigation activities, and develop and implement the

information management capabilities to support these functions. The budget request comprises

resources to elevate safety Department-wide and establish, implement, validate, and analyze

consistent safety data collection standards and processes.

The Department’s senior safety governance forum, the Defense Safety Oversight Council

(DSOC), guides the DoD-wide efforts to continually improve and promote an enduring safety

culture in operational and training settings, prevent fatalities, injuries, occupational illnesses, and

loss of assets from non-combat mishaps, both on- and off-duty, manage safety hazards, and

ensure actionable, enterprise safety data is accessible to support DoD’s business processes for

managing and minimizing safety risks. To identify risk mitigations and support resource decisions,

standardized historical and future safety data will be integrated and analyzed with readiness,

training, maintenance, medical, and other information. The FY 2025 budget request includes

resources for the Military Departments/Services to continue implementing the 2021 report on the

National Commission on Military Aviation Safety recommendations. Requirements also include

investing in safety technologies and innovative solutions to support the preservation of human

and physical resources.

Overview – FY 2025 Defense Budget

CHAPTER 4 BUILDING ENDURING ADVANTAGES

4-20

TRANSFORM THE FOUNDATION OF THE FUTURE FORCE

Enduring advantage is found at the intersection of technological innovation and battlefield

requirements. Built on America’s immense well of private-sector, academic, and defense

innovation, and informed by constant feedback in interactions with the Joint Staff, military

services, combatant commands, and forces down to the small-unit level, the Department’s

science and technology enterprise researches, develops, and demonstrates solutions to the

military challenges we face in this era of strategic competition. The FY 2025 budget request

addresses those challenges both in the immediate term, by investing in programs that rapidly

adopt commercial solutions to provide rapid solutions to fighting forces, and for the long term, by

investing in basic research and “leap-ahead” technologies that will underpin enduring advantage

in the decades ahead.

The Department’s efforts to discover, develop, and field technological solutions to military

problems must accelerate. The FY 2025 budget continues longstanding initiatives such as the

Defense Advanced Research Projects Agency (DARPA) while investing in new efforts to leverage

America’s strong private capital markets, innovative small businesses, and thriving commercial

tech sector to put advanced tools in the hands of today’s battlefield forces and invest in

technologies that will matter for decades to come.

Replicator Initiative

In late August and early September 2023, Deputy Secretary of Defense (DSD) Hicks announced

the Replicator Initiative. Led by the Deputy and the Vice Chairman of the Joint Chiefs of Staff,

the Replicator initiative is DoD’s effort to accelerate the rapid fielding of capabilities needed by

warfighters. Replicator builds on multiple efforts to add urgency to defense innovation and avoid

systemic roadblocks.

• Replicator will deliver capability to our warfighters at a speed and scale relevant to the

character and tempo of today’s fight. Moreover, the Replicator Initiative is about a process,

institutionalizing the leadership focus and whole-of-department engagement that yields

acceleration and dismantling institutional barriers—to help deter major conflict and win if

forced to fight.

• The Defense Innovation Unit (DIU), through its elevation as a direct report to the Secretary

and role chair of the Deputy's Innovation Working Group, has been tasked to help lead this

initiative, and in coordination with the Military Departments, Combatant Commands, and other

components.

• The first iteration of Replicator (“Replicator-1”) is intended to scale all-domain, attritable

autonomous systems (ADA2 systems), substantially enhancing our ability to counter the

PRC’s military mass with the goal to deliver thousands of relatively low-cost systems by

August 2025 to help the Department counter China’s military buildup. Replicator-1, Tranche-

1 capabilities and systems: (1) meet the operational need identified by combatant

commanders, (2) are at high technology readiness levels or can be accelerated to achieve

high readiness within the target time period, and (3) have pathways to scaled production.

“But the one advantage they can never blunt, steal, or copy, no matter how hard

they try

— because it’s embedded in our people — is American ingenuity: our

ability to innovate, change the game, and in the military sphere, to imagine,

create, and master the

future character of warfare.”

- Deputy Secretary of Defense Kathleen H. Hicks, August 2023

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Systems span multiple domains.

• Replicator is not a program of record with its own line of funding, but rather an effort to

accelerate the acquisition and fielding technologies in development or production.

• Future iterations of Replicator will deliver successive portfolios of capabilities in support of the

NDS, aggregating lessons on eliminating acquisition and operational barriers with each

iteration.

Operational Energy

The FY 2025 budget request includes $850.7 million in investments to improve the energy

efficiency of operational platforms to enhance the ability to operate in contested

environments. Investments are aimed at gaining capability and reducing logistics supply

requirements for deployed forces and include digital flight planning tools, programs to optimize

turbine engine compressor performance, and aircraft drag reduction technologies. This also

includes investments to accelerate the development of hybrid tactical vehicles to strengthen

capability through extended range and persistence, silent watch, and the ability to support

advanced weapons. Investments also support prototyping new platforms like blended wing body

aircraft that can potentially increase range and payload.

Incentivizing U.S. Private Capital – Office of Strategic Capital (OSC)

Our Nation’s technological edge has long been a foundation for our enduring advantage. Today,

the United States is in a global competition to be the world’s leader in critical and emerging

technologies. The private sector provides most of the capital for U.S. technology research,

development, and production, making private capital a powerful force in shaping the agenda for

advancing America’s technology. Increased private capital investment in the critical technology

supply base is vital to national and economic security. In response, the Secretary of Defense

established the Office of Strategic Capital (OSC) to develop, integrate, and implement proven

partnered capital strategies to attract and scale private capital in critical and emerging

technologies. This initiative aligns with the requirement to establish a pilot program to strengthen

the industrial and innovation base according to Section 1711 of the National Defense

Authorization Act (NDAA) for FY 2018, as amended by Section 213 of the NDAA for FY 2021,

and the requirement to establish National Security innovation activities according to Section 230

of the John S. McCain NDAA for FY 2019. We are also moving out to implement new FY 2024

NDAA authorities.

Rapid Defense Experimentation Reserve (RDER)

The RDER initiative, managed within the Office of the Under Secretary of Defense for Research

and Engineering, is a whole-of-DoD effort focused on advanced technologies to provide rapid

capabilities to address our most difficult military challenges. The RDER facilitates accelerated

transition by leveraging joint experimentation through a structured, multi-year campaign of

learning in collaboration with warfighters to mature the right capabilities against critical joint

warfighting needs. The RDER focuses on key joint operational challenges, applying mission

engineering methodology—including modeling, simulation, and analysis—supporting a campaign

of operationally relevant joint experimentation to deliver the right technologies and capabilities for

“To maintain our competitive advantage, the United States must continue to

harness its unmatched strengths

— its private capital markets, national security

supplier base, and vibrant technological ecosystem

.”

- Secretary of Defense Lloyd J. Austin III, September 202

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Joint Warfighters. The RDER accelerates joint innovation and transition, expands international

partnerships and multi-lateral engagement, engages across services to center joint

experimentation, quickly demonstrates innovative ideas, and informs future Warfighting Concept

development.

The FY 2025 budget request supports transition of several successfully demonstrated advanced

technologies to close critical gaps in the Joint Warfighting Concept. Building on this success,

several multi-component experiments with dozens of new technologies are planned in FY 2025.

Assault Breaker II (ABII)

The ABII initiative seeks to fundamentally change how the military thinks about designing, buying,

and deploying future systems. The ABII exploits existing and emerging technologies, across the

Services and industry, to address known capability gaps, opportunities, and threats. The ABII is

developing joint modeling and simulation (M&S) tools and conducting enduring mission-centric,

multi-service and multi-domain analyses and experimentation, which will continuously inform

research and development and procurement program recommendations. The ABII effort is critical

to designing and fielding near, mid, and far term solutions for assured power projection and will

give the United States an enduring capability to rapidly design and evaluate novel warfighting

architecture concepts to outpace the adversary. The FY 2025 President’s Budget establishes

ABII within the OSD enterprise, culminating its transition from DARPA in FY 2024.

Joint Fires Network (JFN)

The JFN is a pathfinding prototype addressing Combatant Command needs while informing

Combined Joint All-Domain Command and Control (CJADC2) long-range fire requirements over

an information technology-based architecture. The JFN Battle Management System will display

real-time, fused, actionable threat data to Joint, Partner, and Allied forces, with the ability to hold

those targets at risk. Geographically dispersed commanders will share a common understanding

of the battlespace simultaneously, fed by platform sensors that can provide targeting guidance to

key weapons systems. Coupled with the lethality of current and future munitions, joint force

commanders will use JFN to underpin conventional deterrence and achieve decision advantage

for combat success. The FY 2025 President’s Budget request supports JFN rapid prototyping

activities for integration of CJADC2 enablers to maintain our edge in command and control across

all domains.

Accelerate the Procurement and Fielding of Innovative Technologies (APFIT)

The APFIT program, managed within the Office of the Under Secretary of Defense for Research

and Engineering, awards procurement funding to projects with production-ready capabilities and

current procurement funding gaps, enabling more seamless transitions from development to

production. The APFIT makes competitive annual awards to small businesses and non-traditional

defense contractor candidates submitted through a rapidly growing pool of DoD participants.

Each award ranges from $10 million to $50 million and is immediately available upon selection,

enabling rapid production capacity enhancement while accelerating delivery of initial systems.

The APFIT better positions industry partners for full-rate production at the Service or Agency’s

time of need. Recognizing previous successes of the pilot program and increased participation

from Program Offices across the DoD, the FY 2025 President’s Budget request supports

continued procurement and fielding acceleration through the APFIT program.

MAKE THE RIGHT TECHNOLOGY INVESTMENTS

In the technology ecosystem, the Department’s role is unique. Innovation is not enough to

succeed, defense innovation must generate solutions to actual operational problems, at the scale

and speed needed and at an affordable cost. This requires collaboration among the OSD, the

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Military Services, the Combatant Commands, industry, academia, and international allies and

partners to ensure our science and technology efforts address key national security challenges

that we face today and will face in the future.

Science and Technology

The FY 2025 budget request for science and technology is $17.2 billion. This includes Basic

Research (Budget Activity (BA)-01), Applied Research (BA-02) and Advanced Technology

Development (BA-03) and constitutes 12.0 percent of the overall RDT&E funding request. The

FY 2025 budget request advances our focused science and technology effort by investing in

critical technology areas to strengthen our technological advantage today and maintain that

advantage through the decades ahead.

Advanced Capability Enablers

Advanced Capability Enablers include investments in Critical Technology Areas and investments

in technologies vital to maintaining enduring advantages that enable military operations and

enhance existing capabilities. These capability enablers are foundational to nearly all military

systems, developing new systems, and defenses against potential adversary systems that

strengthen existing defense capabilities. The FY 2025 budget request makes critical investments

in these technologies.

Informed by the strengths and needs of our stakeholders, the Department has identified

14 technology areas critical to our enduring advantage. These do not encompass all technology

fields relevant to defense; however, they enable us to focus our efforts and investments on the

most pressing needs and accelerate key capabilities to the Military Services and Combatant

Commands. They include defense-specific areas in which the Department fields state-of-the-art

technologies today and must continue to field in the future, effective adoption areas in which there

are existing and vibrant commercial-center activities, and seed areas of emerging opportunity

where leap-ahead ideas and capabilities may be found. The Department continues to actively

monitor technology worldwide to adjust priorities and address emerging areas critical to

maintaining our enduring advantage.

Figure 4.

4 Science and Technology Funding Levels ($ in billions)

Program

FY 2023

Actuals

FY 2024

Request

FY 2025

Request

FY24-FY25

Change

Basic Research (BA01) 2.8 2.5 2.5 0.0

Applied Research (BA02) 7.7 6.0 5.8 -0.2

Adv Tech Dev (BA03) 11.8 9.3 9.0 -0.3

Total S&T

22.3

17.8

17.2

-0.6

Numbers may not add due to rounding

We are confident that America and our unparalleled network of allies and

partners can out-compete and out-innovate strategic competitors by taking full

advantage of open science, collaborative research, and free enterprise.

- National Defense Science and Technology Strategy

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Figure 4.5 Critical Technology Areas

Seed Areas of Emerging

Opportunity

Effective Adoption Areas

Defense-Specific Areas

• Biotechnology

• Quantum Science

• Future Generation Wireless

Technology

• Advanced Materials

• Trusted Al and Autonomy

• Integrated Network

Systems-of-Systems

• Microelectronics

• Space Technology

• Renewable Energy

Generation and Storage

• Advanced Computing and

Software

• Human-Machine Interfaces

• Directed Energy

• Hypersonics

• Integrated Sensing and

Cyber

Microelectronics: Microelectronics are fundamental to the operation of virtually every military

system, including communication and navigation systems and complex weapon systems. The

FY 2025 President’s Budget request includes $2.5 billion to fund vital microelectronics initiatives

including the Trusted and Assured Microelectronics Program, DARPA’s Electronics Resurgence

Initiative 2.0 effort, the tech transition of prototypes, and radiation hardening and legacy system

sustainment, while an additional $400 million is available from appropriations through the Creating

Helpful Incentives to Produce Semiconductors (CHIPS) and Science Act of 2022, which funds the

Microelectronics Commons.

Hypersonics: Hypersonic systems will deliver cutting-edge capabilities and strategic options to

the Armed Forces to ensure the DoD maintains the ability to deter potential adversaries and defeat

aggression whenever necessary. The FY 2025 President’s Budget supports developing and

demonstrating offensive hypersonic strike weapons, hypersonic defense systems, and critical

enablers such as science and technology, workforce development, test and evaluation

infrastructure, and industrial base capability and capacity.

Fundamental Investments

Early-stage basic and applied research underpins the Department’s science and technology

investments. The payoff for this research may not be evident for years, but it is critical to ensuring

our enduring technological advantage in the decades ahead. The Department has often

demonstrated the connection between research investments and transformational military

capabilities, developing advanced technologies that ensure our national security and have

important commercial applications that provide enduring economic advantage to American

industry and workers.

Laboratory Funding

The Department’s science and technology reinvention laboratories (STRLs) engage in basic and

applied research, advanced technology development, system acquisition support, and testing and

fielding of systems. Spread across 22 states, the 23 DoD STRLs employ 85,244 STRL civilians,

to include scientists, engineers, and support personnel. The STRLs execute a substantial portion

of the Department’s science and technology accounts.

Testing Funding

The Department’s budget for test and evaluation infrastructure comprises investments made by

the Military Services, Defense Agencies, and OSD. The Military Services and Defense Agencies

prioritize their spending on test requirements specific to their respective Services and Agencies,

while the OSD prioritizes its investments on delivering enterprise test solutions aligned with

national strategic guidance. The Department continues investing in new test technologies and

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capabilities to accelerate the development and delivery of advanced weapon systems. The

FY 2025 budget supports testing in critical technology areas ($1.6 billion) including hypersonic

weapons, electronic warfare, nuclear modernization, directed energy, cyber, space, trusted AI,

and multi-domain operations.

The Department supports testing across the full spectrum of research and development activities

– from experimentation, demonstration, and prototyping through developmental, operational,

interoperability, and live-fire testing. At the core of the Department’s test infrastructure lies the

Major Range and Test Facility Base (MRTFB), which has 23 major sites across the United States

and around the globe. Critical to the testing of near-term and future warfighting capabilities, the

MRTFB employs an estimated 30,000 people, occupies approximately 18,000 square miles of

land – more than half the Department’s land – and includes 180,000 square miles of airspace.

Innovation Training Programs

Workforce development is critical to maintaining an enduring advantage over potential

adversaries because the United States needs a deep and talented pool of people to explore

complex technical challenges. The FY 2025 budget continues the Department’s investments in

developing the future science and technology workforce and supporting youth development and

citizenship programs that cement the Department’s connection to the communities we serve.

The National Defense Education Program (NDEP) funds programs providing STEM outreach

beginning at pre-kindergarten to address critical STEM and other technology-related education

and talent development challenges. The NDEP is the most extensive STEM program across the

Department. Its goal is to inspire, develop, and attract a diverse and agile technical workforce.

The FY 2025 President’s Budget requests $170 million to support NDEP efforts.

• The NDEP programs include two initiatives. The Science, Mathematics, and Research for

Transformation (SMART) Scholarship-for-Service Program offers scholarships for

undergraduate, masters, and doctoral students currently pursuing a degree in one of

21 STEM disciplines. The SMART scholars receive full tuition, annual stipends, and

guaranteed employment with the Department after graduation. The second NDEP initiative

is the Defense STEM Education Consortium (DSEC). First launched in 2019, this successful

initiative aims to broaden STEM literacy and develop a diverse and agile workforce with the

technical excellence to strengthen our Nation.

The Biotechnology (BIOTECH) Education Program supports DoD and Federal STEM Education

Strategy and is focused on building biotechnology literacy, diversity and inclusion, and developing

the future biotech workforce that addresses national defense needs and challenges and the

Department’s Biotechnology Roadmap. The DoD recognizes the importance of domestic

programs that motivate young people to pursue education and career opportunities in

biotechnology.

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The Department’s Research and Education

Program for Historically Black Colleges and

Universities (HBCUs) and Minority Institutions

(Mis) is funded in the FY 2025 budget at

$100 million. The HBCU/MI program aims to

improve:

• Research and education programs and

capabilities in scientific and engineering

disciplines critical to the national security

functions of the Department.

• The capacity of HBCU/Mis to participate in

Department research programs and activities.

• The number of graduates, including underrepresented minorities, in STEM fields.

Advanced Component Development and Prototypes

The Department is committed to transitioning advanced components and prototypes into

Warfighter’s hands across the valley of death into acquisition programs or through rapid fielding

authorities through a deliberate campaign of learning. This year’s budget emphasizes the

importance of mission engineering, prototyping, demonstration, and experimentation with

innovative enterprise and industry technologies in operational joint and coalition environments to

close Joint Warfighting Concept capability gaps rapidly.

Technology and Program Protection

Protecting our technology and programs is vital to achieving an enduring advantage. While we

must accept some risk to catalyze innovation, we must protect sensitive technologies and military

programs from theft, diversion, and exploitation. We ensure consistent risk assessment and

mitigation, apply targeted controls, and work closely with our allies and partners to jointly and

effectively protect our collective research, development, and innovation efforts.

Our strategic competitors are aware of the strength of our innovation ecosystem and are actively

attempting to acquire technologies from the United States through licit and illicit means. In

response, developing and employing tailored protection measures for investments made at

different stages of the technology lifecycle is vital to achieving an enduring advantage. For

example, technology protection measures tailored to basic research will likely be ineffective to

protect fielded capabilities, necessitating that the Department use measures appropriate to the

maturity of the technology to maintain our technical edge. This budget submission includes

implementing a pre-award due diligence review for fundamental research and innovative small

business awards. This allows the Department to mitigate the impact of potential conflicts of

interest or conflicts of commitment in our basic research portfolio, as well as mitigate potential

security risks in our Small Business Innovation Research and Small Business Technology

Transfer awards.

Adversary threats are outpacing policies and practices for engineering weapon systems requiring

a security and cyber engineering knowledgeable workforce to support the systems at speed and

scale on which the Joint Force depends that are dependably safe, secure, and resilient. The

Department is anchoring our strategy in allies and partners by optimizing the processes for

identifying critical program information across the National Security Industrial Base to improve

protection responsiveness, flexibility, and efficiencies. This guidance will accelerate delivery of

warfighter capability at speed and scale.

To cultivate the system security and secure cyber resilient engineering workforce, the Department

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works with interagency, industry, academia, allies, and partners to improve standardization.

Examples include through publishing the Engineering Cyber Resilient Weapon System Book of

Knowledge and establishing Education and Training initiatives with the Defense Acquisition

University and National Defense University to increase system security engineering competency.

The Department is working with Department of Energy to improve Nuclear Weapon Information

Technology cybersecurity. To accelerate data integration, software assurance, and

microelectronics trust and assurance, the Department has modernized the Joint Federated

Assurance Center Coordination Support Center to provide innovative assurance tools and

technologies for use across the enterprise.

STRENGHTEN RESILIENCE AND ADAPTABILITY OF OUR DEFENSE ECOSYSTEM

To meet our nation’s 21

-century defense needs, the United States requires an adaptive, resilient,

and robust defense ecosystem. Today’s DIB requires additional investment from private and

government sources to modernize infrastructure and capacity to provide military capabilities at

the speed and scale necessary for the U.S. to prevail in a near-peer conflict. To adapt and fortify

our existing capabilities and capacities, the Department needs to focus on investment and to buy

down supply chain risk and expand capacity. This will require investment in the systems,

processes, and workforce used to produce military capabilities and the infrastructure.

