Full text of the Selective Service System Fiscal Year 2026–2030 Strategic Plan, published by the draft agency on January 29, 2026 and signed by Acting Director Craig T. Brown. It is the agency's own five-year plan: register every draft-age man automatically by December 2026, run mobilization exercises four times a year, and modernize its "conscription-related" computer systems. Each page below is rendered from the original PDF. You can select and search the text (Ctrl/⌘ + F), and the outline on the left jumps to each section. Page numbers in the outline are the plan's own printed numbers. For what this plan means for American families, see The Draft Agency's Five-Year Plan.

SELECTIVE SERVICE SYSTEMFISCAL YEAR 2026-2030STRATEGIC PLAN

FROM THE DIRECTORThe Selective Service System (SSS) submits its Strategic Plan for Fiscal Year (FY) 2026-2030. The plan is centered on two core priorities: strengthening operational readinessto deliver manpower to the Department of War (DOW) in the event of a nationalemergency, and providing value to the American taxpayer by advancing mission supportthrough modernization, efficiency, and accountability.Over the next five years, the Agency will pursue three transformational initiativeswhile sustaining its core statutory responsibility to selectively mobilize manpower in anational emergency. These initiatives include implementation of automatic registrationas directed by the FY 2026 National Defense Authorization Act (NDAA); modernizationof conscription-related information technology systems and applications; andorganizational and workforce optimization to reduce waste and enhance operationalefficiency.Aligned with the Administration’s priorities and topline resources, the FY 2026–2030Strategic Plan establishes focused, achievable objectives designed to drive measurableimprovements in operational efficiency and mission preparedness. The plan supportsand operationalizes key priorities of the 2026 National Defense Strategy (NDS) byensuring the Nation retains the capability to rapidly expand military manpower in ahigh-end national emergency. It further reinforces the Agency’s commitment to lawfulgovernance, national security, and responsible stewardship of public resources,positioning the Agency as a high-performing, forward-looking federal organizationprepared to support the Nation when called upon.Craig T. BrownActing Director1

Selective Service System Fiscal Year2026–2030 Strategic PlanVISIONTo be a trusted, actively engaged national defense partner and the sole source ofconscripted manpower for national security in the event of a national emergency.MISSIONTo register men and maintain a system that, when authorized by the President andCongress, rapidly provides manpower in a fair and just manner, while managing analternative service program for conscientious objectors.Executive SummarySSS is a federal agency charged with ensuring the United States can rapidly mobilizemanpower during a national emergency. When authorized by Congress and thePresident, SSS provides manpower to DOW and administers an alternative serviceprogram for conscientious objectors. By maintaining a secure registration system and aconstant state of readiness, SSS supports the nation’s defense.Three significant initiatives will shape SSS over the next five years:Automatic Registration. On December 18, 2025, the President signed the FY 2026NDAA into law, mandating automatic Selective Service registration. The Agencyengaged with Congress throughout the NDAA process regarding the automatedlegislative proposal. This statutory change transfers responsibility for registration fromindividual men to SSS through integration with federal data sources. SSS will implementthe change by December 2026, resulting in a streamlined registration process andcorresponding workforce realignment.Technology Modernization. The Agency will modernize legacy conscriptionapplications to ensure secure, reliable systems are ready in the event of a nationalemergency. SSS was awarded $6 million by the Technology Modernization Fund (TMF)at the end of FY 2025 for use in FY 2026-28 to facilitate this goal.Workforce Optimization. SSS achieved its Agency Reform and Reorganization Plan(ARRP) headcount target twelve months early through active workforce shaping,position consolidation, and controlled hiring. The Agency will adjust this optimizedposture while implementing automatic registration.2

