What the FY2027 request buys
Verbatim from the R-2A exhibit for project 771 of PE 0604771D8Z. This is the budget justification's own description of work that has not happened yet — the one thing no other level of the budget carries.
C4MD: - Execute A&S co-chair function of the C3LB governance council, performing oversight and cross-Service coordination of tactical radio and networks, networks, modernized Tactical Data Links (TDL), and emerging Advanced Tactical Data Link (ATDL) and Advanced Tactical Data Network (ATDN) acquisitions to improve DoW system interoperability. - Perform acquisition oversight/management, programmatic (cost, schedule, & performance), and technical data assessment to ensure continued progress of Intelligence Community Major Systems Acquisitions and Special Interest Acquisition, including projected increases for space based ISR and targeting capabilities. - Execute CJADC2 Integrated Acquisition Program Review (IAPR) focused on priorities Key Operational Problems, continue to integrate current and emerging JADC2 acquisitions to solve acquisition challenges, and proposed extensible reforms to the Defense Acquisition System, and the Planning, Programming, Budgeting & Execution process to ensure alignment with Defense Planning Guidance. - Provide technical and acquisition support to the JADC2 CFT, provided coordination and action officer support for reviews of JADC2 Reference Architecture, and developed JADC2 Implementation Plan products to support critical cross-functional team timelines and deliverables - Provide technical assessments and enterprise-level analysis in support of OUSW(A&S)’s role as the Principal Staff Assistant on Common Data Links and Joint Cyber Command & Control Systems; develop CDL database; assess CDL user migration to contested environment capabilities and modernized crypto - Continue support to OUSW(A&S) International Cooperation activities in line with the interim National defense strategy to strengthen alliances and attract new partners. Continue coordination for Yockey waivers, DoW advocacy requests, and policy issues. Work with France to define an interoperability roadmap for 2030 and beyond including fielding of ATDLs. - Continue the TDL capability roadmap by synchronizing Department acquisition strategies to field next generation waveforms (ATDLs and ATDN), gain efficiencies, and maintain Interoperability between the Services, allies, and partner nations. - Oversee acquisition and sustainment activities designed to mature, increase the capacity, capability, and resiliency of DoW’s intelligence, surveillance, and reconnaissance space, airborne, and terrestrial data processing, exploitation, transportation, and distribution networks - Provide acquisition leadership and technical support to DoW CIO-led Electro-Magnetic Spectrum efforts as well as strategy and roadmap development to support Congressional and DoW senior leader deliverables. - Continue oversight of JTNC coordination activities and maintain the JTNC Management Plan as a living document reflecting priorities from the Tactical Communications Senior Steering Group, the Communications Technology and Waveform Working Group, service sponsors, and other key stakeholders. - Continue to execute as Co-Chair for the Position, Navigation, and Timing (PNT) oversight council, conduct strategic planning, prioritization, policy execution, resource review, and oversight of DoW PNT initiatives. - Continue to provide in-depth technical, engineering, integration support, and system of system analysis for space systems and missile defense modernization program portfolio management. - Continue to execute as Co-Chair for the Missile Defense Executive Board (MDEB), conduct strategic planning, prioritization, policy execution, resource review, and oversight of DoW missile defense initiatives. - Continue to execute as Secretariat for the Program Acquisition and Budget Development (PABD) Standing Committee of the MDEB. - Support the Golden Dome for America Office in executing acquisition activities in support of next generation missile defense. - Continue to provide ODASD(SSIPM) leadership as co-chair of the Enterprise Satellite Communications Steering Group (ESC SG). - Continue to plan and organize the Middle Tier of Acquisition (MTA) Advisory Board reviews of Space Development Agency Proliferated Warfighter Space Architecture Transport Layers. - Continue to support GAO audits on SATCOM related matters to ensure GAO is provided documents and contacts, leadership on report review efforts, and coordination of the DoW response. -Support the new Business Operators for National Defense (BOND) initiative, where C-Suite executives advise on optimizing industrial production. -Support the new DepSecWar initiative to secure and expedite major procurement deals by leveraging multi-year procurement contracts. SNI: - Continue to provide in-depth technical, engineering, integration support, and system of system analysis for space systems modernization program portfolio management. - Continue the execution of program oversight for national intelligence programs with our ODNI counterparts and facilitate the co-MDA mission for the USW(AS&S) - Continue to conduct IAPRs to inform strategic decisions impacting the space and national intelligence enterprise. - Oversee acquisition and sustainment activities designed to mature, increase the capacity, capability, and resiliency of DoW’s intelligence, surveillance, and reconnaissance space, processing, exploitation, and dissemination. - Support SNI contributions to Golden Dome for America. NC3: - Support the NC3 Capability Portfolio Manager with analysis presented to senior leadership bodies (NC3 Decision Forum, Council on Oversight of the National Leadership Command, Control, and Communications System (CONLC3S), etc.) and recommended investment and policy alternatives. - Conduct NC3 Integrated Acquisition Portfolio Review to evaluate and identify schedule and integration risks associated with decision support tools and conferencing systems enabling senior leader decision making in support of nuclear operations.