Defense production and services are part of a vast, diverse, and global ecosystem that draws

from technology and manufacturing sectors, foreign and domestic.  The National Defense

Industrial Strategy (NDIS) describes the Department’s strategic approach to develop a modern

DIB. The NDIS framework outlines four priorities for achieving a 21

century DIB:

• Resilient Supply Chains

• Workforce Readiness

• Flexible Acquisition

• Economic Deterrence

The strategy recognizes that the Department cannot institute these changes alone. Great effort,

cooperation, and coordination among the federal U.S. government, private industry, and our

international allies and partners will be needed to modernize industries and services provides that

support the warfighters. Aligning ongoing efforts within the NDIS priorities will enable better

coordination among programs, allowing for quicker identification of strategic opportunities and

challenges and potential responses such as investment or a policy modification.

Cross-governmental efforts will be necessary to create the legal and policy conditions that allow

new entrants into the defense production and services community to add resilience to the

DIB. We must solicit entrants of all types: large and small, domestic and foreign, and those with

no previous relationship to the defense department or defense production while developing new

public-private dialogues and relationships.

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Defense Industrial Base

The DIB is the industrial capability and capacity to

provide goods and services to meet current and

future Defense requirements. This includes

supporting research and development, design,

production, deployment, and sustainment of

Defense platforms and weapons systems, and

their enabling technology areas. The post-Cold

War contraction of the DIB is a reflection of market

forces. The existing DIB structure is sufficient for

predictable ammunition and equipment

consumption rates to support peacetime training

and modest operational expenditures.

Since Russia invaded Ukraine in February 2022, the Department has committed more than

$42.5 billion in security assistance to Ukraine including support for air defense, long-range fires,

ground maneuver, aircraft and unmanned aerial systems, anti-armor and small arms, and other

capabilities. Security assistance has been provided in two ways, U.S. contracts for new military

equipment (Ukraine Security Assistance Initiative) and drawdowns from existing U.S. military

inventory via Presidential Drawdown Authority. The Department has used Ukraine Supplemental

requests to replenish stocks of weapons and materiel donated to Ukraine, helping to mitigate

potential impacts to U.S. readiness and ensuring continued support to Ukraine. When the

Defense Department places new orders for weapons or vehicles, those funds flow through a

complex web of suppliers – companies large and small, employing people across the country.

Past supplementals have already provided more than $30 billion to replace equipment drawn

down from U.S. or procure capabilities directly for Ukraine through the Ukraine Security

Assistance Initiative (USAI), which is directly impacting prime vendors and critical suppliers in

more than 30 states. At the same time, the Department is also helping the defense industrial

base expand its capacity to produce critical defense capabilities. To date, past supplementals

have enabled DoD to invest an additional $3.0 billion across 18 states to help defense contractors

both expand and modernize existing production lines and add new lines entirely.

Encouraging defense suppliers to increase production capacity will require a coordinated effort

by industry, Congress, DoD, and other federal departments and agencies; a public recognition of

the associated burden on the taxpayer and the economy itself; and a broad acceptance of the

defense industry, including our global industrial partners, as vital for national defense.

The DoD continues to build upon its efforts to invest in the strategic focus areas described in

DoD’s report responding to President Biden’s Executive Order 14017, America’s Supply Chains.

The Department continues to leverage the Defense Production Act Purchases (DPAP) and

Industrial Base Analysis and Sustainment (IBAS) programs, funded at a combined total of

“Developing and empowering this modern defense industrial ecosystem is key

to integrated deterrence and building enduring advantages. By aligning

policies, investments, and activities inside and outside the Department in a

manner that is tailored to specific competitors, our industrial ecosystem can

strengthen deterrence to maximum effect.”

- Deputy Secretary of Defense Kathleen H. Hicks, Forward from the National Defense Industrial Strategy, 2023

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$1.5 billion, to address industrial base challenges. Key investment lines of effort include:

• Castings and Forgings (includes Machine Tools) ($368.7 million): Modernize metalworking

research and production infrastructure and conduct specific research efforts, develop, and

upskill the metalworking workforce, upstream supply chain security initiatives intended to

ensure DoD has access to the refined materials required to produce cast, forged, and

additively manufactured metal products, and support strategy development including

improved data analytics.

• Critical Materials ($192.7 million): Develop secure, resilient supply chains across the

spectrum of the rare earth element applications, including domestic processing and

separation of rare earth elements; rare earth element metallization; permanent magnet

production; and processing of critical materials waste and recycling streams. Additionally,

support the development of the critical materials workforce through partnership with technical,

academic, and outreach organizations.

• Microelectronics ($375.3 million): Establish a domestic secure advanced packaging capability

(includes tools, testing, and evaluation), develop an enterprise parts management system for

evaluating and addressing microelectronics supply chain concerns, increase capabilities for

the printed circuit board and advanced substrate DIB, establish a robust digital engineering

capability (includes access to virtual prototyping tools, cloud-based co-design, and training)

for the U.S. DIB, and increase capacity and capabilities for lower tier suppliers of advanced

radar technologies.

• Workforce ($112.2 million): Investments address defense industrial base workforce risks,

shortfalls, and skill gaps affecting the Department’s production and sustainment requirements.

For example, the Naval Sea Systems Command and Assistant Secretary of Defense

(Industrial Base Policy) are partnered to mitigate significant industrial workforce risks to the

Navy’s aggressive “1+2” strategy to produce one Columbia and two Virginia class submarines

yearly. The FY 2025 investments will continue momentum in the New England and Mid-

Atlantic regions to expand and tailor outreach to fill training and hiring pipelines, improve

training capacity and quality, and address worker retention and wrap-around support needs.

Investments will also address similar requirements in other defense-critical supply chain

regions and locales, including but not limited to the Great Lakes, West Coast, Texas, and

Indo-Pacific areas. Data analytics investments will also underpin the portfolio’s problem

analysis and solution development activities.

• Hypersonics ($163.4 million): Research and development efforts to decrease production lead

times and increase critical sub-tier one suppliers by developing, certifying, and training the

workforce on new processes and materials for Thermal Protection and Solid Rocket Motors.

Additional efforts are to expand and enhance testing capabilities and capacity specifically for

the hypersonic operating envelope to improve transition.

• Biomanufacturing ($124.7 million): Scale emerging biotechnology for critical materials and

precursors. Efforts include converting facilities to accelerate commercialization of DoD

biotechnology design, piloting modular manufacturing facilities to mitigate logistics bottlenecks

in forward-operating environments, and integrating bio-manufactured products and

precursors into DoD acquisition pathways.

However, expansion of production capability will not be achieved simply by expanding brick-and-

mortar facilities. Indeed, through leveraging our national competitive advantages, we will invest

in and use modern technologies to improve production capacity and efficiency. The DoD will

embrace new initiatives like Advanced Manufacturing Forward to produce advanced technologies

domestically through investments in regional manufacturing ecosystems. The DoD will expand

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efforts to incentivize, invest in, and otherwise promote the use of advanced automation

technologies by defense suppliers to reduce total life cycle costs, increase readiness, and, as

appropriate, fill workforce gaps.

Critical Supply Chains

The National Defense Industrial Strategy (NDIS) notes that the DoD must balance the need for

production speed and scale with cost. This drives the requirement for resilient, healthy, diverse,

dynamic, and secure supply chains to ensure the development and sustainment of capabilities

critical to national defense.

Currently, the health of sub-tier suppliers, manufacturing capacity, and lack of visibility into our

critical supply chains create unique challenges that must be addressed to meet national security

objectives. By working better with industry partners and more strategically utilizing the Organic

Industrial Base, the Department will achieve a more resilient, modern industrial base that is

economically and environmentally sustainable, and does not rely upon adversarial foreign

sources of capital, technology, raw materials, and critical inputs.

Ensuring the health of suppliers is crucial to a healthy, diverse, and modernized DIB. The

Department will explore ways to better assess the health of the supply chains and industrial base.

The NDIS outlines the actions the Department will take to ensure that we build and maintain

resilient supply chains to support the 21

Century DIB:

• Incentivize industry to improve resiliency by investing in extra capacity

• Manage inventory and stockpile planning to decrease near-term risk

• Continue collaboration to support domestic production

• Diversify supplier base and invest in new production methods

• Leverage data analytics to improve sub-tier visibility to identify and minimize strategic supply

chain risks and to manage disruptions proactively

• Engage allies and partners to expand global defense production and increase supply chain

resilience

• Improve the Foreign Military Sales process

• Enhance industrial cybersecurity

The FY 2025 budget requests $2.1 million to create a single repository for organizing supply chain

illumination studies conducted by components across the DoD. These studies, commissioned by

DoD offices and executed by external companies, provide detailed information on specific supply

chains and industrial base participants based on the needs of the commissioning office. This

repository for these studies will leverage the stored data across the Department to increase

understanding of the defense industrial landscape and deepen DoD’s ability to identify

vulnerabilities in the DIB.

Submarine Industrial Base

In FY 2025, $4.0 billion in funding is requested for the Submarine Industrial Base (SIB), which

exemplifies DoD’s commitment to bolstering domestic capabilities and capacities for defense

platform production. The SIB primarily supports programs for DoD, making it highly sensitive to

changes in support or funding from DoD. These requests support NDIS priorities in supply chain

resiliency, workforce development, and flexible acquisition.

The requested funds support recommendations developed as part of the preliminary findings in

the Submarine Industrial Base Study (SIB-25) conducted by the Cost Assessment and Program

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Evaluation (CAPE) office. The FY 2025 budget implements actions to address the findings of this

report in the following areas:

• Supplier Development: The SIB has been impacted by the contracting DIB and the overall

decrease in spending on these programs. Funding will focus on increasing capacity and

capabilities in the existing SIB and supporting new suppliers entering the defense market.

• Infrastructure Development: Due to a lack of peacetime investment, SIB infrastructure needs

assistance for both DoD-owned installations and commercial facilities. Funding here will

support prime shipbuilders, public facilities, and the supply system for the SIB.

• Workforce Development: Because of decreased demand for skilled workers in shipyards and

more attractive job options elsewhere, there are not enough workers to fill positions in the SIB.

Increasing efforts to attract, train, and retrain workers in the specialties required for the SIB is

urgently needed and supported by this part of the request.

• Government Oversight: In addition to increased workforce needs, overseeing the increasing

demands on the SIB will require additional government personnel. Billets supported by this

funding will increase staffing levels for SIB planning, engineering, execution, and oversight.

• Technology opportunities: Since little investment has happened in SIB manufacturing, these

facilities have not benefitted from significant improvements in manufacturing technologies like

additive manufacturing and robotics. This funding line supports research, development, and

implementation of advanced manufacturing technologies to modernize SIB production.

The SIB-25 findings also recommended funding strategic sourcing within the SIB. The FY 2025

budget request includes investments in current and potential strategic partners to reinforce the

prime shipbuilders.

In addition to the SIB request, the Navy’s Shipyard Infrastructure Optimization Program (SIOP)

includes $468 million to specifically enhance public shipyard infrastructure to perform

maintenance on nuclear powered submarines and aircraft carriers.

Installation Resilience and Adaptation

Built and natural infrastructure serve as the platforms from which the Department executes its

mission. To prevent disruption to operational plans and maintain mission readiness, the

Department is investing $3.6 billion to adapt military facilities to withstand increasingly challenging

climate and extreme weather conditions; deploying advanced technologies to avoid or reduce

damages and strengthen the ability to rapidly and wisely recover from disruptions to public

infrastructure; improving installation energy, mission resilience, and water resilience; and

modernizing Department energy operations to keep pace with industry.

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Biodefense

This budget supports Secretary of Defense

guidance to prepare the Department to operate in

a biological threat environment and support the

National Biodefense Enterprise at home and

abroad. The Department prioritizes biodefense

across the full spectrum of biological threats,

including naturally occurring, accidental, or

deliberate biological incidents to support that

vision. This role is consistent with responsibilities

outlined in the 2022 National Biodefense Strategy

(NBS) and supports the priorities of the NDS,

including preparing for the Joint Force to operate

in biologically contaminated and contested

environments. The Biodefense Posture Review (BPR) assessed DoD’s capabilities relative to the

threat, and preparedness for a bio-incident to include pandemic response.

The BPR proposed a prioritized approach balancing the need to understand, protect, and mitigate

biological threats for an integrated, layered defense to proactively and preemptively address bio-

incidents that threaten the execution of national defense required capabilities. To posture the

Department for biodefense and pandemic preparedness, this budget largely maintains increases

in FY 2024 for Department-wide efforts to enhance the Total Force’s capabilities, capacity, and

preparedness to rapidly detect, characterize, and mitigate the effects of biological threats, whether

naturally occurring, by accident, or deliberate biological incidents. The FY 2025 budget also adds

$42 million to improve early warning of novel and emerging pathogens, including deliberately

engineered ones.

This budget delivers improved early warning through expanded bio-surveillance and analytic

capabilities, aligned with advancements in the COVID-19 response and through NBS

implementation efforts. This includes funding to build and operationalize the bio-surveillance hub

and portal, capabilities to support big data capture and transfer, and expanded surveillance,

physiological monitoring, and sequencing capabilities for early warning and rapid, accurate

decision-making. This also bolsters the Department’s intelligence collection and analytic

capabilities to better detect emerging threats of potential operational significance or pandemic

potential, including advancements in adversary biotechnology capabilities that may impact our

National Defense Strategy missions.

This budget funds improved preparedness to rapidly respond to biological threats and mitigate

their effects, including a common operating picture to improve biodefense materiel readiness and

material management, expanded stocks of non-medical Personal Protective Equipment, so that

the Joint Force can continue operations and fight through a bio-incident, and increased training

and exercises for biodefense preparedness and response. The DoD invests in enhancing our

industrial base and optimizing the manufacturing of key countermeasures.

This budget builds on the research, development, and acquisition advancements enabled by

Enhanced Biodefense and Pandemic Preparedness investments in the Chemical and Biological

Defense Program that began in FY 2023. These investments posture the Department to support

timely bio-incident prevention, detection, assessment, response, and recovery under the National

Defense Strategy and the National Biodefense Strategy.

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ADDRESSING MANAGEMENT INSTITUTIONAL PRIORITIES

The DoD Consolidated Audit Strategy

The DoD completed its sixth annual consolidated financial statement audit in FY 2023. The

FY 2023 audit involved over 1,600 auditors, conducting nearly 700 site visits. Figure 4.6 shows

the DoD-wide consolidated audit structure and the Components pursuing or sustaining

standalone audit opinions. The financial statement audit and remediation effort is all-

encompassing. It acts as a catalyst to drive reform and innovation to best support the

Department’s mission readiness and lethality, reinforces accountability to taxpayers, and

generates detailed findings and recommendations to guide further corrective actions. This

continuing effort will result in greater transparency, enabling timely insights that support focused

and sustainable solutions for the Department’s complex environment.

In addition to the 27 standalone audits conducted in past years, the Independent Public

Accounting (IPA) firms conducted two new standalone audits in FY 2023 for DARPA and the

Defense Threat Reduction Agency. The DoD Office of Inspector General oversaw the work of

the IPAs and issued the overarching consolidated audit opinion. In FY 2023, ten reporting entities

received unmodified opinions and one received a qualified (modified) opinion. Seven of these

reporting entities had received unmodified opinions as of November 15, 2023, as reported in the

FY 2023 Agency Financial Report. The total increased to ten as three outstanding audits resulted

in unmodified opinions. In February 2024 the USMC received an unmodified audit opinion - the

first military service in DoD to do so.

All other DoD reporting entities and the DoD consolidated audit received a disclaimer of opinion.

A disclaimer of opinion means the auditor could not obtain sufficient appropriate audit evidence

on which to base an opinion on the financial statements; the auditor concludes that the possible

effects on the financial statements of undetected misstatements, if any, could be both material

and pervasive. Despite the disclaimer of opinion, DoD continues progressing toward a favorable

audit opinion. Figure 4.6 shows each reporting entity's resulting opinion or disclaimer.

“We are working hard to address audit findings as well as recommendations

from the Government Accountability Office. The Components are making

good progress resulting in meaningful benefits...”

- Under Secretary of Defense (Comptroller) Michael J. McCord, November, 2023

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Figure 4.6 FY 2023 Audit Results

Other Components and Accounts are part of the DoD consolidated audit and not considered a standalone audit. This graphic

serves solely to illustrate that the DoD consolidated audit received a disclaimer of opinion.

The audits also resulted in consolidating two Department-wide material weaknesses into one and

separating one Department-wide material weakness into two. No new Department-wide material

weaknesses were reported, resulting in no net change in the number of material weaknesses.

Notably, the Department of the Army Working Capital Fund and the Department of the Navy

General Fund downgraded their Fund Balance with Treasury (FBWT) material weaknesses, and

the Department of the Air Force General Fund closed their FBWT material weakness. The

Department of the Navy Working Capital Fund and General Fund also downgraded their

Oversight and Monitoring material weaknesses. The Defense Information Systems Agency

(DISA) General Fund downgraded its Property, Plant, and Equipment material weakness. The

U.S. Transportation Command downgraded its Reporting Entity Definition and Imputed Costs

material weakness.

Audit Remediation

The annual audit priorities named by the Secretary of Defense focus Department-wide efforts on

the areas that matter most. For FY 2023, the Secretary of Defense recommitted efforts by

maintaining the FY 2022 financial statement audit priorities, with some enhancements to the

specific goals and measurements to align remediation resources to areas of expected audit

results in FY 2023. As such, the Department focused on the following audit priorities:

1. Improve Fund Balance with Treasury

2. Establish User Access Controls

3. Create a Universe of Transactions

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To help guide the process of addressing these priority areas, senior leaders across the

Department will continue to leverage audit roadmaps, the governance process, and working

groups to foster accountability toward finding solutions to common barriers for each component

under standalone audit receiving a disclaimer of opinion. The Military Departments and each

Component under a standalone audit with a disclaimer of opinion will continue to maintain an

audit roadmap. These audit roadmaps align audit remediation strategies across the Department

and facilitate how each Component directs its audit resources. The roadmaps guide the

implementation of corrective measures and establish milestones against which progress can be

measured and the return on the Department’s audit investment can be assessed.

The Department continues to monitor the number of notices of findings and recommendations

closed and material weaknesses downgraded to a significant deficiency or resolved, to measure

progress toward achieving a Department-wide unmodified opinion.

A significant deficiency is defined as a deficiency, or a combination of deficiencies, in internal

control less severe than a material weakness yet important enough to merit attention by those

charged with governance. As of January 18, 2024, the Department has closed 771 (25.6 percent)

of its 3,008 FY 2022 audit findings. The Department will continue using audit findings to drive

and sustain remediation efforts, focusing on findings integral to resolving material weaknesses.

Audit Benefits

As a direct result of the annual audit efforts, financial system and business process improvements

are already resulting in taxpayer savings through gained efficiencies, more reliable data for

decision-making, and promoting public confidence. Tools initially developed to support the

financial statement audits, such as Advancing Analytics (Advana), the Department’s enterprise-

wide, multi-domain data, analytics, and AI platform, are expanding support to other areas of DoD

operations.

Return on investment is measured across five areas essential to the Department’s ability to

achieve its audit, financial management, and National Defense Strategy goals:

Workforce Modernization – Increasing robotic process automation or “bot” adoption gives

personnel the tools to execute basic procedures in a fraction of the time it would take a person to

complete the task, making time for other, more complex tasks available.

Business Operations – Strengthening the controls environment, enhancing visibility over physical

assets, saving manpower hours, and optimizing resources as senior leaders and the workforce

learn to do more with less.

Quality Decision-Making – Improving information technology (IT) systems, enhancing data

timeliness and accuracy, and consolidating data to arm decision-makers with real-time,

Department-wide views, and advanced data analytic capabilities. Leaders use modern

dashboards, metrics, and analytics to optimize the logistical posture and improve the warfighter’s

readiness.

Reliable Networks – Testing physical and logical controls and providing direct and specific

feedback on where system owners must improve security and controls to help prevent hacks and

cyberattacks, both foreign and domestic.

Enhanced Public Confidence – Giving taxpayers improved accountability for the financial and

physical assets entrusted to the Department and increasing transparency into the use and

condition of those assets for greater confidence in the Department’s stewardship.

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Audit Budget

The Department expects to spend $1.3 billion during FY 2025 in support of the DoD Audit; with

approximately 11 percent of these resources required to pay the independent auditors; 16 percent

supporting the cost of the audit to include addressing auditors’ requests for information; and

73 percent of total costs directed at remediating audit findings.

Figure 4.7. Audit Costs ($ billions)

DoD Total

FY 2023

Actual

FY 2024

Request

FY 2025

Request

Audit Services and Support

0.4 0.4 0.4

Audit Remediation and Financial Systems

0.9 1.0 1.0

Total 1.3 1.4 1.3

Numbers may not add due to rounding

Financial Systems

The Department continues to modernize its financial management (FM) systems environment for

enhanced mission effectiveness and auditability. Modernization and improved interoperability of

DoD business systems are critical to responding to warfighter needs efficiently, sustaining public

confidence in the Department’s stewardship of taxpayer funds, and supporting the path to full

auditability.

