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Addendum C: Summary of Supporting Initiatives Identified in 2006 Army Posture Statement

 

Continuing the theme of the 2005 Army Posture Statement, the 2006 Army Posture Statement also describes four overarching, interrelated strategies needed to accomplish the Army Mission. In the main section, we aligned 13 key initiatives beneath these four strategies as a means of highlighting the major activities and accomplishments under each strategy. In an effort to provide additional information on other activities, programs, and actions that support these key initiatives, this addendum provides a summary of additional supporting initiatives that aid in our mission accomplishment. For consistency, we list these 15 Supporting Initiatives beneath the current four overarching and interrelated strategies.

 

 

Strategy: Provide Ready, Relevant Landpower for the 21st Century Security Environment

Our first overarching strategy is Provide Ready, Relevant Landpower for the 21st Century Security Environment. In addition to the two Key Initiatives aligned with this strategy, we aligned the following six Supporting Initiatives with this strategy:

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1. Supporting Initiative: Develop Operational Capabilities in LandWarNet

The LandWarNet is the Army’s portion of the Global Information Grid (GIG)--a globally interconnected, end-to-end set of information capabilities, associated processes, and personnel for collecting, processing, storing, disseminating, and managing information on demand to warfighters, policy makers, and support personnel. The GIG includes all owned and leased communications and computing systems and services, software (including applications), data, security services, and other associated services necessary to achieve Information Superiority. It also includes National Security Systems (NSS) as defined in section 5142 of the Clinger-Cohen Act of 1996. The GIG supports all DoD, National Security, and related Intelligence Community (IC) missions and functions (strategic, operational, tactical, and business) in war and in peace.

Our LandWarNet, essentially a combination of infrastructure and services, moves information through a seamless network and enables the management of warfighting and business information. LandWarNet will enable voice, data, and video to the edge of the tactical formations—ultimately pushing these capabilities lower and lower into our modular Army’s brigades, battalions, and Soldiers. The infrastructure will provide seamless and secure interoperability, network services, and end-to-end connectivity. This architecture will be in synchronization with the DoD and the Joint Staff, and will be the Army portion of one virtual network that provides transport and services across the Joint force.

The LandWarNet technology and infrastructure facilitates our Battle Command requirements that are essential for warfighting. Battle Command--the art and science of applying leadership and decision making to achieve mission success--leverages and integrates initiatives and technologies to deliver information superiority to the Warfighter across the entire force.

Lessons learned from recent combat operations highlighted the critical need for mobile communications, networks, and satellite communications (for range extension) to provide interoperability within the Joint force and within the defense communications network infrastructure. We accelerated fielding of our Battle Command systems to standardize capabilities and ensure networked interoperability of operational and tactical organizations, resulting in improved joint interdependency and situational awareness down to the platoon level. These networked communications, as demonstrated with the fielding of the Joint Network Node (JNN) system, along with the increased density of Blue Force Tracking, enhanced the speed of command and increased the Warfighter’s ability to plan and execute operations over a geographically dispersed battlespace.

The fielding, integration and migration of robust Battle Command systems to deployed and deployable units continues to be a primary focus for the Army. This effort is dynamic in nature and is based on fielding improved on-the-move command and control systems and standardized automated applications tied to warfighter requirements and the Army’s future plans. The Army’s Battle Command Systems (ABCS) will leverage data, applications, and processes to enable the execution of operations. The migration of Battle Command from current to future force capabilities is focused on the merger of the Global Command and Control family of systems to the Joint Command and Control (JC2) and the concurrent migration of the ABCS family of systems into both JC2 and Future Combat Systems.

Battle Command, facilitated by the LandWarNet capabilities, is an essential operational and functional capability supporting current and future operations of the Army and Joint Force. Fully networked, Battle Command capabilities enable the Joint Force Commander to conduct fully interdependent, network-centric warfare. The Army will continue to align future Joint Force capabilities to joint requirements and we will continue to collaborate with Department of Defense agencies to support the joint community in achieving a shared common operational picture.

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2. Supporting Initiative: Execute Major Acquisition Programs

We are currently executing acquisition programs for five major systems: The Future Combat Systems (FCS); the Blackhawk Utility Helicopter (UH-60M); the Medium Extended Air Defense System (MEADS); the Chinook Cargo Helicopter (CH-47F); and the Longbow Apache (AH-64D).

The FCS-equipped BCT is the Army’s future tactical warfighting echelon. The FCS-equipped BCTs will provide the combatant commander a dominant ground combat force that will consist of the following elements: the Combined Arms Battalions (three in each BCT); the Non-Line-of-Sight (NLOS) Cannon Battalion; the Reconnaissance Surveillance and Target Acquisition (RSTA) Squadron; the Forward Support Battalion (FSB); the Brigade Intelligence and Communications Company (BICC); and the Headquarters Company.

FCS includes eighteen-plus-one-plus-one (18+1+1) core systems: Eight Manned Ground Vehicles (MGVs); Three classes of unmanned ground vehicles--the Armed Robotic Vehicle (ARV), the Small Unmanned Ground Vehicle (SUGV), and the Multifunctional Utility/Logistics and Equipment Vehicle (MULE); Four classes of unmanned aerial vehicles (UAVs) organic to platoon, company, battalion and BCT echelons; Two unattended munitions--the Non-Line of Sight-Launch System (NLOS-LS) and Intelligent Munitions System (IMS); Unattended Ground Sensors (UGS); plus the Network (18+1); plus the Soldier (18+1+1).