The decrease of $180 thousand from FY 2026 to FY 2027 was a result of reductions to Advisory and Assistance Services to promote efficiencies and advance the policies of the Administration in alignment with Executive Order 14222, “Implementing the President’s Department of Government Efficiency Cost Efficiency Initiative.”
FY2025–FY2026: what came before
Prior-year accomplishments and current-year plans from the same exhibit. Context for the FY2027 plan, not a series — an activity partitions its project exactly in the request year, but can under-cover it in earlier years.
C4ISR: - Execute A&S co-chair function of the C3LB governance council, performing oversight and cross-Service coordination of public safety communications, tactical radio and networks, TDL, and common data link modernization acquisitions to improve DoW system interoperability. - Perform acquisition oversight/management, programmatic (cost, schedule, & performance), and technical data assessment to ensure continued progress of Intelligence Community Major Systems Acquisitions and Special Interest Acquisition, including projected increases for space based ISR and targeting capabilities. - Execute further JADC2 IAPRs, evaluate current and emerging JADC2 acquisitions to identify acquisition challenges and proposed extensible reforms to the Defense Acquisition System, the Planning, Programming, Budgeting & Execution process, and the Joint Capabilities Integration & Development Systems. - Provide technical and acquisition support to the JADC2 CFT, provided coordination and action officer support for reviews of JADC2 Reference Architecture, and developed JADC2 Implementation Plan products to support critical cross-functional team timelines and deliverables. - Provide technical assessments and enterprise-level analysis in support of OUSW(A&S)’s role as the Principal Staff Assistant on Common Data Links and Joint Cyber Command & Control Systems; develop CDL database; conduct assessment of BE-CDL compliance - Continue support to OUSW(A&S) International Cooperation activities in line with the interim National defense strategy to strengthen alliances and attract new partners. Continue coordination for Yockey waivers, DoW advocacy requests, and policy issues. Work with France to define an interoperability roadmap for 2030 and beyond. - Continue the TDL capability roadmap by synchronizing Department acquisition strategies to field next generation waveforms, gain efficiencies, and maintain Interoperability between the Services, allies, and partner nations. - Oversee acquisition and sustainment activities designed to mature, increase the capacity, capability, and resiliency of DoW’s intelligence, surveillance, and reconnaissance space, airborne, and terrestrial data processing, exploitation, transportation, and distribution networks - Provide acquisition leadership and technical support to DoW CIO-led Electro-Magnetic Spectrum efforts as well as strategy and roadmap development to support Congressional and DoW senior leader deliverables. - Continue oversight of JTNC coordination activities and maintain the JTNC Management Plan as a living document reflecting priorities from the Tactical Communications Senior Steering Group, the Communications Technology and Waveform Working Group, service sponsors, and other key stakeholders. NC3: - Support the NC3 Capability Portfolio Manager with analysis presented to senior leadership bodies (NC3 Deputy's Management Action Group, Council on Oversight of the National Leadership Command, Control, and Communications System (CONLC3S), etc.) and recommended investment and policy alternatives. Conduct NC3 Integrated Acquisition Portfolio Review to evaluate and identify schedule and integration risks associated with sensing and situation monitory better integrate command nodes and decision makers and decision making in support of nuclear operations. - Partner with USSTRATCOM NC3 Enterprise Center to evolve the NC3 Capability Planning Guidance for FY 2028-2032. Revise and implement solutions to ensure NC3 protection of critical NC3 information though revision of security assurance policy and developing a long-term plan for implementing security solutions to NC3 government and industrial base partner using emerging commercial standards. Strategic Deterrence and Capabilities: - Support the recapitalization of the nation's nuclear deterrent thru the maturation of nuclear delivery system modernization programs, while enhancing and amplifying sustainment support of fielded nuclear capabilities in support of the National Security Strategy and the Nuclear Posture Review implementation tasks. - Continue partnership with Test Resource Management Center to further identify test center resources and infrastructure shortfalls associated with sustaining current nuclear weapons inventory testing and future nuclear weapons modernization program test requirements. - Complete Nuclear Forces IAPR to inform strategic decisions impacting the nuclear acquisition enterprise by assessing interdependencies and risks across modernization and sustainment portfolios. - Advance Aeroshell Working Groups and Warhead Sub-Groups analytic, planning, and reporting activities to further fortify dynamic resiliency opportunities within the defense industry and associated. - Support the Nuclear Deputy’s Management Action Group with analysis presented to senior leadership bodies within NWC Working Groups and sub-working groups to support investment and policy opportunities within nuclear modernization activities. - Conduct at least two OUSW(A&S)-level In-Progress Reviews for the Sentinel ICBM program, Long Range Stand-Off Weapon program, and Sea-Launched, Nuclear-Armed Cruise Missile program. - Lead OSW involvement and integration of various National Nuclear Security Administration nuclear warhead modernization and production programs with DoW weapons platforms. - Lead OSW oversight and engagements with the Sentinel ICBM program to guide the program back to Milestone-B. - Support the Conventional Prompt Strike (CPS) program and its continued advancement thru the Middle-Tier of Acquisition (MTA) pathway. SMD: - Continue to provide in-depth technical, engineering, integration support, and system of system analysis for space systems and missile defense modernization program portfolio management. - Continue to execute as Co-Chair for the Position, Navigation, and Timing (PNT) oversight council, conduct strategic planning, prioritization, policy execution, resource review, and oversight of DoW PNT initiatives.