The Department uses an automated Enterprise FM IT Roadmap within DoD’s Advana platform.

The Advana FM IT Roadmap enables continuous monitoring of compliance reporting, more

concise identification of improvement areas, and oversight of retiring outdated, non-compliant

systems. In FY 2023, the Department retired 10 systems relevant to internal controls over

financial reporting, further simplifying the portfolio of systems. The Department continues to

improve its financial auditability by establishing consistent assessment and reporting criteria for

systems that impact financial reporting and disciplined oversight of the retirement of systems.

This progress is continually updated and reported through the Defense Business Systems Audit

Remediation Plans provided to Congress.

Performance Improvement Framework

For FY 2025, the Department is updating the process for submitting, reviewing, and reporting

reform and divestment initiatives. The PIF, described below, provides a consistent methodology

across the Department to define, identify, track, and report on existing and planned opportunities

for performance improvement initiatives, with particular attention to those that directly or indirectly

contribute to the NDS and SMP implementation. The Department will submit an annual report to

the congressional committees on the Performance Improvement Initiatives.

Performance Improvement Initiatives (PII)

In October 2022, the Deputy Secretary of Defense approved a new Defense Performance

Improvement Framework in response to the mandate in section 125a, Title 10, U.S.C., to establish

guidance for measuring improvements to processes, systems, policies, and procurement that

increase effectiveness, efficiency, or reliability to best align the Department’s resources to

strategic efforts such as the Strategic Management Plan (SMP) and the National Defense

Strategy (NDS). The Department is relentlessly pursuing opportunities to address performance

gaps, increase efficiency, and optimize costs by identifying PIIs. This is the Department's first full

year of implementation of the PII framework.

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PII categories are as follows:

• Continuous Process Improvement (CPI) initiatives – improvement initiatives that aim to

enhance everyday management practices, streamline processes, and adjust systems within

the localized authority, direction, and control of the organization’s leadership.

• Optimization initiatives are initiatives that the organization’s leadership undertakes to divest

equipment, partial or entire weapon systems strategically or discontinue legacy acquisition

programs and systems to modernize and/or fund purchases supporting the Department’s

higher priorities.

• In January 2023, the Deputy Secretary of Defense initiated the Enabling Future Capability

Transitions (EFCT) process whereby the Under Secretary of Defense for Acquisition and

Sustainment (USD(A&S)) and the Under Secretary of Defense for Policy (USD(P)) led

Department-wide reviews of divestment planning in each Future Years Defense Plan

(FYDP) cycle. The EFCT team informed the PII optimization decisions in this section.

These reviews assessed the divestments, their global posture implications, and their

industrial base considerations. The EFCT team considered all potential divestments

across services, their quantities, schedules, and locations impacted. Impacts on

Combatant Command requirements and Defense Planning Scenarios were considered,

as well as personnel, mission, and facilities repercussions.

• Reform initiatives – larger-scale and time-bounded efforts, often involving more than one DoD

Component, designed to remediate structural and/or process gaps within the DoD’s existing

business model.

• Transformation initiatives – initiatives that fundamentally alter the DoD’s business model,

often through reorganization, the creation of new entities, capabilities, enterprise systems,

portfolios, the incorporation of innovative management practices, and other endeavors to

fundamentally change how the mission or enterprise functions and services are delivered.

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Breakdown of Initiatives by DoD Component

The DoD components submitted a total of 50 initiatives for the FY 2025 President's Budget. The

breakdown by DoD Component is captured in Figure 4.8 and by PII Category in Figure 4.9:

Figure 4.8. Performance Improvement Initiatives by Component

Figure 4.9. Performance Improvement Initiatives by PII Category

Continuous Process Improvement (CPI) Initiatives

The Department of Navy (DON) implements three CPIs:

• Military Civilian Conversions, which includes converting six military positions within Deputy

Chief of Naval Operations (Manpower, Personnel, Training, and Education) (N1) to civilian

positions due to high rotation rates and gapped billets to establish continuity and maximize

subject matter expertise for proper management of N1 programs.

• The DON25 Infantry Weapons Procurement/Ammunition Rephase reduces the FY 2025

Infantry Weapons Ammunition funding and quantity for excess growth in FY 2025.

• The DON25 Under-Execution Review, which facilitates FY 2025 aircraft procurement;

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operation and maintenance (active and reserve); other procurement; Marine Corps

procurement; research, development, test, and evaluation; and weapons procurement

appropriations, requested funding for identified programs. The focus of DON’s CPI is

improving performance.

The Department of the Air Force (DAF) is planning eight CPIs:

• Accelerate the EC-37B baseline by transferring resources from the retiring EC-130H

Compass Call electronic warfare aircraft to the new EC-37B Compass Call aircraft and other

capabilities.

• Advanced Targeting and Fire Control provides funding to automate data collection for

cooperative Intelligence Community (IC) and DoD ISR sensor programs.

• Fund Integrated Operation Network (iON) Pathfinder will transition from service-owned

information technology (IT) mission infrastructure to hybrid, agnostic transport and data

interoperability.

• Contract for Other Country National (OCN)-Escort at U.S. Air Forces Central area of

responsibility locations. This enables Airmen-focused training efforts to align with NDS

priorities and better prepare for the high-end fight.

• Contractor Combat Training Squadrons replace military manpower across Space Operations

Command Delta units with 45 contractor full-time equivalents to perform academic instruction,

courseware development, crew force management, and other functions not inherently

government and ensure Space members receive weapon-specific training on time.

• Fund Cyber Range and Aggressor is a threat-informed, operationally representative training

environment, a hardware-in-the-loop lab to conduct cyber tests and evaluations and establish

range capabilities to perform multi-domain operations training and exercises.

• Fund Disposition of Forces capabilities for developing threat object data relationships and

algorithms for Air Force target sets, an object management system, pay-to-play IC DoD-

compliant architecture, and focused training.

• Telemetry, Tracking, and Command (TT&C) Contractor Space Domain Operations replaces

military members with contractors in the TT&C mission set, efficiently maximizing military

members' employment.

The Chief Data and Artificial Intelligence Office (CDAO) has one CPI for Enterprise Data

Improvements for all Logistics Supply Classes, providing visibility of all supply classes to answer

the fundamental questions of what we have, where it is located, and what condition it is in to

enable decision advantage in a contested joint environment.

The Under Secretary of Defense for Research and Engineering (USD(R&E)) has led a CPI to

Accelerate Technology Transition and seeks to yield higher rates of relevant technology adoption

from science and technology (S&T) to the warfighter.

The Under Secretary of Defense for Personnel and Readiness (USD(P&R)) has led one CPI for

Integrated Prevention Effort to implement the Suicide Prevention and Response Independent

Review Committee recommendations. The Department is pursuing a campaign with five lines of

effort, which will guide suicide prevention moving forward.

The Under Secretary of Defense for Acquisition and Sustainment (USD(A&S)) is leading six CPIs

at the Defense Contract Audit Agency (DCAA):

• The DCAA Management Information System (DMIS) Replacement is an agile audit

surveillance and performance monitoring and integrated risk management platform to monitor

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strategic initiatives and operational planning, scheduling, resourcing, and managing audit

workload, including reporting status and results.

• Commercial Auditor Peer Review fulfills the NDAA of FY 2018 requirement (and the

requirements of 10 USC §3842 Performance of Incurred Costs Audits) for DCAA to obtain

and pass a peer review performed by a commercial auditor by October 1, 2022. The first peer

review contract was awarded in October 2021 (FY 2022). Peer review contracts will be

awarded every three years after that.

• Qualified Private Auditors to Perform Incurred Cost Audits fulfills the NDAA of FY 2018

requirement (10 USC §3842 Performance of Incurred Costs Audits) to use qualified private

auditors to perform incurred cost audits to provide DoD with timely and effective incurred cost

audits and ensure that DCAA can allocate resources to higher-risk and more complex audits.

• The Strategic Initiative Group (SIG) Establishment consists of the SIG strategy execution

champions facilitating the development, integration, and execution of DCAA strategy by

Identifying and launching initiatives required to realize strategic objectives. Chief Data and

• Artificial Intelligence Officer (CDAO) Establishment is the central driving force for the strategic

integration of digital and AI technologies in DCAA, developing automation solutions, providing

governance and management and future technologies for proper (functional) use, and

implementing strategies for the adoption of future technologies to strengthen agency data,

analytics, and AI.

• The Contractor Support Portal, a digital transformation initiative, securely centralizes

contractor submissions to DCAA, improving internal processes and data sharing with the

Defense Contract Management Agency (DCMA).

Cost Assessment and Program Evaluation (CAPE) has two CPIs:

• Studies and Analysis, focusing on analytical research across the entire spectrum of defense

issues and concerns. These scientific and technical engineering services encompass

research studies in developing models and simulations and evaluating analytical tools and

scientific methods to evaluate and assess weapon systems and warfighting capabilities for

warfighting environments, scenarios, and related force structures.

• IT Procurement includes analyzing cloud computing costs, including migration and other

support activities for databases, models, and business operations systems; conference room

video conferencing equipment replacement; and specialized hardware and software.

The Office of the Director of Operational Test and Evaluation (DOT&E) has one CPI, Digital

Modernization, which supports digital transformation, automation, and modernization and

improves our processes' efficiencies.

Legacy Ship and Aircraft Retirements/Optimization Initiatives

In FY 2025, the Department plans to divest 484 aircraft and decommission 19 ships with a total

estimated decrease in operational costs of $3.3 billion. This will allow the Department to procure

and operate more capable replacement aircraft that better align with the National Defense

Strategy.

The FY 2025 planned legacy aircraft retirements and corresponding decreases in operational

costs are Army (83, $62.6 million), Navy and Marine Corps (123, $362.9 million), Air Force (251,

$2.6 billion), and U.S. Special Operations Command (USSOCOM) (27, $18.8 million).

• The Army plans to divest 17 fixed-wing and 66 rotary-wing aircraft in FY 2025. The fixed-wing

aircraft are the EO-5C, MC-12S, MC-12S-3, and the RC-12X. The rotary-wing aircraft are all

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UH-60L helicopters.

• The Navy and Marine Corps plan to divest 34 fighter/attack, 19 rotary-wing, 10 patrol/warning,

33 training, and 9 other aircraft. The fighter/attack category includes AV-8B and FA-18C/D/F

aircraft. The rotary-wing includes AH-1Z, CH-53E, and VH-3D helicopters. The

patrol/warning consist of E-2C, N P-3C, and P-3C aircraft. The training aircraft are T-44C and

TH-57B/C aircraft. The other aircraft consist of C-2A and RQ-21A. The Navy also plans to

retire the EP-3E (6 aircraft) and the MH-53E (12 aircraft).

• The Air Force plans to divest 205 Combat Air Force (CAF), 24 Mobility Air Force (MAF), and

22 training aircraft. The CAF include A-10, B-2, E-11, EC-130H, F-15C/D/E, F-16C/D, F-22,

and HH-60G aircraft. The MAF includes C-130H, CV-22B, and KC-135R/T aircraft. The

trainers are all T-1A aircraft.

• The Air Force plans to divest 56 A-10 in FY 2025. This reduction builds on the planned

divestment of 42 aircraft in FY 2024. The FY 2024 NDAA restricted A-10 divestments until

the Air Force provides a report to Congress demonstrating it can sufficiently support close

air support, forward air controller airborne, air battle management, and combat search and

rescue missions during contingency operations.

• Per the FY 2024 NDAA, the Air Force cannot retire more than 68 F-15E fighter jets and

must report on the cost of all modifications to date to the aircraft and the estimated service

life remaining. The Air Force did not retire any F-15Es in FY 2024 but plans to retire 26 in

FY 2025.

• USSOCOM plans to divest eight rotary-wing aircraft,18 intelligence, surveillance, and

reconnaissance (ISR) aircraft, and one tilt-rotor aircraft in FY 2025. The A/MH-6M rotary wing

aircraft are being replaced with the A/MH-6R. The ISR divestments comprise the PC-12, MC-

12W, and JAVAMAN aircraft. One tilt-rotor CV-22B and one rotary wing MH-60M are also

being divested.

In FY 2025, the Department plans to decommission 19 ships to decrease operational costs by

$225 million. Vessels selected for decommissioning have become too expensive to maintain and

are of diminished military use. Savings from these retirements will be used to operate newer

ships which can adapt to expanding and changing threats and support updated maritime training

strategies. The following decommissioning actions continue previously announced and approved

decisions. Ten of these decommissionings are ahead of their expected service lives (ESLs).

• The budget supports retiring four Guided Missile Cruisers, CG 58 (USS Philippine Sea), CG

60 (USS Normandy), CG 67 (USS Shiloh), & CG 70 (USS Lake Erie), in FY 2025 as their

mission transitions to Flight III Guided-Missile Destroyers (DDGs), continuing plans from the

FY 2024 budget. CG 67 and CG 70 are planned for decommissioning ahead of their ESLs.

• The budget also supports retiring Los Angeles class submarines SSN 725 (USS Helena),

SSN 752 (USS Pasadena), and SSN 754 (USS Topeka), which are past their expected

service lives (ESL).

• The Whidbey Island class dock landing ship, LSD 42 (USS Germantown), and the

Independence class Littoral Combat Ships, LCS 6 (USS Jackson) and LCS 8 (USS

Montgomery), are also planned for decommissioning in FY 2025 ahead of ESL.

• Additionally, the budget supports retiring four Avenger class Mine Countermeasure Ships,

MCM 3 (USS Sentry), MCM 6 (USS Devastator), MCM 11 (USS Gladiator), and MCM 13

(USS Dextrous), four Spearhead class Expeditionary Fast Transports, T-EPF 1 (USNS

Spearhead), T-EPF 2 (USNS Choctaw County), T-EPF 3 (USNS Millinocket), and T-EPF 4

(USNS Fall River), and one Montford Point class Expeditionary Transfer Dock, T-ESD 2

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(USNS John Glenn). The Avenger class ships will decommission past their ESLs while all the

Spearhead class and Montford Point class ships are decommissioning ahead of their ESLs.

In addition to legacy ship decommissionings and aircraft retirements, the DON has three

optimization initiatives supporting the FY 2025 President’s Budget submission.

• Assessment Identification Mine Susceptibility (AIMS) FY 2027-2029 Divestments eliminates

funding for the AIMS program for Avenger-class Mine Counter Measure (MCM) ships program

beginning in FY 2027 to coincide with the decommissioning of all Avenger-class ships by the

end of FY 2027. AIMS is only applicable to the Avenger-class ships.

• Divest Maritime Prepositioning Force Utility Boats (MPFUBs) divests eight MPFUB boats of

ten, associated operation and maintenance, Navy Reserve funding, and 17 training and

administration of the Reserve enlisted billets due to the removal of Chief, Naval Reserve Force

Command MPFUB training.

• Navy Reserve Manpower Divestment resulted from the January 2023 decision by the Naval

Expeditionary Combat Command to decommission the 4

Naval Expeditionary Logistics

Regiment in Jacksonville, FL.

The DAF has six optimization initiatives, in addition to its legacy aircraft divestments, supporting

the President's Budget submission.

• Divest ALQ-131 & ALQ-184 divest of these combat pods.

• End MQ-9 Reaper Multi-Domain Operations in FY 2025, offsets MQ-9 Reaper.

• Reduce the SILENTBARKER program to remove replenishment (third system delivery).

• Terminating Advanced Precision Kill Weapon Systems (APKWS) (War Reserve Material /

Rockets) removes funding for APKWS rocket munitions, ending the program.

The Under Secretary of Defense (Chief Information Officer) (USD(CIO)) working with the Defense

Information Systems Administration (DISA) has one Optimization initiative: Joint Service Provider

(JSP) Help Desk Modernization transitions the JSP Help Desk to DISA’s Global Service Desk

(GSD) and implements the standard IT service management toolset the GSD uses.

The USD(P&R) has two Optimization initiatives.

• Defense Civilian Human Resource Management System (DCHRMS) Migration is a cloud-

based human resources system providing a single civilian personnel service capability.

• Civilian Hiring Systems and Enterprise Data Quality and Visibility, Beacon, is an enterprise-

wide collaboration environment for Department analysts, Federally Funded Research and

Development Centers (FFRDCs), University-Affiliated Research Centers (UARCs), and other

key stakeholders.

The Under Secretary of Defense for Policy’s Defense Media Activity (DMA) has one Optimization

initiative for Risk Management Framework (RMF). This DMA reform effort targets an optimized

and converged IT infrastructure to drive efficiencies across the DMA, providing opportunities for

reductions in acquisition overhead, increasing combined purchasing power, and improving the

effective utilization of shared expertise across the environment. The DMA is migrating to the

DISA network via the Fourth Estate Network Optimization initiative.

Reform Initiatives

The Army has three Reform initiatives in the FY 2025 President’s Budget submission.

• The DoD’s European Deterrence Initiative (EDI) helps boost the military readiness of

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European allies and deter Russian aggression.

• The Army’s Climate Strategy is a crucial initiative to build enduring advantages.

• Army Audit Readiness and Acceleration is committed to integrating audit remediation efforts

into our daily business operations, culture, and policies.

Transformation Initiatives

The DAF plans four Transformation PIIs in the FY 2025 President’s Budget submission.

• Data Fabric scales essential DAF Data investments across the Air Force and Space Force for

operational warfighting requirements, business efficiency, and decision advantage.

• Fund Distributed Common Ground System (DCGS) Hybrid Cloud enables mission

transformation through cloud-enabled mission applications, Adaptive Antoulas—Anderson

(AAA) algorithm integration, required hardware edge nodes, and the web hosting/data

services needed to create resilient Dependency Injections for increased cloud operations

supporting Security token Service capabilities and Project Nexus.

• Fund Zero Trust Architecture to transform DAF’s cyberspace infrastructure from legacy,

perimeter-based defense to fine-grained micro-segmentation and data-focused defense to

improve overall user experience and flexibility.

• Mansfield Cyber Standup represents the funds for the initial standup of Mansfield, Ohio, Air

National Guard-179 Cyber Wing and critical enabling activities for the assigned offensive

cyber mission.

The Army has three Transformation initiatives in the FY 2025 President’s Budget submission.

• Army Cross-Functional Teams is based on the Army’s Modernization Strategy and focuses

on six modernization priorities united under one command – Army Futures Command (AFC).

The AFC leads eight Cross-Functional Teams: Long Range Precision Fires, Next Generation

Combat Vehicle, Future Vertical Lift; Network; Assured Positioning, Navigation, and Timing;

Air and Missile Defense; Soldier Lethality, and Synthetic Training Environment.

• Army Rapid Capabilities and Critical Technologies Office aims to provide combatant

commanders with a long-range, ground-mobile, offensive missile capability.

• Analytics and Reporting Enterprise System is an initiative led by the Assistant Secretary of

the Army (Financial Management and Comptroller) ASA(FM&C) to operationalize the DoD’s

authoritative data platform, Advana, beyond strictly audit uses. The ASA(FM&C) intends to

use Advana as a general-purpose data platform for the financial management community,

including financial reporting and data quality monitoring. The ASA(FM&C) established a

community enclave called Analytics and Reporting Enterprise System (ARES) within Advana,

with its dedicated landing page, standard database connections, and better user access

provisioning. The core feature will be near real-time data ingestion from the Army Enterprise

Resource Platforms.

The Under Secretary of Defense for Personnel and Readiness (USD(P&R)) has three

Transformation initiatives in FY 2025.

• The Strategic Readiness Assessment is an annual assessment that will identify the strategic

readiness challenges across the Department and provide senior leaders with mitigation

options to better realize NDS objectives over time.

• Enterprise Learning Record Repository develops an enterprise-wide learning record

repository for all active duty and civilian personnel to enhance talent management and user

Overview – FY 2025 Defense Budget

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4-44

experience. This federated Enterprise Learner Record Repository allows one to look across

many distributed learner records as if they were from a single source. It enables the sharing

of local and global learner data across the DoD. This learner data will be pulled from

authoritative sources for publishing, customizing, and harmonizing individual profiles,

performance records, and training records. Once launched, personnel can access their

training records throughout their learning journey at DoD and use this information to ensure

they have the skills and credentials required for their career path.

• General Fund Enterprise Business System to the Air Force Medical Service is an enterprise

transformation initiative to support bringing the MHS enterprise for all Direct Care DHP funds

into a singular financial system, thus bringing the Department in line with previous direction

from Congressional and Secretary of Defense instruction. This will significantly enhance

financial management within the MHS from an operational and compliance/accountability

perspective. This will also greatly simplify the audit landscape, allowing the DHP to focus on

a singular financial system instead of numerous disparate financial systems.

