Manning the U.S. Army is the Nation’s challenge. In a nation of nearly 300 million, only one million wear our Army’s uniform - less than one-half of one percent. A key component of operational readiness is personnel strength. The challenge facing our Army is daunting: to maintain the operational readiness necessary to win the Global War on Terrorism (GWOT) while transforming capabilities to defeat any future threat to the nation.

As our Army continues major combat and stability operations, it is imperative that a fully resourced and capable enlisted and officer corps be maintained. To better support the Army Force Generation (ARFORGEN) model, the Army needs predictable access to our Reserve Component (RC) soldiers who have become by necessity our operational rather than our strategic reserve. A key enabler to transition the Army’s Reserve Components from a strategic to an operational reserve is to extend the number of days the President can call up Reserve members to active duty from 270 days to 365 days. To meet its personnel requirements, the Army depends on viable Active Component (AC) and Reserve Component (RC) recruiting and retention programs and proven officer commissioning sources.

The Army relies on an influx of new personnel as Soldiers retire and/or separate from military service. With the help of the Administration and Congress, the Army strives to achieve its enlistment and retention goals. In this effort the Army has initiated numerous recruitment initiatives; developed programs to facilitate transformation; pushed for consistency in Active and Reserve Component policies; and implemented programs to “affect the influencers” while spreading the concept of a “Call to Duty.” Ultimately, however, the U.S. Constitution grants Congress the power to “raise and support Armies.”

The Army is maintaining a comprehensive and integrated human resource capability that enables appropriate manning, Soldier readiness, and well-being. To support this on-going effort, the entire array of AC and RC incentives, compensation, and entitlements, are vital to the success of meeting end strength requirements and must be maintained or expanded.

Recruiting and retention of medical, legal and religious professionals for all components continues to fall far short of requirements. Enhancement of these professionals’ recruiting and retention incentives is necessary.

Employer pressure on RC Soldiers to limit or discontinue membership in the RC, because of multiple mobilizations, has an adverse impact on the Army’s readiness. The National Committee for Employer Support of the Guard and Reserve (ESGR) must play an increased role in mediating conflicts between citizen Soldiers and their employers. Therefore, ESGR’s efforts must be fully supported.

The Army relies on three separate, essential, and complementary officer commissioning programs: ROTC, USMA and OCS. Funding for these vital programs must continue. The Army Junior ROTC program has the mission to “Motivate Young People to be Better Citizens” and expose them to the benefits of military service. Expansion of these programs must be funded to at least 1900 units. We must also continue the Military Selective Service Act that provides a data base allowing a rapid mobilization in time of national emergency.

WE THEREFORE RESOLVE to urge the Administration and Congress to:

• Provide legislative authority for assured access to the Reserve Component units who have become an operational force rather than a strategic reserve
  
  
• Extend the mobilization authority under the existing Presidential Reserve Call-up (PRC) from 270 days to 365 days
  
  
• Continue to fund Army recruiting initiatives
  
  
• Endorse and participate in programs designed to affect the influencers and the “Call to Duty” effort
  
  
• Facilitate a stronger partnership between members of the RC and their employers through tax incentives and continued support of the ESGR program
  
  
• Continue to support ROTC, USMA and OCS commissioning programs
  
  
• Fund an expanded number of JROTC units