The SSS Strategic Plan centers on two goals:1. Strengthen Operational Readiness: Bolster mobilization planning, coordinate across the whole-of-Government, and implement automatic registration.2. Deliver Value to the American Taxpayer: Streamline operations, apply disciplinedresource management, and build organizational resilience to support missionexecution.1.1 - ExpandMobilizationTraining andReadinessExercises1.2 - ImplementAutomaticRegistration• Execute a progressiveexercise program (tabletop→ full-scale), validating SSSMission Essential Functions.Maintain the IntegratedMaster MobilizationSchedule (IMMS); addresscorrective actions.• Resources: Agencypersonnel; militaryReservists; IT systems;training facilities.• Interagency: DOW; UnitedStates Military EntranceProcessing Command(USMEPCOM); Departmentof Homeland Security (DHS);external evaluation viaArmy War College; ServiceAcademies; and NationalInstitute of Standards andTechnology.• Programs: Readiness;Training and Exercise;Reserve Forces.50 U.S.C. 3801et seq., MilitarySelective Service Act(MSSA) readinessmandate; NationalSecurity Strategy(NSS), emphasis ondeterrence throughdemonstratedmobilizationcapability; 2026NDS, Agencystrategic planoperationalizespriorities to ensurerapid militarymanpower expansionduring mobilization;and President’sManagementAgenda (PMA),continuousimprovementthrough evidence-based operations.Interagencypartnercoordination injoint exercises;availabilityof militaryReservists fortraining events.Mobilization Exercises:4/year of increasing complexity.Achieve “Trained” or higher ratingon exercises:FY26: 75%FY27: 85%FY28-30: 90%Meet IMMS milestones:FY26: 85%FY27: 90%FY28-30: 95%Address Category A correctiveactions on time.• Execute automaticregistration implementationby December 2026;establish automated datafeeds from federal sources;develop matching algorithmsand exception handlingprocesses; sunset manualcompliance activities.• Resources: Agencypersonnel and contractorsupport.• Interagency: OMB and datapartners.• Programs: RegistrationManagement; ITModernization.FY 2026 NDAASection 535,automaticregistration mandate;(MSSA) registrationrequirement; E.O.14243, eliminatinginformation silosthrough federaldata integration;and PMA, improvingservice delivery andreducing burden onthe public.Agencies’ability toprovide timely,necessarydata.FY26: System updates designedand tested.FY27: Automatic registrationcapability implemented.FY26: Federal data sourceintegrations identified and tested.FY27: Federal data sourceintegrations are operational.Manual compliance activitiessunset:FY26: 50%FY27: 100%StrategicObjectivesImplementationStrategiesAlignmentExternalFactorsPerformanceGoalsStrategic Goal 1: Strengthen Operational Readiness3

2.1 - AchieveWorkforceand SpaceOptimizationand CostEfficiencies1.3 - StrengthenStakeholderCoordinationwith the Whole-of-Government• Formalize federalpartnerships for data sharing,exercise participation, andmobilization support.• Resources: Agencypersonnel; interagencyliaisons.• Interagency: OMB andimplementation agencies.• Programs: Operations,Intergovernmental Affairs,Public Affairs; ReserveForces.NSS, whole-of-governmentcoordination fornational security;E.O. 14243,interagency datasharing; and PMA,intergovernmentalpartnerships.Partnerparticipation incoordination.Active partnershipsFY26: +2FY27: +2FY28-30: MaintainParticipate in joint exercises withFederal partnersFY26: 2FY27: 3FY28-30: 3/ year• Meet adjusted workforcetargets through strategichiring, attrition management,and position consolidation.• Execute HQ relocationplanning; optimize buildingoccupancy and spaceutilization.• Maintain FAR-compliantacquisition processes;maximize contract efficiencythrough competition andperformance management.• Resources: Agencypersonnel ; OPM workforceshaping authorities;General ServicesAdministration (GSA).• Interagency: OMB, OPM,GSA.• Programs: HumanResources; Acquisitions;Facilities Management.E.O. 14210, WorkforceOptimizationInitiative; E.O. 14222,Cost EfficiencyInitiative; E.O. 14356,Ensuring ContinuedAccountability inFederal Hiring;E.O. 14271, cost-effective federalcontracting; USE ITAct, real propertyoptimization; andPMA, efficientstewardship oftaxpayer resources.N/AHQ relocation executedFY26: PlanFY27: ExecuteFY28-30: MaintainAdjust organizational structure andworkforce based on automaticregistration and other impacts.StrategicObjectivesImplementationStrategiesAlignmentExternalFactorsPerformanceGoalsStrategicObjectivesImplementationStrategiesAlignmentExternalFactorsPerformanceGoalsStrategic Goal 2: Deliver Value to the American Taxpayer4