The CDAO, in partnership with the DoD PIO and the Under Secretary of Defense for Policy

(USD(P)), has one Transformation PII in FY 2025. The development of Pulse realizes the Deputy

Secretary of Defense's vision of creating data advantage by using executive analytics to drive

enterprise performance and track the implementation of the Department’s strategic priorities. The

objectives of Pulse are to develop and integrate data-informed, outcome-based metrics to show

how DoD is performing, to enable the Secretary of Defense/Deputy Secretary of Defense to

monitor that performance proactively and to ensure performance improvement efforts across DoD

are in alignment.

Data Analytics

The CDAO’s Pulse centralized data model and business analytic tools leverage technologies on

Advana to monitor and track performance metrics related to the NDS Implementation Plan, DoD

SMP, and other key indicators of organizational health. In July 2023 when Deputy Secretary of

Defense Hicks directed offices of primary responsibility (OPRs) to update current value and

targets of all Strategic Priority Metrics (SPMs) by the end of FY 2023, the CDAO formed the

Principal Staff Assistants Analytic Project Teams (PSA-APTs) to focus Executive Performance

products. These PSA-APTs assisted in creating the Principal Staff Assistants (PSAs)

Management Dashboard for OSD leadership and targeted data engineering and analytics

assistance to OPRs to use quality data across functional communities in support of Secretary of

Defense priority areas. By the end of September 2023, 105 of 119 priority metrics used data to

calculate a current value in the SPM Dashboard. Now, the OPRs are increasing that number as

they re-baseline priority metrics for their annual reporting requirements in the new fiscal year.

The CDAO also collaborated with the USD(A&S) and Defense Pricing and Contracting (DPC) on

migration efforts to make "gold-standard" contract data available across the Department. These

new data sets enable acquisition teams and procurement professionals to leverage contract data

with accuracy down to the cent for over $400 billion a year in DoD obligations. This gold standard

allows USD(A&S) to answer congressional for metrics such as Procurement Administrative Lead

“The objectives of Pulse are to develop and integrate data-informed, outcome-

based metrics to show how DoD is performing; to enable SecDef/DepSecDef to

proactively monitor that performance, and to ensure performance

improvement efforts across DoD are in alignment.”

- Deputy Secretary of Defense Kathleen H. Hicks August, 2023 Memo: Department of Defense Fiscal Year 2023-

2024 Priority Cross-Cutting Performance Improvement Initiatives

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CHAPTER 4 BUILDING ENDURING ADVANTAGES

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Time for major contract awards and decision-grade analytics for middle-tier acquisition programs

across DoD.

Furthering stewardship of taxpayer resources, the CDAO implemented the Improper Payments

application for the Office of the Under Secretary of Defense for Comptroller’s Improper Payment

Detection tool, which prevents DoD from issuing erroneous payments. The tool has identified

and stopped payment on over $14.5 billion since December 2020 and was one of CDAO’s original

use cases for Advana.

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Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-1

5. MILITARY DEPARTMENTS

The Military Departments generally use several

means to report their activities to Congress.

Consistent with Title 10, Section 113 I(1)(A),

each of the Military Departments is providing a

summary of their Fiscal Year (FY) 2025 budget

submissions for inclusion in the DoD Budget

Overview. Additional data are contained in

Appendix A, Resource Exhibits.

DEPARTMENT OF THE ARMY

Discretionary Budget Authority in Billions

FY 2023 FY 2024 FY 2024 FY 2025

Department of the Army

Actuals

Request

Military Personnel 69.3 69.8

68.3 70.7

Operation and Maintenance 74.7 72.1 70.6

71.4

Procurement 34.8 23.4 23.6

24.4

RDT&E 17.0 15.8 17.1

14.1

Military Construction 3.0 2.1 3.0

3.1

Family Housing 0.9 0.7

0.9 0.8

Revolving and Management Funds 0.1 0.0

0.1 0.0

Pass Thru (CTEF, & CHEM-DEMIL

)

1.5 1.5 1.5 1.3

Subtotal Department of the Army 201.4 185.3 185.2 185.8

Arlington National Cemetery 0.2 0.2

0.2 0.1

Total Department of the Army 201.5 185.5 185.4 186.0

Counter-Islamic State of Iraq & Syria Train and Equip Fund (CTEF); Chemical Agents & Munitions Destruction

(CHEM DEMIL)

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

FY 2023 Actuals include supplemental funding for Ukraine and Natural Disasters

Introduction

The Army faces a challenging and evolving security environment. Similar to the beginning of the

21st Century, the Army navigates reformation in a budget-constrained environment, with rising

tensions between great powers across the globe. This is a crucial moment for the Army to

summon our ingenuity by:

• Innovating and investing in emerging technologies,

• Testing and developing in uncharted areas like artificial intelligence and contested domains

like space and cyber, and

• Reshaping and transforming the force to be more adaptable and flexible.

Sections

• Department of the Army

• Department of the Navy

• Department of the Air Force

• National Guard

“Our purpose is timeless and clear – To fight and win our Nation’s wars by

providing ready, prompt, and sustained land dominance by Army forces across

the full spectrum of conflict as part of the Joint Force.”

- The Army Mission

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-2

We cannot afford to wait until the next conflict is clearly visible. We must focus on today to be

successful on future battlefields. We continue to serve as the most lethal land force by leaning

into the challenges we face while remaining committed to our Soldiers and Families. The FY 2025

budget invests in the quality of life of our Soldiers and the capabilities our Soldiers need to fight

and win our nation’s wars.

Quality of Life Improvements / Investing in Quality of Life

The Army remains committed to improving

Soldiers’ and Families' living conditions. We are

working to improve barracks oversight at every

post and with every garrison commander.

Garrison commands have reduced work order

times and strive to address repairs quickly and

effectively. We are exploring ways to provide 100

percent sustainment funding for barracks and to

spend more on renovation and construction.

We continue to increase spouse employment

options and access to healthcare for Army

families. We have extended our parental leave policies to include 12 weeks of paid leave for new

parents, increased childcare capacity, and increased compensation for childcare workers.

Summoning Our Ingenuity / Investing in Capabilities

The same things that made a difference 20 years ago are all things we must focus on today: rapid

mobilization of industry, openness to innovation and experimentation, structural transformation,

and doctrinal overhaul. In close partnership with industry, the Army has pressed ahead and

stayed on track to implement our most ambitious modernization effort in 40 years. We will

continue to embrace change, look to the future, be more modern, lethal, and adaptive.

We have moved dozens of systems in advanced

prototyping, production, and fielding. This steady

process proves we can and will succeed on critical

modernization programs. The introduction of

these new systems increases our force’s capability

to respond to various threats and serve as a

credible deterrent to our adversaries.

Systems we have tested range from a Mid-Range

Capability designed to strike ships from land to

emerging technologies like the Directed Energy

Mobile-Short Range Air Defense used to defeat unmanned aircraft and indirect fires. We have

produced and fielded the Long-Range Hypersonic Weapon ground support equipment and the

Small Multipurpose Equipment Transport.

As we transform the Army’s formations, we look to have robots, not Soldiers, make first contact

with the enemy. This shift will allow Soldiers to do what only humans can: make values-based

decisions, accept risk, and practice the art of command. We are beginning a new Human-

“We must continue to embrace innovation and transformation or risk failing to

address future threats.”

- Secretary of the Army Christine E. Wormuth

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CHAPTER 5 MILITARY DEPARTMENTS

5-3

Machine Integrated Formations initiative to determine how robots and Soldiers will work together

on the battlefield.

Manning the Formation of the Future / Investing in Talent

The Army needs to recruit the right people today – a unique task for an all-volunteer force that

has grown more difficult in recent years. We have innovated and reformed in this area through

the Soldier Referral Program and the Future Soldier Prep Course, where we work tirelessly to

improve our recruiting and accessions process. We streamlined the medical review process by

surging medical personnel to processing stations. These efforts enabled the Army to end

FY 2023 with 55,000 recruiting contracts, including 4,600 for the Delayed Entry Program.

To develop that understanding, the Army established a study team to examine the Army’s

recruiting challenges and practices. This undertaking identified the symptoms, their root causes,

and recommended solutions. Based on the team’s excellent work and after discussion at senior

levels, the Army has made decisions that will transform the Army recruiting enterprise and position

us to start building back our end strength. We are changing who we recruit, how we recruit, and

who we recruit with.

We are going to broaden our prospect pool to

include more of the available labor force. We will

transition from a “borrowed” workforce model to a

permanent specialized recruiter workforce.

We will elevate Recruiting Command to report

directly to the Army's Secretary and Chief of Staff.

The Commanding General will serve a four-year

tenure to lead and deliver results. The United

States Army Recruiting Command will receive new

capabilities and capacity to experiment, learn, and

implement change.

Conclusion

The FY 2025 budget innovates and transforms in recruiting, warfighting concepts, and

modernization. What we are doing today, and in the years ahead, will ensure we remain the

greatest land fighting force in the world. The investments we make today, from improving Soldier

quality of life to developing new, advanced weapons, will all contribute to our future success. We

must use this rapid momentum to innovate or lose the edge we have as the most lethal land force

in the world.

“Whether it’s large-scale combat operations, disaster response, something in

between or something unprecedented, we will be ready. We will adapt, and we

will win.”

- 41st Army Chief of Staff General Randy George

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CHAPTER 5 MILITARY DEPARTMENTS

5-4

DEPARTMENT OF THE NAVY

Discretionary Budget Authority in Billions

FY 2023 FY 2024 FY 2024 FY 2025

Department of the Navy

Actuals

Request

Military Personnel 58.4 60.6 58.4 61.9

Operation and Maintenance 81.7 84.6 80.1 87.6

Procurement 74.0 76.9 72.3 77.1

RDT&E 25.9 26.9 26.0 25.7

Military Construction 5.8 6.2 5.8 4.7

Family Housing 0.7 0.6 0.7 0.6

Revolving and Management Funds 0.1 0.0 0.0 0.0

Total Department of the Navy 246.6 255.8 243.3 257.6

FY 2023 Actuals include supplemental funding for Ukraine and Natural Disasters

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Since our founding, the United States of America

has always been a maritime nation. For hundreds

of years, the sea has proved a vital artery of

American prosperity, fueling our economic engine

by allowing us to engage in commerce on a global

scale. We rely on our world’s oceans for food,

natural resources, transporting goods and people,

and more recently to carry vast amounts of data via

undersea cables. To maintain our nation’s

unrestricted access to the sea, and to guarantee

the free flow of maritime commerce for ourselves,

our allies, and our international partners, our nation

requires a capable, agile, and lethal Navy and Marine Corps.

As we execute FY 2024 and prepare for FY 2025, the world continues to witness geopolitical

transformations, evolving security challenges, and rapid technological advancements. In this

ever-changing landscape, the role of the Department of the Navy (DON) around the globe has

become increasingly critical to maintaining our national interests and ensuring the security of

international maritime routes.

In June 2023, the Fiscal Responsibility Act (FRA, P.L. 118-5) was enacted. It includes provisions

for defense budget authority in FY 2024 and FY 2025, including mandatory reductions to budget

authority for lack of full-year appropriation legislation enactment. The budget authority is well

below historical inflation targets, forcing hard budgetary choices.

With increasing global conflicts and fiscal

uncertainty as our forces are deployed across

the globe, our FY 2025 President’s Budget

(PB25) request has been carefully planned in

alignment with U.S. national security

strategies, defense priorities, and long-term

objectives. The PB25 request provides the

best mix of personnel, platforms, and

capabilities to ensure freedom of the seas,

deter our adversaries and, if necessary, be

victorious in combat.

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CHAPTER 5 MILITARY DEPARTMENTS

5-5

The DON budget serves as the financial blueprint supporting our naval forces' maritime

capabilities, operations, and readiness. It aims to enable our Naval and Marine forces to

effectively respond to contingencies, enhance interoperability with allied navies, and adapt to the

emerging threats and opportunities in the maritime domain.

The budget emphasizes the importance of forward presence and power projection,

acknowledging the significance of maintaining a strong naval presence in strategic locations and

contested areas. Furthermore, this budget recognizes the importance of maritime diplomacy,

promoting partnerships, and strengthening regional cooperation. It emphasizes collaborative

naval exercise, joint training programs, and information-sharing initiatives to enhance maritime

security and counter transnational threats such as piracy, smuggling, and terrorism.

Strategic Guidance and Themes

National Security Strategy (NSS) and National Defense Strategy (NDS)

Both NSS and NDS remain unchanged from last year’s budget (see page 1-1), and the DON’s

PB25 request remain aligned with both of these strategies.

Secretary of the Navy Strategic Guidance

The Secretary of the Navy’s (SECNAV) enduring

priorities laid out just over two years ago remain

the principal guidance for the DON. In addition to

the initial three priorities of strengthening maritime

dominance, building a culture of warfighting

excellence, and enhancing our strategic

partnerships, there has been an expansion,

calling for a “new maritime statecraft” to prevail in

this era of intense strategic competition.

Strengthening Maritime Dominance. As history

has proven, seapower is cyclical, but not self-

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CHAPTER 5 MILITARY DEPARTMENTS

5-6

sustaining. We cannot rely simply on maintaining our seapower to fight and decisively win our

Nation’s wars – we must strengthen our maritime dominance. Strengthening requires time under

tension, challenging our shipbuilders, maintenance facilities, and the entire defense industrial

base to expand production. Strengthening also requires enhancing our submarine capabilities,

building a climate-ready force, innovating and adapting new uncrewed technology, and increasing

our undersea advantage by enhancing our trilateral security partnership called “AUKUS”-

Australia, the United Kingdom, and the United States.

Building a Culture of Warfighting Excellence. Our people provide the foundational strength

for the DON and provide us competitive warfighting advantage over our competitors. Building a

culture of warfighting excellence is founded on strong leadership rooted in treating each other

with dignity and respect. Taking care of our people is absolutely critical to our mission. We will

continue our efforts to improve quality of service for our Sailors, Marines, civilians, and their

families. We will leverage our naval education opportunities to build and sustain a strong, diverse,

and healthy force. Imperative research, development, science, and technology enable us to

innovate at the speed of relevancy – ensuring our competitive edge over our adversaries.

Enhancing our Strategic Partnerships. We will work to continue enhancing strategic

partnerships across the Joint Force, industry, academia, and with our allies and partners around

the globe. Internally, we need to leverage those who make up our defense ecosystems, our

contractors, academia, and think tanks. At the same time, we must use a comprehensive,

bipartisan engagement strategy focused on creative partnerships to overcome long-standing

procedural and structural impediments. Externally, we will strengthen military-to-military

relationships with existing allies and partners.

Maritime Statecraft. In a broad sense, maritime statecraft encompasses naval diplomacy and a

national, whole-of-government effort to build comprehensive U.S. and allied maritime power, both

commercial and naval. Our new maritime statecraft should be bold, founded on a strong Navy

and Marine Corps to fulfill our national security interests. It should also be equally strong on

engagement in areas of economic development, trade, and climate diplomacy to enable us to

compete more successfully on a globally. It should leverage the tremendous advantages we

uniquely enjoy in innovation and technology, particularly in the maritime domain. It must be

forward-looking to anticipate how to address future challenges that include competition over

industrialization of the oceans and how to re-define territorial waters and economic exclusive

zones as sea levels rise. A successful maritime statecraft would also advance cooperation on

shared challenges in this era of intensifying inter-state competition. History proves that, in the

long run, there has never been a great naval power that wasn’t also a maritime power — a

commercial shipbuilding and global shipping power. There are steps we are taking and can take

in the future as a nation to revitalize our maritime industry.

To protect maritime supremacy, we will continue to advance our enduring priorities, which are

purpose-built to serve as an interconnected framework for ongoing evolution. Guided by our

mission and vision, and remaining committed to our priorities, we will continue to field the world’s

most dominate maritime force.

The DON is in contact with our adversaries daily on the sea, undersea, land, air, and in space.

To build our competitive advantage we are moving with urgency to make the necessary

investments for the fleet and force our country needs today and into the future. We stand ready

in terms of peace and when called upon, in conflict.

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CHAPTER 5 MILITARY DEPARTMENTS

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Chief of Naval Operations (CNO) Strategic Guidance

On November 2, 2023, the U.S. Senate confirmed

Admiral Lisa Franchetti as the 33

Chief of Naval

Operations. With her confirmation, Admiral

Franchetti became the first woman to hold the

Navy’s top officer position. Her guidance to the

fleet, This is America’s Warfighting Navy, defines

today’s Navy and reinforces naval priorities.

America’s navy is the most powerful navy in the

world. It comprises Sailors and Civilians who have

answered the Nation’s call to service and whose

identity is forged by the sea as we serve with

honor, courage, and commitment.

The role of the Navy is to preserve the peace,

respond in crisis, and win decisively in war if called

to do so. The Navy operates far forward, around

the world and around the clock, from the seabed

to space, in cyberspace, and in the information

environment to promote prosperity and security, deter aggression, and provide options to the

Nation’s leaders. The Navy delivers power for peace but is always postured and ready to fight

and win as part of the Joint Force and alongside allies and partners.

The threats to our nation and our interests are real and growing. The strategic environment has

changed; gone are the days of operating from a maritime sanctuary against competitors who

cannot threaten us. Our adversaries have designed their militaries to overcome our traditional

sources of strength. We must move rapidly to stay ahead and continuously create warfighting

advantages. We must think, act, and operate differently, leveraging wargaming and

experimentation to integrate conventional capability with hybrid, unmanned, and disruptive

technologies. Tomorrow's battlefield will be incredibly challenging and complex. To win decisively

in that environment our Sailors must be the best warfighters in the world with the best systems,

weapons, and platforms to ensure we can defeat our adversaries. We will put more players on

the field - platforms that are ready with the right capabilities, weapons and sustainment, and

people who are ready with the right skills, tools, training, and mindset.

The Naval priorities focus on Warfighting, Warfighters, and the Foundation that supports them.

Warfighting: Deliver Decisive Combat Power. We will view everything we do through a

warfighting lens to ensure our Navy remains the world’s preeminent fighting force. We will

prioritize the readiness and capabilities required to fight and win at sea, and the logistics and

shore support needed to keep our Navy fit to fight. We recognize that we will never fight alone.

We will advance naval integration with the Marine Corps and synchronize and align our

warfighting efforts with the Joint Force. We will design and drive interoperability with our allies

and partners to deliver combined lethality.

Warfighters: Strengthen the Navy Team. We will use the principles of mission command to

empower leaders at all levels to operate in uncertain, complex, and rapidly changing

environments, ready to take initiative and bold action with confidence. We will build strong

warfighting teams, recruiting and retaining talented people from across the rich fabric of America.

We will provide world-class training and education to our Sailors and Civilians, honing their skills

and giving them every opportunity to succeed. We will ensure our quality of service meets the

highest standards, and we will look after our families and support networks, who enable us to

Overview – FY 2025 Defense Budget

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5-8

accomplish our warfighting mission.

Foundation: Build Trust, Align Resources, Be Ready. We will earn and reinforce the trust

and confidence of the American people every day. We will work with Congress to field and

maintain the world’s most powerful Navy and the infrastructure that sustains it. We will team with

industry and academia to solve our most pressing challenges. We will cooperate with the

interagency to bolster integrated deterrence. We will align what we do ashore with the warfighting

need of our Fleet.

America is counting on us to deter aggression, defend our national security interests, and

preserve our way of life. With the right tools, a winning mindset, and the highest levels of integrity,

we will operate safely as a team to deliver warfighting excellence.

Commandant of the Marine Corps (CMC) Strategic Guidance

The Marine Corps’ Force Design transformational

effort is designed to change how the Marine Corps

operates and modernizes the force, bringing the

Marines back to their core maritime mission.

Through bilateral and multinational exercises, the

Marine Corps is joining with our partners to project

power from the shore, affecting events at sea by

supporting the freedom of maritime maneuver and

keeping sea lines of communication open for

commerce to flow freely.

Force Design is a Service-wide modernization

effort to make the Marine Corps lighter, more

naval, more versatile, and more lethal.

Modernizing the Corps improves the ability to deter

potential adversaries by providing credible support

to naval campaigns and expanding integration with

the naval and joint force and our allies and partners. Today, Marines are standing-in across

multiple theaters to disrupt adversary plans and prevent conflict. If necessary, they are prepared

to seize and defend key maritime terrain. While still being refined, the concepts and capabilities

stemming from Force Design are being used today across the globe, from Lithuania to the western

Pacific and beyond.