C4ISR: - Execute A&S co-chair function of the C3LB governance council, performing oversight and cross-Service coordination of public safety communications, tactical radio and networks, TDL, and common data link modernization acquisitions to improve DoD system interoperability. - Perform acquisition oversight/management, programmatic (cost, schedule, & performance), and technical data assessment to ensure continued progress of Intelligence Community Major Systems Acquisitions and Special Interest Acquisition, including projected increases for space based ISR and targeting capabilities. - Execute further JADC2 Integration Acquisition Portfolio Reviews (IAPRs), evaluate current and emerging JADC2 acquisitions to identify acquisition challenges and proposed extensible reforms to the Defense Acquisition System, the Planning, Programming, Budgeting & Execution process, and the Joint Capabilities Integration & Development Systems. - Provide technical and acquisition support to the JADC2 CFT, provided coordination and AO support for reviews of JADC2 Reference Architecture, and developed JADC2 Implementation Plan products to support critical cross-functional team timelines and deliverables. - Provide technical assessments and enterprise-level analysis in support of USD(A&S)’s role as the Principal Staff Assistant on Common Data Links and Joint Cyber Command & Control Systems; develop CDL database; conduct assessment of BE-CDL compliance - Continue support to OUSD(A&S) International Cooperation activities in line with the interim National defense strategy to strengthen alliances and attract new partners. Continue coordination for Yockey waivers, DoD Advocacy Requests, and Policy issues. Work with France to define an interoperability roadmap for 2030 and beyond. - Continue the TDL capability roadmap by synchronizing Department acquisition strategies to field next generation waveforms, gain efficiencies, and maintain Interoperability between the Services, allies, and partner nations. - Oversee acquisition and sustainment activities designed to mature, increase the capacity, capability, and resiliency of DoD’s intelligence, surveillance, and reconnaissance space, airborne, and terrestrial data processing, exploitation, transportation, and distribution networks - Provide acquisition leadership and technical support to DoD CIO-led Electro-Magnetic Spectrum efforts as well as strategy and roadmap development to support Congressional and DoD senior leader deliverables. - Continue oversight of JTNC coordination activities and maintain the JTNC Management Plan as a living document reflecting priorities from the Tactical Communications Senior Steering Group, the Communications Technology and Waveform Working Group, Service sponsors, and other key Stakeholders. NC3 and Strategic Deterrence: - Partner with USSTRATCOM NC3 Enterprise Center to evolve the NC3 Capability Planning Guidance for FY 2028-2032. Revise and implement solutions to ensure NC3 protection of critical NC3 information though revision of security assurance policy and developing a long-term plan for implementing security solutions to NC3 government and industrial base partner using emerging commercial standards. - Support the NC3 CPM with analysis presented to senior leadership bodies (NC3 Deputy's Management Action Group, Council on Oversight of the National Leadership Command, Control, and Communications System, etc.) and recommend investment and policy alternatives. - Complete NC3 Integrated Acquisition Portfolio Review (IAPR) to identify programmatic schedule risk and integration challenges focused on transitioning advanced networking capabilities into programs to better integrate command nodes and elements and improve dynamic resiliency against modern threats. Space and Missile Defense: - Provide in-depth technical, engineering, integration support, and system of system analysis for space systems and missile defense modernization program portfolio management. - As a Co-Chair for the Position, Navigation, and Timing (PNT) oversight council, conduct strategic planning, prioritization, policy execution, resource review, and oversight of DoD PNT initiatives. - As a Co-Chair for the Missile Defense Executive Board, conduct strategic planning, prioritization, policy execution, resource review, and oversight of DoD missile defense initiatives.
Three years, and no five-year plan
An R-2A activity publishes the prior year, the current year and the budget year. The FYDP outyears exist at project and program-element level and are deliberately absent here rather than inferred. Estimate types are colored and never summed into one figure.
| Fiscal Year | Estimate Type | Amount ($M) |
|---|---|---|
| FY2025 | Actual | 12.4 |
| FY2026 | Enacted | 10.4 |
| FY2027 | Request | 10.2 |
This activity is 100% of project 771's FY2027 request and 100% of PE 0604771D8Z's. In the request year the activities under a project sum to it exactly; in the current year they under-cover it in about 9% of cases, so an activity's delta can legitimately exceed its parent's and the two must not be compared row to row.
1 activity in project 771
Every R-2A line of this project, largest FY2027 request first. Linked where the activity has enough of its own narrative to carry a page; the rest are shown in full on the program-element page.