2.3 -StrengthenFiscalStewardshipand AuditAccountability2.2 - WorkforceCompliance• Maintain a high-performanceworkforce compliantwith federal workforcerequirements, includingMerit System Principles.• Hold employeesaccountable for workplaceviolations, misconductand poor performance.Emphasize education, earlyintervention, and timelyresolution of workplaceissues.• Resources: Agencypersonnel; and trainingplatforms.• Interagency: OPM, EEOC;Interior Business Center(IBC) and USPS (sharedservice providers).• Programs: HumanResources; WorkforceDevelopment.5 U.S.C. § 2301-2302 Merit SystemPrinciples, ProhibitedPersonnel Practices;38 U.S.C. Chapter 43;Uniformed ServicesEmployment andReemploymentRights Act; 5CFR Part 2635,Ethics; E.O. 14356,Ensuring ContinuedAccountability inFederal Hiring; E.O.14171, RestoringAccountability toPolicy-InfluencingPositions Withinthe FederalWorkforce; and PMAstrengthening thefederal workforce.N/AMaintain performancemanagement systems to facilitatea high performance culture.Complete mandatory training.• Maintain disciplined financialmanagement throughbudget execution reviews,obligation tracking, andunliquidated obligationsbalance remediation.• Conduct annual internalcontrol assessments perFederal Managers’ FinancialIntegrity Act (FMFIA),31 U.S.C. 3512; supportindependent audits andresolve findings withintimelines.• Resources: Agencypersonnel; IBC sharedservices (accounting,payments); internal controlcoordinator; independentauditors.• Interagency: OMB; Treasury;IBC (shared services).• Programs: Budget &Finance; Internal Controls;Audit Remediation.FMFIA; E.O.14249 ProtectingAmerica’s BankAccount; E.O. 14247Modernizing FederalPayments; and PMA,responsible fiscalstewardship.N/AReceive clean financial audit.Execute the budget within 2% ofthe spending plan.Ensure prior year unliquidatedfunds <0.5% of budget authority.StrategicObjectivesImplementationStrategiesAlignmentExternalFactorsPerformanceGoals5

• Modernize legacy systemsand applications, reducemanual processes.• Implement a Zero Trustarchitecture and maintainFISMA compliance for allHigh-Value Assets.• Deploy Artificial Intelligence/automation tools to improveprocess efficiency andreduce manual workload.• Enhance data governanceand customer responsecapabilities.• Resources: Agencypersonnel; GSA TMF PMO;Department of Interior,contractor support.• Interagency: OMB;Cybersecurity andInfrastructure SecurityAgency (CISA); and TMFBoard.• Programs: IT Modernization.P.L. 115-91, 2018NDAA; P.L. 115-435,Evidence-BasedPolicymakingAct; FISMA; E.O.14028, Improvingthe Nation’sCybersecurity; E.O.14243, eliminatinginformation silos;E.O. 14179, RemovingBarriers to AmericanLeadership inArtificial Intelligence;E.O. 14365, AI policyframework; and PMA,modernizing federaltechnology, andimproving customerexperience.N/ADeliver TMF project.FISMA audit rating (HVA systems):FY26: 4.2FY27: Level 3FY28-30: Level 4Zero Trust implementation phase:FY26: Phase 2FY27: Phase 3FY28-30: CompleteAI/automation tools deployed:FY26: 2FY27: 4FY28-30: Sustain2.4 -ModernizeTechnologyto SupportReadinessStrategicObjectivesImplementationStrategiesAlignmentExternalFactorsPerformanceGoalsThe FY 2026 to 2030 Strategic Plan reinforces the Agency’s commitment tonational mobilization readiness while advancing automatic registration, technologymodernization, and workforce optimization. Through disciplined execution oftwo focused strategic goals, the Agency will fulfill statutory mandates, align withAdministration priorities, and deliver measurable results. Guided by data-drivenstrategies and responsible stewardship, SSS stands ready to support the Nation.6

SELECTIVE SERVICE SYSTEMFISCAL YEAR 2026-2030STRATEGIC PLAN

Source: Selective Service System Fiscal Year 2026–2030 Strategic Plan (8 pp., dated January 29, 2026), published by the Selective Service System at sss.gov. A U.S. government work, reproduced unaltered as page images for public review. The image is authoritative. Download the original PDF · What the plan means · The Draft Law · Iran War