The Marine Corps continues executing its extensive modernization and transformation efforts to

provide America with Marine Forces that can deter adversaries and, if deterrence fails, to win in

any domain. Now in its sixth year of implementation, Force Design will ensure the Fleet Marine

Force operating forward is organized, trained, and equipped to meet the demands of the rapidly

evolving future operating environment, optimized for the challenges of naval expeditionary

warfare, and able to effectively contribute to integrated deterrence and the day-to-day forward

campaigning necessary to build advantage with our allies and partners.

Current and future readiness is a continuous process based on the Marine Corps’ understanding

“We became Marines to fight, and we work hard every day to be the first to

fight.”

- General Eric M. Smith, Guidance to the Force, August, 2023

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5-9

of emerging and evolving threats, the trajectory of technology, and the missions the Corps is

tasked to undertake. Ongoing efforts to create and sustain warfighting advantage over the long

term will ensure the FMF remains organized, trained, and equipped to succeed in an ever-

evolving operational environment, regardless of climate or place, maintaining its role as America’s

force-in-readiness, deterring adversaries, and responding to crises globally. To meet these

requirements, the Marine Corps’ priorities for FY 2025 are:

Balance Crisis Response with Modernization Efforts: Accelerate and streamline

modernization efforts, so that Force Design is understood as the journey toward a ready force for

a peer fight. This journey includes the best training, equipment, and people. Simultaneously, an

ability to rapidly respond to crises is an essential capability that the Marine Corps will maintain.

Naval Integration and Organic Mobility: Partner and integrate with the Navy at every level

possible to provide the Joint Force with sea based expeditionary forces that are task organized

to deliver combat power from the littorals to points further inland. The Marine Corps remains

focused on the statutory requirement of no fewer than 31 Amphibious Warfare Ships (10 LHA/D

and 21 LPD), in concert with the Medium Landing Ship to provide the organic lift required to

enable Fleet and Joint Force maneuver.

Quality of Life: Recruit and retain the best by improving our barracks, base housing, gyms, chow

halls, child development centers, and personnel policies. Quality of life improvements directly

contribute to a more capable and lethal force.

Recruit, Make, and Retain Marines: Continue sending the very best to recruiting and instructor

duty so our newest Marines benefit from the best role models very early in their careers as

warriors. Reward those who choose to stay in the Marine Corps with quality retention options

and incentives.

Maximize the Potential of the Reserves: Appropriately resource the Reserve Component to be

ready, responsive, and relevant to fight and win. Marine Corps Forces Reserve possesses a

wealth of expertise and esprit, and it will make it easier for Marines to transition from active to

reserve and back again. There is only one kind of Marine, the fighting kind.

Security and Operational Environment

Today’s challenging security environment, from the Red Sea, Persian Gulf, the Mediterranean

and Northern Atlantic, to the Western Pacific, demands a fleet full of Sailors and Marines trained,

plus properly armed and equipped, to respond to adversaries and opportunistic actors. The

threats to our Nation and our interests are real and growing. The strategic environment has

changed; gone are the days of operating from a maritime sanctuary against competitors who

cannot threaten us. The NDS makes clear that we must defend our homeland, deter strategic

attacks, deter and be prepared to prevail in conflict against the People’s Republic of China, and

meet the acute challenge of an aggressive Russia and other persistent threats. Our adversaries

have designed their militaries to overcome our traditional sources of strength. We must move

rapidly to stay ahead and continuously create warfighting advantages. We must think, act, and

operate differently, leveraging wargaming and experimentation to integrate conventional

capability with hybrid, unmanned, and disruptive technologies. Tomorrow’s battlefield will be

incredibly challenging and complex.

Over the last year, we have seen our United States Navy at the center of global and national

security. Although Navy ships have played a significant part in almost every conflict since the

Vietnam-era, not since the “Tanker Wars" in the 1980's has our surface fleet been a daily news

story broadcast worldwide. Over the last several months, our teammates around the world have

demonstrated that America's Warfighting Navy is as ready and relevant as ever.

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-10

After the Israel/Hamas conflict began, the Ford Carrier Strike Group, along with our forward-

deployed Ballistic Missile Defense (BMD)-capable ships, were immediately on-scene in the

eastern Mediterranean deterring malign actors from taking advantage of instability and uncertainty

in the region. Over the past three months in the Red Sea and Middle East, we saw the Bataan

Amphibious Ready Group, additional BMD ships and then the Eisenhower Carrier Strike Group

take on additional duties to deter aggression, ensure freedom of navigation, and protect the flow

of global commerce.

The announcement of Operation Prosperity

Guardian (OPG) solidified our commitment,

alongside allies and partners of more than 25

nations, to protecting some of the world’s

most critical lanes of commerce. OPG is a

new effort proposed by the United States to

protect the freedom of navigation and

commerce in these vital waterways. As we

submit our budget request, the United States

Navy continues critical operations in the Red

Sea. Our Navy has defensively shot down

numerous missiles, UAVs and USVs over the

Red Sea and Gulf of Aden and offensively

targeted Houthi rebel missile sites inside Houthi controlled territory in Yemen. The world got a

vote, and we are now operating in one of the most heavily contested maritime environments we

have ever seen. Over in the Pacific, we continue to strengthen our regional alliances and

partnerships. The Carl Vinson Carrier Strike group participated in trilateral exercises with the

Japanese Maritime Defense Force and the Republic of Korea Navy, as well as Annual Exercise

2023 with the Royal Australian Navy, Royal Canadian Navy, and Japanese Maritime Defense

Force, further illustrating our interoperability and commitment to a free and open Indo-Pacific.

Nefarious actions from our foes challenge one of the foundational principles of our nation — the

Freedom of the Seas. Since our values and commitment to ensuring that the maritime commons

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

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are free and open for the benefit of all, the Department of the Navy is the partner-of-choice for

many fellow maritime nations, and we are seeking out new strategic partnerships as part of our

maritime statecraft.

FY 2025 President’s Budget Overview

Figure 6.1. FY 2025 Navy Total Budget Request by Appropriation ($ in billions)

Operating under constrained budget caps in FY 2025 identified in the FRA hinders the

Department in fully executing our strategic priorities, such as investing in cutting-edge

technologies and capabilities. Within the Department we made a conscious decision to protect

our people and readiness, at the expense of reducing acquisition to live within budget constraints.

This budget strategically allocates resources to our operations and readiness accounts to position

the Nation’s Naval Force forward in defense of our interests today, evidenced by the superb

execution by our forces in the Red Sea.

Figure 6.1 breaks out the $257.6 billion PB25 request by major appropriation group. This budget

represents only a $1.8 billion or 0.7 percent increase over our FY 2024 President’s Budget

request with minimal changes in all appropriation groups, except construction. Our procurement

accounts increase by 0.2 percent, operation and maintenance increases 3.6 percent, military

personnel increases 2.2 percent, research and development decreases 4.5 percent, and military

construction and family housing accounts decrease 22.2 percent.

Aligned with Congressional intent, this budget request delivers the most ready and lethal Naval

Forces feasible under the FRA budget caps. These caps, paced well below historical inflation

targets, force hard choices. Due to the residual effects of inflationary pressures of the past few

years, workforce challenges, and increased labor and supply costs across the defense enterprise,

drove costs associated with our shipbuilding account up roughly 20 percent over the last couple

of years. Hard choices were made, particularly in the procurement accounts. An analytic review

of production performance identified areas where we could take risk to comply with the

congressional fiscal caps. We also adjusted the phasing of procurement of critical naval aviation

forces to comply with the caps.

This budget fully funds the Nation’s top Defense acquisition priority – Columbia Class Nuclear

Ballistic Missile Submarine, prioritizes resources in the Navy shipbuilding account to fund the

Submarine Industrial Base, and includes the Marine Corps’ top priority, a LPD, while maintaining

31 amphibious ships in accordance with the law. With a deliberate approach, the DON increased

Military Personnel ,

$61.9B, 24%

Operation & Maintenance ,

$87.6B, 34%

Procurement ,

$77.1B, 30%

RDT&E , $25.7B, 10%

MILCON, $5.3B, 2%

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CHAPTER 5 MILITARY DEPARTMENTS

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funding in ship maintenance/readiness accounts which are designed to increase the fleet’s ship

availability while also modernizing existing platforms, in order to put more players on the field –

capacity is a capability of its own. Additionally, the Department continues to make the robust

strategic investment into four public shipyards to maximize our players on the field today and the

next few decades.

We continue to make investments in critical munitions required by the warfighter. In response to

the large investments the Department requested last year, and industry’s challenges to meet that

immediate demand signal, the Department is reinvesting funds in the weapons industrial base to

ensure we can ramp up production in the immediate future.

Additionally, building off our efforts with our unmanned task force, developing and refining

unmanned contributions to our fleet, we have funded efforts to expand these operations in Fourth

Fleet, which will be key to countering illicit drug and human trafficking in waters between the U.S.

and South America. Additionally, the Navy has established a Disruptive Capabilities Office,

charged with identifying and maturing critical unmanned capabilities for future inclusion in a hybrid

fleet. The DCO will also be the DON’s tie-in to OSD’s Replicator effort.

Strengthening Maritime Dominance

The FY 2025 President’s Budget demonstrates smart choices made in strengthening our maritime

dominace relative to the pacing threat. We have prioritized the readiness and capabilities required

to fight and win at sea, and the logistics and shore support required to keep our DON fit to fight.

Readiness

Readiness is generated across the DON, from our shipyards and aviation depots, to our global

network of bases and stations, to the steaming and flying hours our Sailors and Marines need to

hone their skills. The budget supports presence and crisis responsibilities.

This budget funds ship maintenance at $14.5 billion as the Navy continues to focus on maximizing

the time our ships are available to Fleet commanders. It covers private contracted availabilities,

as well as the Navy’s four public shipyards, regional maintenance centers, and intermediate

maintenance facilities. Investments in dry dock capacity, facility layout, and workload planning

will pay off in future readiness as more ships complete their maintenance periods on time and

return to the Fleet. With approximately 100 ships

and submarines underway on any given day, the

ship operations budget funds the fuel, parts, and

support necessary to train and deploy our Fleet

around the globe. Also funded are all aspects of

the Combat Logistics ships that are manned,

operated, and maintained by the Military Sealift

Command. The budget provides $7.6 billion to

support ship operations for a battle force of 287

ships, including 12 aircraft carriers and 9 large

deck amphibious ships, at the end of FY 2025.The

budget provides $7.6 billion to support ship

operations for a battle force of 287 ships, including 12 aircraft carriers and 9 large deck

amphibious ships, at the end of FY 2025.

The request of $4.1 billion for Marine Corps expeditionary forces supports three Marine Littoral

Regiments, sustains five traditional Infantry Regiments, and supports engagements throughout

the Indo-Pacific Area of responsibility to meet the posture of the Joint Force. This also includes

funds for ground equipment depot maintenance, maritime prepositioning efforts, and cyber space

activities.

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CHAPTER 5 MILITARY DEPARTMENTS

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The Flying Hour Program funds the maximum affordable flight hours and flight training to enable

Carrier and Expeditionary Strike Group power projections and dynamic employment. The

FY 2025 budget request of $10.6 billion provides nearly 900 thousand flying hours, providing

operation, maintenance, and training for nine Navy Carrier Air Wings and three Marine Corps Air

Wings to enable carrier and expeditionary strike group power projection. The aircraft depot

maintenance program funds repairs, overhauls, and inspections of aircraft, engines, and aircraft

components to ensure aircraft are maintained in a safe flyable condition enabling sufficient

quantities to be available to meet fleet requirements to decisively win combat operations.

FY 2025 request of $1.7 billion for aircraft depot maintenance to pace the Flying Hour Program.

The DON will make affordable investments in facilities to maintain our critical advantage in

supporting and sustaining our combat forces, seeking opportunities to increase efficiency and

resiliency as we do so. The Facilities Sustainment, Restoration, and Modernization (FSRM)

program includes investments focused on directly supporting critical warfighting readiness and

capabilities. The FY 2025 FSRM request for the Navy is $4.7 billion, while the USMC FSRM

request is $1.3 billion. The Marine Corps’ Facilities Investment Strategy permits for a smaller

percentage of funding due to critical infrastructure covered while failing facilities are demolished.

The FY 2025 budget includes funds for modernizing the Navy’s four public shipyards as part of

the Shipyard Infrastructure Optimization Program.

The Base Operating Support (BOS) request of $9.6 billion ensures the safe and efficient operation

of shore-based installations worldwide for the DON. BOS efforts include childcare, utilities,

transportation, environmental, engineering support, base services, physical security, anti-

terrorism and force-protection, and port and airfield operations.

Procurement

To support the NDS and win decisively against threats, our Sailors and Marines must be the best

warfighters in the world with the best systems, weapons, and platforms to ensure we can defeat

our adversaries.

The future of integrated warfighting will include a

blend of manned and unmanned systems, and we

are aligning today to field the capabilities and build

the hybrid fleet that we’ll fight with tomorrow. The

DON’s FY 2025 shipbuilding budget request of

$32.4 billion procures six battle force ships and

funds cost-to-complete for prior year shipbuilding

across multiple programs. The request includes

funds for:

• One Block VI Virginia class fast attack

submarine, advance procurement/economic

order quantity funds for eight future SSNs, and new multiyear procurement for the Block VI

VCS in FY 2025 to ensure we maintain the SSN force structure needed to deliver the

undersea capabilities required to operate effectively in anti-access and area denial

environments.

• Two Arleigh Burke class destroyers and covers shortfalls on prior year ships.

• One Constellation class guided missile frigate, an agile multi-mission platform designed for

operation in littoral and blue water environments.

• A San Antonio class amphibious warfare ship for the embark, transport, control, insert,

sustainment, and extract of Marine Air-Ground Task force elements.

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CHAPTER 5 MILITARY DEPARTMENTS

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• One Medium Landing Ship is requested that enables distributed maneuver and logistics in

support of the Marine Littoral Regiment.

The FY 2025 budget request also funds advanced procurement for future submarines and the

second increment to complete the second Columbia class submarine, USS Wisconsin, which will

provide continuous sea-based strategic deterrence into the 2080s.

In addition, FY 2025 budget request also funds three Landing Craft Air Cushion service life

extension programs, one complex refueling overhaul for CVN68, and two additional used sealift

vessels. A comprehensive review of our shipbuilding portfolio is ongoing to assess both national

and local causes of challenges to shipbuilding efforts with the intended result to identify actions

for a stronger U.S. shipbuilding industrial base as we continue to work with industry to strengthen

our nation’s shipbuilding capacity, providing the combat capabilities that our warfighters need.

The aircraft procurement request is $16.2 billion in

FY 2025 and includes 75 fixed-wing, rotary-wing,

and unmanned aircraft to modernize our

capabilities that can achieve lethal and persistent

effects inside adversary weapon engagement

zones. This budget funds 53 fixed-wing aircraft to

include 13 F-35B and 13 F-35C Lightning IIs as

multirole stealthy strike fighters; and 27 Multi-

Engine Advanced Training Systems to modernize

multiengine aircraft training. The request also

funds 19 rotary-wing CH-53K King Stallions to

conduct expeditionary heavy-lift assault transport

for the Marine Corps. Lastly, three MQ-25 Stingrays are requested to conduct aerial refueling

and ISR.

The FY 2025 President’s Budget provides $6.6 billion for the Weapons Procurement, Navy

appropriation. This delivers critical capabilities to maintain our warfighting advantage. FY 2025

ship weapons procurement 252 Tomahawk recertification kits; 111 Tomahawk navigation and

communications kits; 32 Maritime Strike Tomahawk kits; 221 Tactical Tomahawk Military Code;

5 Tactical Tomahawk Joint Multiple Effects Warhead System; 125 Standard Missile-6s;

148 Rolling Airframe Missiles; 369 Evolved Sea Sparrow Missiles; 79 MK 48 Advanced Capability

heavyweight torpedoes; 51 MK 54 Mod 1 anti-submarine torpedo kits; 12 Naval Strike Missiles;

and 12 Littoral Combat Ship Surface-to-Surface Missile Modules. Aircraft weapons procurement

includes: 157 AIM-9X Sidewinders, 261 AIM-120D Advanced Medium Range Air-to-Air Missiles;

157 Advanced Anti-Radiation Guided Munitions-Extended Range; 182 Joint Air-to-Ground

Missiles; 90 Long Range Anti-Ship Missiles; and 280 Small Diameter Bombs Increment II. We

continue to make investments in critical munitions required by the warfighter. In response to the

large investments the department requested last year, and industry’s challenges to meet that

immediate demand signal, the department is reinvesting funds in the weapons industrial base to

ensure we can ramp up production in the immediate future.

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CHAPTER 5 MILITARY DEPARTMENTS

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The FY 2025 budget reflects the Marine Corps’

key Force Design investments. The FY 2025

Procurement, Marine Corps budget is $4.2 billion.

Major procurements include: 674 Joint Light

Tactical Vehicles which are survivable vehicles

providing a greater payload; 80 Amphibious

Combat Vehicles to deploy Marines from ship to

shore; and guided missiles such as 90 Naval Strike

Missiles with an anti-ship/land attack cruise missile

capability, 22 Block V Tactical Tomahawk missiles

for Long-Range Fires, and 123 Javelins providing

Anti-Armor Missiles; 6 Guided MLRS Rockets.

Also requested are communications and electronics such as radio systems, ground/air task

oriented radar, and Marine Corps Enterprise Network.

Research and Development

This budget request of $25.7 billion for the Research, Development, Test and Evaluation, Navy

appropriation continues investments in developing and deploying tomorrow’s capabilities across

the spectrum of conflict. Science and Technology (S&T) includes basic research, applied

research, and advanced technology development. Basic research encompasses efforts at

universities, in-house labs, and defense activities. Applied research expands application of new

technology into all facets of naval hardware, while advanced technology expands into prototypes

and demonstrations for potential application in naval weapons systems. The FY 2025 budget

requests covers investment in future submarines (SSNX) and large surface combatants (DDGX)

programs with newer technologies to counter emerging threats. Within aviation, key efforts

requested include the Next Generation Fighter (F/A-XX), Joint Strike Fighter (F-35B/F-35C), and

unmanned systems (MQ-4 Triton), advancing next generation air dominance. The request also

includes increased development efforts for Information Warfare in the areas of cybersecurity and

operational maneuver, to include Long Endurance Electronic Decoy and Scaled Onboard

Electronic Attack, as well as increased investment in Command and Control Systems to develop,

integrate, and harden the logistics information technology family of systems. Lastly, investments

are made in development of Marine Corps capabilities including the Amphibious Combat Vehicle

and Marine Air Defense Integration Systems.

Military Construction

Military construction directly supports the NDS lines of effort to build a more lethal force while

continuing to recapitalize Naval shipyards, increase the readiness of the reserve force, and design

future construction projects by delivering facility investments to support the warfighting mission,

and contribute to current and future Force readiness. The FY 2025 budget request of $4.7 billion

includes 20 projects in support of new platforms (i.e., Launcher Equipment Processing Building

in Bangor Washington), shipyard improvements (Multi-Mission Drydock #1 Extension in Kittery

Maine), recapitalization of aging infrastructure (i.e., Submarine Pier in Norfolk Virginia), safety

and environmental compliance, training, and support to Combatant Commanders (i.e., Earth

Covered Magazines in Guam). Of these, 11 are for the active Navy, 8 for the active Marine Corps,

and 1 for reserve Marine Corps.

Building a Culture of Warfighting Excellence

We are building a culture of warfighting excellence fostering talent and innovation, while taking

care to improve the quality of our members’ time in service. Our budget request continues to

show we are developing strong warfighting teams, and recruiting and retaining talented people

from across the rich fabric of America. We are providing world-class training and education to

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

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our Sailors, Marines, and civilians, honing their skills and giving them every opportunity to

succeed. We are ensuring our quality of service meets the highest standards, and we are looking

after our families and support networks ensuring every member is mentally and physically healthy

as possible, as they enable us to accomplish our warfighting mission. The budget also takes care

of our people by providing a 4.5 percent pay raise to uniformed personnel and 2.0 percent pay

raise to civilian personnel.

For the Navy, the FY 2025 budget provides

$38.7 billion for a force of 332,300 active Sailors,

remaining relatively flat from our FY 2024

estimate. We continue to revise our marketing

strategy to better reach future service members,

utilize every Sailor as a recruiter, and refine

recruiting and retention initiatives to support future

strength growth. The budget also provides

$2.6 billion for 57,700 Selected Reservists and

full-time support personnel aligned with force

structure changes.

For the Marine Corps, the PB25 request provides $15.9 billion for an active duty end strength of

172,300 Marines and $939 million for 32,500 reservists aligned with Force Design decisions. The

request invests in bonus and retention programs to continue meeting retention goals and targeted

maturation of small unit leaders and technically skilled personnel.

The FY 2025 budget requests funding for 230,262 civilians, including U.S. direct hires, foreign

national direct hires, and foreign national indirect hires. The civilian workforce is integral to

executing the warfighting mission and helping ensure the United States Navy is the most powerful

military force in the world. DON Civilians are an essential component in meeting the DON’s

mission to recruit, train and equip the best combat ready force in the world.

The DON is committed to ensuring excellence in all aspects of quality of life for our military

families, including housing. The budget request of $623 million includes the construction,

operation, maintenance, recapitalization, leasing, and privatization oversight of the Department's

family housing worldwide. There are two family housing construction projects in Guam, as well

as the operation and maintenance of ~8,500 government owned units and ~1,700 leased units.

Enhancing Our Strategic Partnerships

We are enhancing our strategic partnerships worldwide, specifically in the Indo-Pacific. The

generational AUKUS security agreement between the United States, Australia, and the United

Kingdom is changing the geo-strategic landscape in the Indo-Pacific. This agreement is more

than just an acquisition arrangement for nuclear-powered, conventionally-armed submarines for

Australia — it is also a model for how we are expanding naval diplomacy to the procurement and

technology development spheres at a scale never before seen, driving significant investments

across our three nations’ defense industrial bases. We build relationships with many nations

through traditional engagements — such as exercises and port calls — and new, innovative ways

such as technology bridges, research sharing agreements, and climate assistance. Our Marine

Corps continues to partner with the Philippines, working to build the interoperability between our

naval forces, in-turn strengthening our collective ability to address shared security concerns. Our

maritime statecraft demands even more engagement with our allies and our partners. Mutually

respectful cooperation with them in every domain is at the forefront of our nation’s approach to

naval diplomacy, and at the heart of our National Defense Strategy.

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CHAPTER 5 MILITARY DEPARTMENTS

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Audit Summary

The Department of the Navy (DON) must produce annual financial statements and demonstrate

progress toward a clean audit opinion. Without a DON clean audit opinion, DoD, and the U.S.

Government, cannot achieve a clean audit opinion. The DON continues to execute its proven

financial management strategy focusing on transformational changes geared towards our most

impactful areas with the Marine Corps leading the effort to become the first military service to

achieve an audit opinion. At the same time, the Navy is consolidating the number of feeder and

accounting systems it uses, accounting for and valuing the Navy’s mission critical assets (e.g.,

aircraft and vessels), making the right supplies available to the warfighter at the right time, and

enhancing cybersecurity. The DON Audit Roadmap identifies remediation priorities,

dependencies, and other financial management transformation efforts as the critical path to an

audit opinion. The Audit Roadmap also gives leadership visibility into audit remediation progress

and the impact of delays to the timeline. The DON financial management strategy promotes a

business culture in which all stakeholders, from senior leaders, business managers, and

operators who directly support the warfighter, understand their roles in improving the DON

operations. In February 2024 the USMC received an unmodified audit opinion - the first military

service in DoD to do so.

Resource Summary

The Department of the Navy’s FY 2025 President’s Budget request is $257.6 billion. This budget

maintains readiness, sustains a forward presence that keeps America and our allies safe and

prosperous, but accepts risk in modernization in the near years. This request delivers the

resources necessary today to ensure America’s Naval Forces are ready, timely, flexible, and

forward-deployed to maintain our nation’s unrestricted access to the sea, a vital artery to

American prosperity, fueling our economic engine by allowing us to engage in commence on a

global scale.

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CHAPTER 5 MILITARY DEPARTMENTS

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DEPARTMENT OF THE AIR FORCE

Discretionary Budget Authority in Billions

FY 2023 FY 2024 F

Y 2024 FY 2025

Department of the Air Force

Actuals

Request

Military Personnel 46.5 48.5 46.4 49.3

Operation and Maintenance 76.9 79.5 75.9 81.8

Procurement 59.5 61.7 58.3 59.5

RDT&E 61.7 65.8 61.5 67.8

Military Construction 4.6 3.2 4.6 3.6

Family Housing 0.6 0.6 0.6 0.5

Revolving and Management Funds 0.1 0.1 0.1 0.1

Total Department of the Air Force 249.9 259.2 247.4 262.6

FY 2023 Actuals include supplemental funding for Ukraine

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Introduction

The Department of the Air Force’s (DAF) FY 2025 President’s Budget request of $262.6 billion,

which includes $45.1 billion in pass-through funding, postures the Department to implement the

National Defense Strategy (NDS). The DAF remains focused on DoD’s mission to safeguard and

advance vital U.S. national security interests and meet growing threats to a stable and open

international system. In line with the priorities of the Secretary of Defense, this budget request

supports that mission and invests in the people and teams that are our decisive advantage.

The charts below display the budget by Service (Air Force and Space Force), appropriation, and

total force component (Active Duty Air Force, Space Force, Air Force Reserve (AFR), and Air

National Guard (ANG)). The first chart includes pass-through funding (Non-Blue) laid-in to each

component; the service charts break it out separately.

Numbers may not add due to rounding (all pie charts)

FY 2025 U.S. Space Force

$29.6 billion

FY 2025 U.S. Air Force

$233.0 billion

FY 2025 DAF Components

$262.6 billion

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-19

The Department’s $262.6 billion FY 2025 budget

request, including $45.1 billion in pass-through,

represents a $3.4 billion increase (1.3 percent)

from the DAF’s FY 2024 President’s Budget

request. This budget request maintains readiness

to respond to current threats and addresses key

capability gaps while investing to manage

increasing risks. The request continues to focus

and build upon the modernization called for by the

Operational Imperatives (OI) and Cross-cutting

Operational Enablers (COE), invests in our Airmen

and Guardians, resources the Air Force’s core

functions, and enables the Space Force’s lines of

efforts in support of the NDS.

The chart to the right provides procurement

quantities for the Department’s major aircraft,

munitions, and space programs. Specific dollar

amounts and details are listed in the following

sections.

The DAF plays an integral role to achieve the four priorities contained in the NDS: defending the

homeland, deterring strategic attacks, deterring aggression, and building a resilient Joint Force.

After twenty years focused on counterterrorism and counterinsurgency, the DAF is ensuring our

organization is optimized for the competition we will continue to face in the coming decades. The

Department is ready to deter and prevail against today’s threats, however, to maintain our

advantage and improve our operational posture we must continue immediate and significant

capability modernization to keep pace with the growing military capabilities of the People’s

Republic of China (PRC). The Department will maintain readiness in the short-term while

investing in long-term capabilities to manage growing risk over time.

Operational Imperatives

The seven Operational Imperatives and three Cross-cutting Operational Enablers support the

NDS and DoD’s priorities, create efficiencies through improved alignment, directly tie to budgetary

requests, and provide a focused set of goals the DAF must pursue to maintain our ownership of

the high ground.

• Operational Imperative One: Resilient Space Order of Battle and Architectures requires

the DAF build a resilient space order of the battle and architecture by integrating military, Ally,

partner, interagency and commercial capabilities. Achieving this will preserve freedom of

action in space, protect the space-based services we provide to the Joint Force, and preclude

our adversaries from being able to target the Joint Force from space. This budget supports

this effort by increasing funding by $3.1 billion for Space Domain Awareness, Space Data

Network, Missile Warning/Missile Tracking, and space control, essential to connect the joint

force in a highly contested environment.

• Operational Imperative Two: Develop and migrate to a Command and Control (C2)

architecture capable of resilient, high-speed battle management of a distributed, adaptive

force and the operational ability to disaggregate execution when the threat requires it. The

DAF BATTLE NETWORK architecture will integrate numerous U.S. Air Force and U.S. Space

Force programs by enabling distributed C2 at a variety of disaggregated locations as dictated

by the operational situation. The Advanced Battle Management System (ABMS) is the

program element that funds a subset of DAF BATTLE NETWORK capabilities, and will provide

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-20

the connectivity, secure processing, and data management capabilities needed to manage

DAF assets and contribute to the joint fight in a highly contested, dynamic, time-compressed

environment at scale. The DAF BATTLE NETWORK is the DAF contribution to Combined

Joint All-Domain Command and Control (CJADC2).

• Operational Imperative Three: Moving Target Engagement at Scale focuses on dynamic,

real-time long range kill chains technologies capable of engaging moving targets at scale in

highly contested environments. In this budget, the Air Force is investing

$136.3 million and the Space Force is investing $740.3 million in developing and sustaining a

family of survivable, long-range, and persistent sensors. These sensing capabilities are

underpinned by increased investment in technologies necessary to complete, automate, and

sustain long range kill chains. These investments will integrate complex external data,

optimize sensor tasking, provide necessary battle management, and enable weapon-target

pairing necessary to close long range kill chains.

• Operational Imperative Four: Next Generation Air Dominance (NGAD) Family of

Systems directs the development of Collaborative Combat Aircraft (CCAs) uncrewed

systems, autonomy development through the Viper Experimentation and Next-gen Ops

Model, CCA crewed aircraft integration with existing platforms, and the continued standup of

the CCA Experimental Operational Unit. Our investment of $674.8 million will allow our Air

Force to deter aggression more effectively and maintain air superiority in the air domain.

Accelerating CCA development will enable the Air Force to augment current and future

platforms with lower cost complementary systems that increase lethality and exchange ratios

in highly contested environments.

• Operational Imperative Five: Optimized Resilient Forward Basing requires us to ensure

our bases and airfields are resilient, sustainable, and networked to provide effective and

reliable sortie generation and mission execution in a contested environment. The Joint Force

cannot successfully conduct operations at a rate needed to deter aggression in the Pacific

without optimized resilient forward basing that can remain functional and effective while under

heavy attack. Investment in infrastructure, agile communications, and base defense are

critical to the success of this effort, this budget includes $600.6 million to achieve this

objective.

• Operational Imperative Six: Long-Range Strike Family of Systems directs the

development and eventual employment of a long-range strike family of systems, integrating

the B-21 bomber with advanced communications, sensors, and a broad mix of weapons and

supporting systems to conduct long-range strike operations in a highly contested environment.

• Operational Imperative Seven: Transition to Wartime Posture focuses on posturing the

Department to mobilize and transition to war and sustain operations in a contested

environment, including supporting information technology systems. The Air Force is investing

$232.9 million, and the Space Force is investing $13.0 million in the modernization of our

information technology infrastructure and platforms and improving cyber security and

resilience.

• Electromagnetic Spectrum Operations COE: The DAF must achieve electromagnetic

dominance to maintain the information advantage in highly contested environments.

Advanced electromagnetic spectrum systems and infrastructure will enhance operational

effectiveness, particularly Electromagnetic Warfare, Electromagnetic Spectrum-Enabled

Cyberspace Attack, and Electromagnetic Battle Management. The Air Force is investing

$50.0 million, and the Space Force is investing $150.0 million to accelerate these efforts.

• Munitions COE: The DAF is responsible for investing in an affordable mix of air-to-air and

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air-to-surface weapons that can deliver the capability and capacity needed to maintain a

competitive advantage over our pacing challenge. To this end, investment in capabilities that

enable rapid test and production of new technologies with open system architectures in

relevant quantities is necessary. The Air Force is investing $210.6 million towards these

capabilities.

• Mobility COE: The Joint force must be able to effectively deploy, conduct, and sustain

operations against peer competitors in highly contested environments. A mix of survivable,

connected, and agile mobility platforms that reliably provide range, flexible payloads, and

unique capabilities are necessary for sustaining operations in highly contested environments.

Due to fiscal limitations, the Air Force is not investing in Mobility COE capabilities in FY 2025

but intends to continue capability assessments and seek future investments.

Taking Care of Airmen and Guardians

The Department’s Airmen and Guardians within

Air Force and Space Force create the decisive

advantage in our strategic competition and lead to

the success in our mission as part of the Joint

Force. We attract, develop, employ, engage, and

retain our nation’s best talent to win the high-end

fight. The DAF remains committed to maximizing

opportunities for all members, both military and

civilians, to serve to their fullest potential. This

budget provides a $868.4 million increase to

military pay and incentives, so that all members

have economic and food security as they

serve. We also added $251.0 million to fund the civilian pay raise. This budget provides

$379.7 million for enterprise-wide Sexual Assault and Integrated Violence Prevention and

Response programs. Dedicated, talented, and selfless Airmen and Guardians enable our success

and must be valued and supported.

United States Air Force

Air Superiority

The Air Force builds on previous modernization

investments to attain a more lethal, resilient,

sustainable, survivable, agile, and responsive

force. These investments include multi-role air

superiority capabilities and the capacity to defend

the homeland, project airpower globally, and

operate as a joint, allied and partner force. While

crewed fighters will remain the core of Air Force

combat power, CCA will provide risk tolerant,

combat effective mass at an affordable cost. The

Future Fighter Force is tied to the NGAD Family of

Systems that will provide air superiority for the

Joint Force in contested environments in the 2030s. The Air Force preserves previous advances

and invests across foundational accounts, while focusing resources on long-range kill chains

capabilities. Our investments align with the NDS to deliver warfighting solutions for the Joint

Warfighting Concept.

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CHAPTER 5 MILITARY DEPARTMENTS

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Global Strike

Continued strategic nuclear deterrence promotes global stability and modernization will provide

nuclear strike options for decades to come. The FY 2025 budget funds nuclear modernization

and continues recapitalizing our contributions to the nation’s nuclear triad and Nuclear Command,

Control and Communication (NC3). The FY25 budget funds $4.6 billion for the Sentinel system

that replaces the +45-year Minuteman III Intercontinental Ballistic Missile.

The nuclear-capable bomber force is the second leg of the Nation’s nuclear triad. Investments

focus on an expeditious transition to the B-21 and modernizing the B-52 fleet. We also continue

sustaining the B-1 and B-2 fleets to keep relevancy until divestiture. The FY 2025 budget adds

$353M to support B-21 low-rate initial production to attain a nuclear-capable bomber force.

The Air Force must build the right mix of hypersonic and long-range subsonic missiles. The

FY 2025 budget invests in capabilities that can strike at long distances, including hypersonics by

investing $727.3 million in the Long Range Stand Off /Hypersonic Attack Cruise Missile and

$825.5 million in Joint Air-to-Surface Standoff Missile extended range. We aim to enable the

industrial base to manufacture hypersonic systems affordably and at the capacity necessary to

provide a decisive advantage on the battlefield. Similar to our previous request, the budget asks

for multiyear procurement to build inventory levels for air dominance and precision attack

missions. The Long-Range Standoff Weapon (LRSO) and Joint Air-to-Surface Standoff

Missile-Extreme Range (JASSM-ER) must continue development and production to provide

nuclear and conventional long range strike options.

Rapid Global Mobility

In FY 2025, the tanker Total Aircraft Inventory

(TAI) remains at 466. Modernizing the aging

tanker fleet is a priority in the Rapid Global Mobility

portfolio. The Air Force is investing $3.0 billion to

recapitalize the tanker enterprise, purchasing

15 KC-46As to support air operations worldwide.

The DAF maintains a tactical airlift C-130J/H TAI

fleet of 271 aircraft. Given the notable remaining

service life of the C-130H fleet, further

recapitalization of the C-130H is not needed. The

C-17A/C-5M aircraft TAI fleet remains at 274. The

budget invests over $590.0 million in key safety,

modernization, and communication/connectivity modifications across the tactical and strategic

airlift fleets in FY 2025.

Command and Control

A mix of space and airborne sensors is needed for Command and Control (C2) in the air domain

to support Joint and coalition forces. Investments are critical to counter advanced and emerging

air threats fielded or in development by adversaries.

In support of modernization of our nuclear assets, the NC3 program is funded at $9 billion. As

the Department modernizes the three legs of the nuclear triad, we must also modernize the

communications systems and sensors that enable them to function; the Department of the Air

Force provides 75 percent of the NC3 capabilities. The NC3 is a component of JADC2 initiatives

and must be developed in synchronization with other JADC2 efforts.

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-23

Intelligence, Surveillance, Reconnaissance, and Targeting

The ability to win future high-end conflicts requires accelerating our transition in the Intelligence,

Surveillance, Reconnaissance, and Targeting (ISRT) force structure into a more survivable,

persistent, and connected force. We need congressional support to move away from legacy

systems that offer limited capability against peer competitors. Future ISRT capabilities will deliver

time-relevant, tailor-made solutions against diverse operational problems to deliver target quality

intelligence to the warfighter at speed and scale. The ISRT enterprise supports combatant

commanders while accepting a small risk by preparing to divest less survivable systems to focus

resources on future capabilities.

United States Space Force

The Space Force’s FY 2025 budget request aligns with the NDS, the Defense Planning Guidance,

and the DAF OIs, while also integrating with the Joint Warfighting Integrated Theory of Victory

and aims to reshape the Service to “secure our nation’s interests in, from, and, to space.”

Line of Effort One: Field Combat-Ready Forces

The first line of effort focuses on comprehensively

fielding equipment and trained personnel with

sufficient sustainment funding to conduct prompt

and enduring operations against an adversary. A

resilient force can withstand, fight through, and

recover from attacks. The line of effort has broad

implications for the Space Force, directly and

indirectly supporting the DAF OIs. The FY 2025

budget continues resilient global missile warning

satellite system modernization with $2.6 billion in

investments. Additionally, the Space Force will

use data-driven analysis to revolutionize military

satellite communication architectures and fund an initial investment of $264.5 million to field a

modernized capability for the Joint Force to prevail in contested environments. Furthermore, the

Space Force budgeted FY 2025 funding for improvements to Operational Test and Training

Infrastructure ($65.3 million), and Defensive Cyber Operations ($63.0 million).

Line of Effort Two: Amplify the Guardian Spirit

The second line of effort focuses on unleashing our force's creativity, innovation, determination,

and patriotism. The Guardian Spirit is a collective representation of what it means to be a member

of the Space Force. It describes the most positive attributes of our workforce and distinguishes

us as a separate service. Amplifying the Guardian Spirit starts with taking care of Guardians.

The Space Force is investing to strengthen the Guardian Spirit, specifically increasing instructor

cadre and student capacity in Guardian Professional Military Education ($14.6M) and Training,

Curriculum, and Exercise Development ($8.9 million).

Line of Effort Three: Partner to Win

The third line of effort focuses on strengthening the partnerships necessary to accomplish Space

Force roles and missions supporting integrated deterrence. The Space Force’s superlative talent

and exceptional capabilities are amplified with joint, coalition, international, interagency,

academic, and commercial partnerships. Partnerships act as critical force multipliers and expand

our competitive advantage, and the Space Force is committed to placing Guardians in positions

where they can strengthen critical relationships. We are investing $133.5 million to support the

development of a Quasi-Zenith Satellite System in partnership with Japan to enhance Space

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-24

Domain Awareness. Moreover, this budget request invests $27.8 million in Service Component

support to Combatant Commands.

Conclusion

The DAF faces a generational challenge with an enduring strategic competition against a

dynamic, well-resourced, and determined competitor. We are in a race for technological

superiority. The PRC is actively developing and expanding capabilities to defeat our ability to

project power. These threats inform our FY 2025 budget request and build a ready force capable

of engaging the strategic long-term challenge across the spectrum of operations from competition

through crisis. It is aligned with the NDS and meets our mission requirements while taking care

of people and fulfilling our role in the Joint and interagency team. If deterrence fails, the FY 2025

budget request for both the Air Force and Space Force will allow us to prevail in conflict.

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-25

NATIONAL GUARD BUREAU

Discretionary Budget Authority in Billions

FY 2023

FY 2024 FY 2024 FY 2025

National Guard Bureau

Actuals

Request

Military Personnel 15.9 16.4 15.5 16.7

Operation and Maintenance 15.6 15.9 15.7 16.0

National Guard and Reserve Equipment 0.6 - - -

Military Construction 0.9 0.5 0.9 0.6

Subtotal National Guard Appropriations 33.1 32.9 32.1 33.3

Service Proc Programs Reserve Comp

(P-1R)

6.0 3.6 3.6 2.4

Total National Guard 39.1 36.5 35.7 35.7

FY 2023 Actuals include supplemental funding Natural Disasters

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Introduction

The National Guard is an integral part of the Joint Force ready to maintain our Nation’s competitive

edge in the new strategic environment focused on the People’s Republic of China (PRC) as our

pacing challenge and Russia as an acute threat. Our primary role is to serve as the combat

reserve of the Army and Air Force and provide operational capability to the United States Space

Force. The National Guard provides trained and ready forces to support the Joint Force, and our

communities in times of crisis. National Guard Soldiers and Airmen are actively engaged in every

aspect of our National Defense Strategy (NDS). As 20 percent of the Joint Force, the National

Guard is a significant component of integrated deterrence. As the combat reserve of the Army

and the Air Force - manned, trained, and equipped to fight our Nation’s wars, and currently serving

in every Combatant Command - we play a key role in campaigning. As a dual-status force that

builds key partnerships at every level - including international State partners, the Federal

interagency, regional emergency management, and local law enforcement - the National Guard

provides enduring advantages not found anywhere else in DoD. The NDS cannot succeed

without the National Guard.

The first NDS priority, homeland defense, is innately embedded in the National Guard through its

community-based force across the States, Territories, and the District of Columbia. We perform

a myriad of critical missions including Aerospace Control Alert, homeland defense, cyber and

space operations providing 28 percent of all Department of the Air Force’s unit-equipped space

operations squadrons and disaster response at the request of State Governors. The National

Guard has over 4,000 cyberspace professionals supporting DoD cyber enterprise to mitigate

malicious cyber activity. We stand ready to perform the Chemical, Biological, Radiological, and

Nuclear response mission for the Nation and for the States. The strength of the National Guard

is our community-based model that embeds us in the very fabric of American society. The

National Guard maintains partnerships at every level of government: local, State, tribal,

Territorial, Federal, and international.

The National Guard’s support of the NDS extends to the second priority, deterring strategic

attacks against our homeland, allies, and partners. This priority clearly demonstrates both the

interconnected nature of the threats and challenges we face and the cooperative approach we

must take to counter them. Through the National Guard’s State Partnership Program’s (SPP)

88 partnerships with 100 nations around the globe, Soldiers and Airmen experience the global

operating environment, develop military-to-military relationships, improve readiness, enhance

access and influence, and ensure our Nation has trusted, capable, interoperable allies and

partners at our side. The SPP has proven to be one of the most valuable security cooperation

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-26

programs available and continues to grow in support of the National Security Strategy, NDS, and

Combatant Commanders’ theater security objectives. As the NDS makes clear, mutually

beneficial alliances and partnerships are an enduring strength, and a key to the integrated

deterrence and campaigning efforts of the National Guard.

The third NDS priority is deterring aggression, while preparing to prevail in conflict when

necessary. Here, perhaps, is the greatest National Guard transformation over the past 20 years.

The National Guard has gone from a strategic reserve to an operational force due to focused

investment in our people, readiness, and modernization. The National Guard exists to fight and

win our Nation’s wars. National Guard Soldiers and Airmen have served in over one million

deployments since 9/11 and continue serving in every Combatant Command today. To remain

interoperable with the Joint Force, the recapitalization and modernization of the National Guard

continues.

And finally, the National Guard supports the fourth NDS priority through its contributions to

building a resilient Joint Force and defense ecosystem. This priority speaks to both people and

systems - strengthening the resilience of the Soldiers and Airmen who serve, improving the

resilience of the critical infrastructure on which we rely and enhance the resilience of our

organization. We continue to devote time and resources to improve all aspects of National Guard

culture to make service more appealing and inclusive, to include fostering an environment that

values education and understands the importance of mental and physical well-being. We also

continue efforts to enhance national resilience by protecting our Nation’s critical assets,

communications and control, and infrastructure, and increasing our ability to withstand the effects

of natural and man-made disasters.

The FY 2025 budget enhances service member resilience with cost-of-living increases, innovative

child-care opportunities for family members, leveraging Integrated Primary Prevention, and

additional support services. To address the current strategic environment and climatological

risks, the FY 2025 budget invests in our Nation’s critical infrastructure to protect against potential

man-made and natural threats, and has embraced ‘green’ initiatives, where practical. The

National Guard’s resilience is bolstered by close coordination with many diverse partners in and

beyond the State and Nation, our longstanding homeland defense capabilities, and geographically

dispersed forces. This benefits both the defense enterprise and the American people. The Army

National Guard and the Air National Guard FY 2025 budget requests support the parent service’s

strategic initiatives and operational imperatives, which fully align to the NDS.

Army National Guard (ARNG) Budget Request

The FY 2025 ARNG budget request supports an end strength of 325,000, sustained from

FY 2024. To meet end strength goals, the ARNG remains focused on new recruiting and retention

initiatives to address the recruiting challenges. The FY 2025 budget funds 4,087 full-time and

585 part-time recruiters and fully invests in marketing and advertising strategies. Additionally, the

budget funds ARNG statutory programs, and provides increases in Soldier basic pay, Basic

Housing Allowance, and Basic Allowance for Subsistence.

The FY 2025 budget resources 27,311 Civilians and adds 40 full-time support personnel for the

Integrated Primary Prevention program, and 2 full-time support personnel for the Resiliency

Program. This continues to enhance the Army’s Implementation of the Independent Review

Commission’s recommendations to build resilient Soldiers and Families and enhance quality of

life. This budget provides for civilian pay raises and invests in civilian talent management.

As the combat reserve of the Army, the ARNG continues to support the active force in sustaining

joint operations through a responsive and ready force-generating capability. To build readiness

to support deterring adversaries around the globe and to operate in a multidomain environment

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-27

as part of the Joint Force, the ARNG will again conduct two Combat Training Center rotations at

two major training sites (National Training Center and Joint Readiness Training Center). The

ARNG will also conduct three Exportable Combat Training Capability events in Georgia, Virginia,

and Mississippi. The FY 2025 budget increases the ARNG’s flying hour program proficiency

hours to 7.5 hours per crew per month. Additionally, the budget request builds readiness in our

ARNG force to respond to threats to the homeland and natural disasters to include hurricanes

and wildfires.

To support ARNG facilities and installations, the FY 2025 budget funds Facility Sustainment at

86 percent, allowing for scheduled preventative maintenance and timely response to on-demand

work orders. The budget request funds Base Operations Support to sustain ARNG family

programs, Soldier support programs, prevention programs, installation protection services,

municipal services to installations, airfield support, and fire and emergency services across the

50 States, 3 Territories, and the District of Columbia.

Air National Guard (ANG) Budget Request

The FY 2025 ANG budget request supports an end strength of 107,700 Airmen supporting the

NDS. As a critical partner in the Total Force, the ANG supplies one-third of the Department of

the Air Force's flying capability, ranging from 90 percent of the homeland air and cruise missile

defense mission to 14 percent of the strategic airlift capability. The FY 2025 budget bolsters our

investment in ANG operational readiness by funding 142,290 flying hours, an increase of

12,653 hours and providing for 87 percent of Weapon System Sustainment funding for 879 ANG

aircraft. In FY 2025, this funding supports increased operations and personnel to support

20 F-35s and 10 F-15EXs procured in prior years as part of an ongoing effort to modernize ANG

aircraft inventories. The ANG continues to be a key ingredient for America’s defense by

optimizing DoD resources to achieve its NDS responsibilities. Increased manning supports new

missions like Cyber Enabled Air Superiority with highly experienced personnel at a lower cost.

The ANG will be at the leading edge supporting the NDS in areas such as Intelligence,

Surveillance, Reconnaissance, Cyber operations, Air Superiority, Precision Attack, Global

Mobility, and multinational cooperation through the SPP.

022

“Today’s National Guard is ready and capable and a vital part of our National

Defense Strategy. As a combat reserve of the Army and the Air Force, our

Soldiers and Airmen are built to fight our nation’s wars. It is manning, training,

and equipping for combat that allows us to also serve our communities in their

time of need.”

- Chief of the National Guard Bureau General Daniel R. Hokanson, January 2023

Overview – FY 2025 Defense Budget

CHAPTER 5 MILITARY DEPARTMENTS

5-28

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Overview – FY 2025 Defense Budget

CHAPTER 6 DoD ANNUAL PERFORMANCE REPORT

6-1

6. DOD ANNUAL PERFORMANCE REPORT

PERFORMANCE MONITORING AND TRACKING

The Department is a performance-based

organization committed to using data on

delivered results to drive decision making and

accountability for achieving outcomes. The

Department monitors, reviews, and reports

progress on its strategic priorities, objectives,

and associated performance goals and

measures on a quarterly basis, following specific

targets identified in the Annual Performance

Plan (APP) for the forthcoming fiscal year. The Deputy’s Management Action Group (DMAG) is

the senior body for governing the Department’s Strategic Management Plan (SMP), including

assessing component and enterprise-wide performance. All Deputy-led processes incorporate

the monitoring of SMP implementation as part of their routine activities. These efforts are

supported by the Defense Performance Improvement Council (DPIC), which serves as the

Department’s governance and integration body for matters associated with defense management,

defense reform, performance management and improvement, enterprise risk management, and

oversight of related resourcing decisions. The DPIC, chaired by the DoD Performance

Improvement Officer (PIO) and Director, Administration and Management (DA&M), meets on a

quarterly basis and focuses on the preparation and monitoring of the SMP, and the

implementation of the Defense Performance Improvement Framework.

DATA-DRIVEN PERFORMANCE MANAGEMENT

The Department is committed to using data and analytics to track progress on strategic priorities

in an outcome-driven, metrics-based manner that drive improved performance. To enable the

shift to a data-driven approach for performance management, the PIO/DA&M, in partnership with

the Chief Digital and Artificial Intelligence Officer (CDAO) designed “Pulse”, the Department’s

executive analytics platform for performance management. The “Pulse” SMP Dashboard

provides DoD senior leaders with a strategic view of how the Department is performing against

its top priorities and contributes to implementing the Deputy Secretary of Defense’s vision to

transform the Department into a data-driven organization and empowers DoD Components to

draw deeper insights from data, drive more efficient processes, gain better insight into ongoing

performance improvement efforts, and enable proactive performance tracking and monitoring.

Pulse is a collaborative effort across the Department, and as DoD Components increasingly use

Pulse in day-to-day management activities, the quality of the data and the maturity of available

measures will increase. By using Pulse in management discussions at the highest levels, the

Department will be able to translate core business objectives into measurable outcomes that

change behaviors and improve overall performance.

PERFORMANCE MANAGEMENT FRAMEWORK

The SMP for FY 2022 – FY 2026 is the result of a collaborative effort among subject matter

experts across the Department and aligns every strategic objective to a strategic priority. To

achieve the objectives outlined in the SMP, the Deputy Secretary of Defense and PIO/DA&M

engage with senior leaders across the Department to promote enhanced management processes,

systems, and practices. The SMP provides the Deputy Secretary of Defense and PIO/DA&M with

effective levers to identify, oversee, and report on a series of tangible and measurable activities

ensuring diligence in the Department’s management of resources assigned to those priorities.

The implementation of each strategic objective in the SMP is in the purview of one or more of the

Sections

• Performance Monitoring and Tracking

• Data-Driven Performance Management

• Performance Management Framework

• Summary Of Strategic Goals and

Objectives FY 2023 End of Year Result

Overview – FY 2025 Defense Budget

CHAPTER 6 DoD ANNUAL PERFORMANCE REPORT

6-2

Office of the Secretary of Defense (OSD) Principal Staff Assistants (PSAs) who are delegated

with the Secretary of Defense’s authority to carry out their assigned responsibilities and functional

areas.

The strategic priorities and objectives, coupled with the performance goals and measures outlined

in the FY 2024 APP describe how the Department intends to achieve its goals and priorities and

succeed through teamwork with our allies and partners.

SUMMARY OF STRATEGIC GOALS AND OBJECTIVES FY 2023 END OF YEAR

RESULT

The following FY 2023 end of year results chart summarizes the results of the strategic

performance measures by strategic priority and objective. The complete FY 2023 Annual

Performance Report (APR) can be accessed online through the Office of the PIO/DA&M’s website

at https://dam.defense.gov/Performance-Mgmt/

Overview – FY 2025 Defense Budget

CHAPTER 6 DoD ANNUAL PERFORMANCE REPORT

6-3

Strategic Priority Strategic Objectives

FY 2023 End of Year

Result for Performance

Measures

Priority 1 –

Transform the

Foundation of

the Future

Force

1.1 – Drive competitive advantage by

acquiring effective capabilities to deter

and, if necessary, defeat pacing

threats

Met – 4

Not Met - 1

1.2 - Modernize and sustain the

nuclear deterrent and protect against

chemical and biological threats

Met – 2

N/A – 4

1.3 – Deliver and optimize the

Department’s enterprise, information,

and technology infrastructure to drive

mission effectiveness

Exceeded – 2

Met – 2

Not Met – 2

Priority 2 –

Make the Right

Technology

Investments

2.1 - Build a strong foundation for

future science and technology through

modernized laboratories and test

facilities

Exceeded – 2

Met – 1

2.2 - Collaborate with public/private

sector partners in support of

innovative, interoperable solutions

Exceeded – 1

2.3 - Leverage technology innovation

to build enduring performance

advantage

Exceeded – 3

Met – 6

Priority 3 –

Strengthen

Resiliency and

Adaptability of

Our Defense

Ecosystem

3.1 - Shape a 21st century Defense

Industrial Base (DIB)*

Met – 7

3.2 - Reduce operation and

sustainment costs to maximize

readiness

Met – 3

3.3 - Enhance the DoD's ability to

combat 21st century climate, energy,

and environmental challenges*

Exceeded – 6

Met – 2

Not Met – 5

N/A - 1

3.4 - Enhance the DoD's cybersecurity

posture

Met – 2

3.5 - Increase the resiliency of

Command, Control, and

Communications (C3) capabilities

Met – 5

Not Met – 1

3.6 - Engage in co-development,

research, testing, and evaluation with

allies and partners

Exceeded – 1

Met – 2

Overview – FY 2025 Defense Budget

CHAPTER 6 DoD ANNUAL PERFORMANCE REPORT

6-4

Strategic Priority Strategic Objectives

FY 2023 End of Year

Result for Performance

Measures

Priority 4 –

Take Care of

Our People and

Cultivate the

Workforce We

Need

4.1 - Cultivate Talent Management*

Met – 8

Not Met – 4

Pending – 1

4.2 - Change the culture

Met – 2

Partially Met – 1

Not Met – 1

Pending – 4

4.3 - Promote the health, wellbeing,

and safety of the force and families

Exceeded – 2

Met – 9

Partially Met – 1

Not Met – 6

Priority 5 –

Address

Institutional

Management

Priorities

5.1 - Accelerate the path to an

unmodified audit opinion

Exceeded – 1

Not Met – 2

5.2 - Optimize budget to execution and

foster a high integrity funds control

environment

Exceeded – 1

Met – 2

Not Met – 1

5.3 - Modernize DoD Business

Systems

Not Met – 2

5.4 - Accelerate the adoption of trusted

data and analytics across the

Department

Exceeded – 4

Not Met – 2

*Indicates a Strategic Objective tied to an Agency Priority Goal in the Annual Performance Plan

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-1

APPENDIX A: RESOURCE EXHIBITS

Chart A-1. FY 2025 DoD Budget Request by Military Department

Chart A-2. FY 2025 DoD Budget Request – Additional Details

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-2

Table A-1. DoD Total (Base + FY 2023 Supplemental) Budget by Appropriation Title

($ in millions)

Military Personnel 174,210 178,874 173,019 181,881

Operation and Maintenance

339,638 329,749 320,072 337,921

Procurement 176,845 170,049 163,862 167,546

RDT&E 139,820 144,980 139,658 143,157

Revolving and Management Funds

2,178 1,683 1,718 1,721

Offsetting Receipts

-25 -9 -9 --

Defense Bill 832,665 825,326 798,321 832,225

Military Construction 16,714 14,734 16,673 15,561

Family Housing 2,327 1,941 2,327 1,984

Military Construction Bill 19,041 16,675 19,000 17,545

DoD TOTAL 851,706 842,000 817,321 849,770

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Source: Next Generation Resource Management System

Total Budget

FY 2023

FY 2024

FY 2025

Request

FY 2024

Request

Numbers may not add due to rounding.

Table A-2. DoD Total (Base + FY 2023 Supplemental) Budget by Military Department

($ in millions)

Army

201,366 185,337 185,236 185,807

Navy 246,584 255,753 243,276 257,586

Air Force 249,897 259,240 247,420 262,642

Defense-Wide

153,858 141,670 141,389 143,735

DoD TOTAL 851,706 842,000 817,321 849,770

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Source: Next Generation Resource Management System

Total Budget

FY 2023

FY 2024

FY 2025

Request

FY 2024

Request

Numbers may not add due to rounding.

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-3

Table A-3. DoD Total (Base + FY 2023 Supplemental) Budget by Military Department and

Appropriation Title ($ in millions)

Department of the Army

FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 69,324

69,836 68,255 70,657

Operation & Maintenance 75,064 72,465 71,120 71,956

Procurement 35,843 24,472 24,619 25,204

RDT&E 17,034 15,775 17,142 14,073

Military Construction 3,018 2,068 3,018 3,141

Family Housing 937 690 937 752

Revolving and Management Funds 145 29 145 24

ARMY TOTAL

201,366

185,337 185,236 185,807

Department of the Navy

FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 58,387 60,565 58,368 61,882

Operation & Maintenance 81,655 84,572 80,069 87,609

Procurement 74,000 76,870 72,342 77,062

RDT&E 25,913 26,922 26,004 25,698

Military Construction 5,819 6,182 5,778 4,682

Family Housing 716 641 716 623

Revolving and Management Funds 95 -- -- 30

NAVY TOTAL 246,584 255,753 243,276 257,586

Department of the Air Force FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 46,499 48,473 46,397 49,341

Operation & Maintenance 76,877 79,487 75,901 81,808

Procurement 59,538 61,681 58,311 59,480

RDT&E 61,704 65,765 61,530 67,809

Military Construction 4,584 3,200 4,584 3,569

Family Housing

615 551 617 548

Revolving and Management Funds 80 84 80 87

AIR FORCE TOTAL

249,897 259,240 247,420 262,642

Defense - Wide FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel -- -- -- --

Operation & Maintenance 106,042

93,225 92,982 96,548

Procurement 7,463 7,026 8,590 5,800

RDT&E 35,168 36,517 34,982 35,577

Military Construction 3,293 3,284 3,294 4,169

Family Housing 59 58 57 61

Revolving and Management Funds 1,858 1,570 1,493 1,580

Offsetting Receipts -25 -9 -9 --

DEFENSE - WIDE TOTAL 153,858 141,670 141,389 143,735

DoD TOTAL 851,706 842,000 817,321 849,770

Source: Next Generation Resource Management System

Numbers may not add due to rounding.

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-4

Table A-4. Combat Force Structure Overview

Service FY 2023 FY 2024 FY 2025

FY24-25

Army Active

Brigade Combat Teams (BCT) 31 31 31 0

Combat Aviation Brigades (CAB) 11 11 11 0

Army National Guard

BCT 27 27 27 0

CAB/Theater Aviation Brigade 10 10 10 0

Army Reserve

CAB 2 2 2 0

Navy

Number of Battle Force Ships 291 296 287 -9

Carrier Strike Groups 10 10 10 0

Marine Corps Active

Marine Expeditionary Forces 3 3 3 0

Infantry Battalions 21 21 21 0

Marine Corps Reserve

Marine Expeditionary Forces 0 0 0 0

Infantry Battalions 8 8 8 0

Air Force Active

Combat Coded Squadrons 43 42 40 -2

Aircraft Inventory (TAI) 3915 3796 3735 -61

Air Force Reserve

Combat Coded Squadrons 3 3 2 -1

Aircraft Inventory (TAI) 295 315 290 -25

Air National Guard

Combat Coded Squadrons 20 20 18 -2

Aircraft Inventory (TAI) 954 921 878 -43

Table A-5. Active Component End Strength

Army

453,551 452,000 445,000 442,300

Navy 332,322 347,000 337,800 332,300

Marine Corps 172,577 172,300 172,300 172,300

Air Force

318,698 324,700 320,000 320,000

Space Force 8,879 9,400 9,400 9,800

TOTAL 1,286,027 1,305,400 1,284,500 1,276,700

FY 2023 actuals

Service

FY 2023

FY 2024

Request

FY 2025

FY 2024

Authorized

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-5

Table A-6. Reserve Component End Strength

Army Reserve

176,680 174,800 174,800 175,800

Navy Reserve

55,072 57,200 57,200 57,700

Marine Corps Reserve

33,036 33,600 32,000 32,500

Air Force Reserve

66,216 69,600 69,600 67,000

Army National Guard

325,066 325,000 325,000 325,000

Air National Guard

104,974 108,400 105,000 107,700

TOTAL 761,044 768,600 763,600 765,700

FY 2023 actuals

Service

FY 2023

FY 2024

Request

FY 2025

FY 2024

Authorized

Table A-7. DoD Base Budget by Appropriation Title ($ in millions)

Military Personnel 173,995 178,874 173,019 181,881

Operation and Maintenance

318,527 329,749 320,072 337,921

Procurement 162,841 170,049 163,862 167,546

RDT&E 139,364 144,980 139,658 143,157

Revolving and Management Funds

2,178 1,683 1,718 1,721

Offsetting Receipts

-25 -9 -9 --

Defense Bill 796,881 825,326 798,321 832,225

Military Construction 16,673 14,734 16,673 15,561

Family Housing 2,327 1,941 2,327 1,984

Military Construction Bill 19,000 16,675 19,000 17,545

DoD TOTAL BASE 815,881 842,000 817,321 849,770

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Total Budget

FY 2023

FY 2024

FY 2025

Request

Source: Next Generation Resource Management System

FY 2024

Request

Numbers may not add due to rounding.

Table A-8. DoD Base Budget by Military Department ($ in millions)

Army 186,214 185,337 185,236 185,807

Navy 243,665

255,753 243,276 257,586

Air Force

247,269 259,240 247,420 262,642

Defense-Wide

138,732 141,670 141,389

143,735

DoD BASE TOTAL 815,881 842,000 817,321

849,770

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Total Budget

FY 2023

FY 2024

FY 2025

Request

Source: Next Generation Resource Management System

FY 2024

Request

Numbers may not add due to rounding.

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-6

Table A-9. DoD Base Budget by Military Department and Appropriation Title ($ in millions)

Department of the Army FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 69,159 69,836 68,255 70,657

Operation & Maintenance 71,359 72,465 71,120 71,956

Procurement 24,570 24,472 24,619 25,204

RDT&E 17,025 15,775 17,142 14,073

Military Construction 3,018 2,068 3,018 3,141

Family Housing 937 690 937 752

Revolving and Management Funds 145 29 145 24

ARMY BASE TOTAL 186,214

185,337 185,236 185,807

Department of the Navy FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 58,383 60,565 58,368 61,882

Operation & Maintenance 80,079 84,572 80,069 87,609

Procurement 72,742 76,870 72,342 77,062

RDT&E 25,872 26,922 26,004 25,698

Military Construction 5,778 6,182 5,778 4,682

Family Housing

716 641 716 623

Revolving and Management Funds 95 -- -- 30

NAVY BASE TOTAL

243,665 255,753 243,276 257,586

Department of the Air Force FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 46,453 48,473 46,397 49,341

Operation & Maintenance 76,015 79,487 75,901 81,808

Procurement 58,103 61,681 58,311 59,480

RDT&E 61,420 65,765 61,530 67,809

Military Construction 4,584

3,200 4,584 3,569

Family Housing 615 551 617 548

Revolving and Management Funds 80 84 80 87

AIR FORCE BASE TOTAL 247,269 259,240 247,420 262,642

Defense-Wide FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel -- -- -- --

Operation & Maintenance 91,074 93,225 92,982 96,548

Procurement 7,426 7,026 8,590 5,800

RDT&E 35,047 36,517 34,982 35,577

Military Construction 3,293 3,284 3,294 4,169

Family Housing 59 58 57 61

Revolving and Management Funds 1,858 1,570 1,493 1,580

Offsetting Receipts -25 -9 -9 --

DEFENSE - WIDE BASE TOTAL 138,732 141,670 141,389 143,735

DoD BASE TOTAL 815,881 842,000 817,321 849,770

Source: Next Generation Resource Management System

Numbers may not add due to rounding.

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-7

Table A-10. DoD Supplemental Funding by Purpose ($ in millions)

Ukraine

35,678 -- -- --

Natural Disaster Relief

147 -- -- --

DoD SUPPLEMENTAL TOTAL

35,825 -- -- --

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Supplemental Funding

FY 2023

FY 2024

FY 2025

Request

Source: Next Generation Resource Management System

FY 2024

Request

Numbers may not add due to rounding.

Table A-11. DoD Supplemental Funding by Appropriation Title ($ in millions)

Military Personnel 214 -- -- --

Operation and Maintenance

21,111 -- -- --

Procurement 14,003 -- -- --

RDT&E 455 -- -- --

Revolving and Management Funds

-- -- -- --

Defense Bill

35,784 -- -- --

Military Construction

41 -- --

Family Housing

-- --

Military Construction Bill 41 -- -- --

DoD SUPPLEMENTAL TOTAL 35,825

- -

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Supplemental Funding

FY 2023

FY 2024

FY 2025

Request

Source: Next Generation Resource Management System

FY 2024

Request

Numbers may not add due to rounding.

Table A-12. DoD Supplemental Funding by Military Department ($ in millions)

Army

15,152 -- -- --

Navy 2,919 -- -- --

Air Force 2,628 -- -- --

Defense-Wide

15,126

-- -- --

DoD SUPPLEMENTAL TOTAL 35,825 - - -

FY 2024 excludes supplemental funding request for Ukraine ($44.4 billion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Supplemental Funding

FY 2023

FY 2024

Request

FY 2025

Request

Source: Next Generation Resource Management System

Numbers may not add due to rounding.

FY 2024

Overview – FY 2025 Defense Budget

APPENDIX A RESOURCE EXHIBITS

A-8

Table A-13. DoD Supplemental Funding by Military Department and Appropriation Title ($

in millions)

Department of the Army

FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel

164 -- -- --

Operation & Maintenance

3,705 -- -- --

Procurement

11,274 -- -- --

RDT&E 9 -- -- --

Military Construction

-- -- -- --

Family Housing

-- -- -- --

Revolving and Management Funds

-- -- -- --

ARMY SUPPLEMENTAL TOTAL 15,152 -- -- --

Department of the Navy FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel 4 -- -- --

Operation & Maintenance 1,576 -- -- --

Procurement 1,258 -- -- --

RDT&E 41 -- -- --

Military Construction

41 -- -- --

Family Housing -- -- -- --

Revolving and Management Funds

-- -- -- --

NAVY SUPPLEMENTAL TOTAL 2,919 -- -- --

Department of the Air Force FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel

46 -- -- --

Operation & Maintenance 862 -- -- --

Procurement

1,435 -- -- --

RDT&E

285 -- -- --

Military Construction

-- -- -- --

Family Housing

-- -- -- --

Revolving and Management Funds -- -- -- --

AIR FORCE SUPPLEMENTAL TOTAL

2,628 -- -- --

Defense-Wide FY 2023

FY 2024

Request

FY 2024

FY 2025

Request

Military Personnel -- -- -- --

Operation & Maintenance 14,968 -- -- --

Procurement 37 -- -- --

RDT&E 121 -- -- --

Military Construction

-- -- -- --

Family Housing -- -- -- --

Revolving and Management Funds

-- -- -- --

DEFENSE-WIDE SUPPLEMENTAL

15,126 -- -- --

DoD SUPPLEMENTAL TOTAL

35,825 -- -- --

Source: Next Generation Resource Management System

Numbers may not add due to rounding.

FY 2024 excludes supplemental funding request for Ukraine ($44.4 b illion), Israel ($10.6 billion), and Submarine

Industrial Base ($3.3 billion).

Reflects Continuing Resolution (CR) (P.L. 118-15), as amended

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-1

APPENDIX B: ACRONYMN LIST

NOTE: This is not a comprehensive list of all acronyms used in the Overview.

A2/AD Anti-Access/Area Denial

ABMS Advanced Battle Management System

AC Active Component

ACC Air Combat Command

AEA Airborne Electronic Attack

AFC

Army Futures Command

AFR

Air Force Reserve

AFX

Adversary Force Exercise

AI Artificial Intelligence

AMDR Air and Missile Defense Radar

AMPV Armored Multi-Purpose Vehicles

AMRAAM Advanced Medium Range Air-to-Air Missile

AMS Army Modernization Strategy

AMTI Airborne Moving Target Indicator

ANG

Air National Guard

AOR

Area of Responsibility

APP

Annual Performance Plan

APR

Annual Performance Report

ARGs Amphibious Ready Groups

ARRW Air-Launched Rapid Response Weapon

ASFF Afghanistan Security Forces Fund

ASW Anti-Submarine Warfare

AUR All-Up Round

AVDLR Aviation Depot Level Reparable

BAH

Basic Allowance for Housing

BCA

Budget Control Act

BCT

Brigade Combat Team

BMD

Ballistic Missile Defense

BOS Base Operating Support

BPR Biodefense Posture Review

BTAC Behavioral Threat Analysis Center

C2 Command and Control

C2C Comply-to-Connect

C3 Command, Control, and Communications

C4I Command, Control, Communications, Computers, and Intelligence

CAB

Combat Aviation Brigades

CAF

Combat Air Force

CAP

Corrective Action Plan

CCDR Combatant Commander

CCLTF Close Combat Lethality Task Force

CDAO Chief Digital and Artificial Intelligence Office

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-2

CDC

Child Development Center

CE2 Combatant Command Exercise and Engagement

CE2T2 Combatant Command Exercise and Engagement/Training Transformation

CERT Command Exercise Response Team

CFTs Cross-Functional Teams

CHO Chief Housing Officer

CIO Chief Information Officer

CIRCM

Common Infrared Countermeasures

CYBER LIGHTNING

CMC

Commandant of the Marine Corps

CMF Cyber Mission Force

CMMC Cybersecurity Maturity Model Certification

CMP

Civil Military Program

CNO Chief of Naval Operations

COF Cyberspace Operations Forces

CONUS Continental United States

COVID

Coronavirus Disease

CPG

Commandant’s Planning Guidance

CPS

Conventional Prompt Strike

CPX

Command Post Exercise

Cybersecurity

CSA Combat Support Agency

CSAR Combat Search and Rescue

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

CVEO

Countering Violent Extremist Organizations

D5LE

Trident II (D5) Submarine-Launched Ballistic Missile Life Extension

DAE Defense Acquisition Executive

DAF Department of the Air Force

DARPA Defense Advanced Research Projects Agency

DBC Defense Business Council

DC3 Defense Cyber Crime Center

DCA Dual-Capable Aircraft

DCI

Defense Critical Infrastructure

DCOI

Data Center Optimization Initiative

DEIA

Diversity, Equity, Inclusion, and Accessibility

DFE Dynamic Force Employment

DHA Defense Health Agency

DHP Defense Health Program

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-3

DHRA

Defense Human Resources Activity

DIB Defense Industrial Base

DIFMS Defense Industrial Financial Management System

DLA Defense Logistics Agency

DMO Distributed Maritime Operations

DMS Digital Modernization Strategy

DoD Department of Defense

DoDEA

Department of Defense Education Activity

DON

Department of the Navy

DPA

Defense Production Act

DRT Directed Readiness Tables

DSCA Defense Support to Civil Authorities

DSEC Defense STEM Education Consortium

DSOC Defense Safety Oversight Council

DTRA Defense Threat Reduction Agency

DURIP Defense University Research Instrumentation Program

DWCF Defense Working Capital Funds

EABO

Expeditionary Advanced Base Operations

EDI

European Deterrence Initiative

EDRE

Emergency Deployment Readiness

EDS

Execution Documentation System

EELV Evolved Expendable Launch Vehicle

EFMP Exceptional Family Member Program

EGGS Engineered Ground Gear Support

EHR Electronic Health Record

EMD Engineering and Manufacturing Development

EMTEC

European Maritime Training and Experimentation Capability

EPAWSS

Eagle Passive Active Warning Survivability System

ERP

Enterprise Resource Planning

FEMA

Federal Emergency Management Agency

FHP

Flying Hour Program

FMF Fleet Marine Force

FMS Foreign Military Sales

FMTV Family of Medium Tactical Vehicles

FNIH Foreign National Indirect Hire

FRA Fiscal Responsibility Act

FRC Fleet Readiness Center

FSRM

Facilities Sustainment, Restoration, and Modernization

FTEs

Full-Time Equivalents

FTX

Field Training Exercise

FY Fiscal Year

GBI Ground-Based Interceptors

GBSD Ground Based Strategic Deterrent

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-4

Green Flag

GFMAP Global Force Management Allocation Plan

GJTI Global Joint Training Infrastructure

GMD Ground-Based Midcourse Defense

GMLRS Guided Multiple Launch Rocket System

GPS Global Positioning System

GWOT Global War on Terror

H2F

Holistic Health and Fitness

HACM

Hypersonic Attack Cruise Missile

HADR

Humanitarian Assistance and Disaster Relief

HBTSS Hypersonic and Ballistic Tracking Space Sensor

HEL High-Energy Laser

HHS Health and Human Services

IAMD Integrated Air and Missile Defense

IBCS Integrated Air and Missile Defense Battle Command System

ICAM Identity and Credential Access Management

ICB Institutional Capacity Building

ICBM

Intercontinental Ballistic Missiles

IFPC-HEL

Indirect Fire Protection Capability - High Energy Laser

IFPC-HPM

Indirect Fire Protection Capability - High Power Microwave

IPA

Independent Public Accounting

IPOE Intelligence Preparation of the Operational Environment

IRBM Intermediate Range Ballistic Missiles

IRC Independent Review Commission

IRST Infrared Search and Track

ISCP International Security Cooperation Programs

ISF Iraqi Security Forces

ISIS

Islamic State of Iraq and Syria

ISR

Intelligence, Surveillance, and Reconnaissance

ITX

Integrated Training Exercise

IVAS

Integrated Visual Augmentation System

JADC2 Joint All-Domain Command and Control

JAFQ Joint Advanced Fires Qualification

JAGM Joint Air-to-Ground Missile

JAIC Joint Artificial Intelligence Center

JCET

Joint Combined Exchange Training

JCWA Joint Cyber Warfighting Architecture

JDAM

Joint Direct Attack Munition

JITC

Joint Integrated Training Centers

JKO

Joint Knowledge Online

JLVC Joint Live, Virtual, and Constructive

JMEIS Joint Modular Emitter Interphase Standards

JMETL Joint Mission Essential Task List

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-5

JNTC

Joint National Training Capability

JPARC Joint Pacific Alaska Range Complex

JSTARS Joint Surveillance Target Attack Radar System

JSE Joint Simulation Environment

JTCP Joint Training Coordination Program

JTEN Joint Training Enterprise Network

JTEEP Joint Training, Exercise, and Evaluation Program

JTIFC

Joint Tactical Integrated Fire Control

LCAC

Landing Craft Air Cushion

LCS

Littoral Combat Ship

LCU Landing Craft, Utility

LDUUV Large Displacement Unmanned Undersea Vehicle

LOCE Littoral Operations in a Contested Environment

LPD Landing Platform Dock

LRASM Long-Range Anti-Ship Missile

LRDR Long Range Discrimination Radar

LRF Long-Range Fires

LRHW

Long Range Hypersonic Weapon

LRSO

Long Range Stand-Off

LSCO

Large Scale Combat Operations

LSGE

Large Scale Global Exercise

LTAMDS Lower-Tier Air and Missile Defense System

M-Code Military code

M-SHORAD Maneuver Short Range Air Defense

MAGTF Marine Air Ground Task Forces

MAJCOM Major Command

MALE-T Medium Altitude Long Endurance-Tactical

MCEIP

Manufacturing Capacity Expansion and Investment Prioritization

MCM

Mine Countermeasures

MDA

Missile Defense Agency

MDAP

Major Defense Acquisition Program

MDD Missile Defeat and Defense

MDO Multi-Domain Operations

MDR Missile Defense Review

MDS Missile Defense System

MDTF Multi-Domain Task Force

MERS Middle East Respiratory Syndrome

MHPI

Military Housing Privatization Initiative

MHS

Military Health System

MILCON

Military Construction

MISO Military Information Support Operations

MPE Mission Partner Environment

MRBM Medium Range Ballistic Missiles

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-6

MST

Maritime Strike Tomahawks

MTF Military Treatment Facility

MTX Mountain Exercise

MTV Medium Tactical Vehicle

MURI Multi University Research Initiative

MW/MT Missile Warning/Missile Tracking

MWR Morale, Welfare, and Recreation

MWX

Marine Air Ground Task Force Warfighting Exercise

MYP

Multi-Year Procurement

NATO

North Atlantic Treaty Organization

NBS

National Biodefense Strategy

NC3 Nuclear Command, Control, and Communications

NDAA National Defense Authorization Act

NDEP National Defense Education Program

NDS National Defense Strategy

NDSEG National Defense Science and Engineering Graduate

NGAD Next Generation Air Dominance

NGSW

Next Generation Squad Weapon

NG OPIR

Next-Generation Overhead Persistent Infrared

NGI

Next Generation Interceptor

NGJ

Next Generation Jammer

NORAD North American Aerospace Defense Command

NPR Nuclear Posture Review

NROTC Naval Reserve Officers Training Corps

NSIC National Space Intelligence Center

NSSL National Security Space Launch

NTTR Nevada Test and Training Range

NWCF

Navy Working Capital Funds

O&M

Operation & Maintenance

OASuW

Offensive Anti-Surface Warfare

OCO

Overseas Contingency Operations

OES Operation ENDURING SENTINEL

OFS Operation FREEDOM’S SENTINEL

OIR Operation INHERENT RESOLVE

OMFV Optionally Manned Fighting Vehicle

OPIR Overhead Persistent Infrared

OPM Office of Personnel Management

OPN

Other Procurement Navy

OSD

Office of the Secretary of Defense

OTI

Operational Training Infrastructure

P&R Personnel and Readiness

P2P Performance to Plan

PACAF Pacific Air Forces

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-7

President's Budget

PCTE Persistent Cyber Training Environment

PDI Pacific Deterrence Initiative

PEO Program Executive Office's

PHS Payload Handling System

PMA President’s Management Agenda

PMO Program Management Office

PMTEC

Pacific Multi-Domain Training and Experimentation Capability

PNT

Positioning, Navigation, and Timing

PPBE

Planning, Programming, Budgeting and Execution

PPE Personal Protective Equipment

PR Personnel Recovery

PRC People’s Republic of China

PrSM Precision Strike Missile

PSA Principal Staff Assistants

PTES Protected Tactical Enterprise Services

PTS Protected Tactical SATCOM

PTW

Protected Tactical Waveform

R&E

Research and Engineering

R3B

Resources and Requirements Review Board

Reserve Component

RCCTO Rapid Capabilities and Critical Technologies Office

RCV Remote Combat Vehicles

RDA Research, Development and Acquisition

RDER Rapid Defense Experimentation Reserve

RDT&E Research, Development, Test, and Evaluation

ReARMM Regionally Aligned Readiness and Modernization Model

REPI

Resource and Environmental Protection Integration Program

Radio Frequency

ROK

Republic of Korea

RTC

Recruit Training Command

S&T Science and Technology

SAPRO Sexual Assault Prevention and Response Office

SATCOM Satellite Communication

SAW Squad Automatic Weapon

SBR Statement of Budgetary Resources

SC Security Cooperation

SCP

Strategic Cybersecurity Program

SDA

Space Development Agency

SDB

Small Diameter Bomb

SELRES Selected Reserves

SEWIP Surface Electronic Warfare Improvement Program

SFAB Security Force Assistance Brigade

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-8

SIB

Submarine Industrial Base

SIOP Shipyard Infrastructure Optimization Program

SLBM Submarine-Launched Ballistic Missile

SLEP Service Life Extension Program

SM-3 Standard Missile-3

SM-6 Standard Missile-6

SMART Science, Mathematics, and Research for Transformation

SMP

Strategic Management Plan

SOF

Special Operations Forces

SOCPAC

Special Operations Command Pacific

SpOC Space Operations Command

SPRIRC Suicide Prevention and Response Independent Review Committee

SRBM Short Range Ballistic Missiles

SRRB Service Requirements Review Board

SSAE Statement on Standards for Attestation Engagements

SSBN Submersible, Ballistic, Nuclear (submarine)

SST Standard Space Trainer

STEM

Science, Technology, Engineering and Mathematics

STTR

Space Test and Training Range

STOVL

Short Take Off and Vertical Landing

sUAS

Small Unmanned Aerial System

SWAC Space Warfighting Analysis Center

SWSS Space Force Weapon Systems Sustainment

T2 Training Transformation

TFM Total Force Management

THAAD Terminal High-Altitude Area Defense

TLAMs Tomahawk Land-Attack Cruise Missiles

TSS

Training Support Systems

UAS

Unmanned Aerial Systems

UMB

Unified Medical Budget

URI

University Research Initiative

U.S. United States

USAFRICOM United States Africa Command

USAI Ukraine Security Assistance Initiative

USCENTCOM U.S. Central Command

USCYBERCOM U.S. Cyber Command

USD(C) Under Secretary of Defense 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

USSPACECOM U.S. Space Command

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-9

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 Uncrewed Surface Vessels

VCS VIRGINIA Class submarines

VEO

Violent Extremist Organization

VPM

VIRGINIA Payload Module

VSGI

Vetted Syrian Groups and Individuals

WEZ Weapon Engagement Zone

WFX Warfighter Exercises

WGS-11 Wideband Global Satellite

WS Weapon System

WSS Weapon System Sustainment

ZTA Zero Trust Architectures

Overview – FY 2025 Defense Budget

APPENDIX B ACRONYMN LIST

B-10

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