The FCS acquisition program was approved by the Defense Acquisition Board in May 2003, has been designated a Joint Services program with an Army and Marine Joint Program Office, and is now in the System Development and Demonstration (SDD) phase. On July 22, 2004, Army officials announced plans to accelerate the delivery of selected Future Combat Systems to the current force, expanding the scope of the program's SDD phase by adding four discrete “spin outs” of capabilities--at two year increments--for the current forces.

Spin-out one will begin fielding in 2008 and consist of prototypes fielded to the Evaluation BCT (EBCT). Following successful evaluation, production and fielding of spin-out one will commence in 2010. This process will be repeated for each successive spin-out. By 2014, the EBCT will be equipped with all of the FCS core systems. Other BCTs will have selected, embedded FCS capability. FCS is the Army’s main modernization program for the 21st century. It will ensure that the Army retains the combat advantage in critical capabilities— net-centricity, mobility, and a more efficient use of materiel and personnel.

The Blackhawk Utility Helicopter (UH-60) is the Army’s current and future force utility and medical evacuation (MEDEVAC) helicopter. The UH-60 provides the Commander with rapid and agile maneuver capability through air assault, general support, Army Airborne Command and Control System (A2C2S) and MEDEVAC. The UH-60 gives Commanders the ability to initiate, conduct, and sustain combat operations by providing internal and/or external lift of troops, weapon systems, supplies and equipment. In the A2C2S role, it provides full joint and combined interoperability with other Command, Control, Communication, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) elements to Commanders at all echelons. The UH-60 is also utilized in support of homeland security and natural disaster relief operations, such as fire suppression, personnel recovery and key personnel transport. The UH-60 is vital to the homeland security needs of our nation.

The Army will procure new UH-60M/HH-60M (MEDEVAC variant) in order to extend the fleet’s lift and range capabilities, reduce operations and sustainment (O&S) costs, enhance survivability, improve strategic transportability, integrate Air Warrior, digitize avionics and flight management systems plus incorporate Global Air Traffic Management (GATM) requirements, and extend aircraft life. This approach will provide the Joint Operational Commander with a modernized Air Assault, MEDEVAC and C2 platform, that is a more capable, reliable, and operationally available to meet the modular BCT's support and operational warfighting requirements.

The Medium Extended Air Defense System (MEADS) is the Army’s next generation of air and missile defense, designed to provide a robust, 360 degree defense against the full spectrum of ballistic missiles, anti-radiation missiles, cruise missiles, unmanned aerial vehicles, tactical air to surface missiles, androtary-wing and fixed-wing threats. MEADS, a cooperative development by Germany, Italy, and the United States, will equip units with lightweight launchers, search radars, multiple function fire control radars, a battle manager, and associated equipment. The Patriot Advanced Capability-3 missile will serve as the interceptor while the MEADS is fielded within the Army. Prototype demonstrations have been conducted of key components of the system, demonstrating technical maturity appropriate for this phase of the design effort. MEADS will provide the Army enhanced force protection against a broad array of third dimension threats. The improvements in interoperability, mobility, and full 360 degree defense capability against the evolving threat represent a key aspect of the modernization of Army air defense.

The ChinookCargo Helicopter (CH-47) is a twin-turbine, tandem-rotor, heavy-lift transport helicopter with a useful load of up to 25,000 pounds. The CH-47 is expected to remain the Army’s heavy lift helicopter until at least the 2020-2025 timeframe. The Chinook entered Army service in the early 1960s with a CH-47A, B, or C model designation. In 1980, the early model aircraft were remanufactured to the current CH-47D configuration with the last CH-47Ds manufactured in 1993. Today, forty-six percent of the Army's CH-47D fleet was originally manufactured prior to 1966. Enhancements and upgrades to incorporate the CH-47F are essential for the future of the heavy lift assets. As the Army’s only heavy lift helicopter, the mission of the CH-47 is to transport troops (including air assault), supplies, weapons, and other cargo in combat, combat support and service support operations.

Similar to the CH-47D, CH-47F key modifications integrate a new-machined airframe, an upgraded T55-GA-714A engine to restore performance capability, Common Avionics Architecture System, Air Warrior, Common Missile Warning System, enhanced air transportability, Digital Automatic Flight Control System (DAFCS), and an Extended Range Fuel System II for self-deployment missions. The CH-47F also incorporates reliability and maintainability improvements including airframe tuning for vibration reduction, corrosion protection, digital source collectors, and an automated maintenance program with a 400-hour phase interval. The CH-47F program received full rate production approval on November 22, 2004. Currently on contract for 27 CH-47F aircraft, the first deliveries are scheduled for September 2006.

The Longbow Apache (AH-64D) is a two engine, four bladed, tandem-seat attack helicopter with a 30mm cannon, 2.75" rockets, and Hellfire missiles. It is the heavy attack helicopter of the current and future Army force. It is capable of supporting the full spectrum of warfare, conducting the missions of armed reconnaissance, close combat, mobile strike, and vertical maneuver when required in day, night, obscured battlefield and adverse weather conditions, in support of the joint/combined arms commander’s scheme of maneuver.

The Apache helicopter has continued to demonstrate it’s high level of effectiveness, survivability, and lethality in combat operations in Operation Iraqi Freedom and Operation Enduring Freedom. Nonetheless, the Army determined critical capability gaps that currently exist in the areas of aircraft performance, digital interoperability, operations and support, multi-spectral sensors, and cognitive decision aiding. These identified capability gaps served as the basis for determining the corresponding requirements and next set of upgrades to the Apache helicopter, an upgrade to the Block III configuration. These capability gaps are being addressed through the incorporation of several hardware and software technology insertions into the aircraft. The Army will initially re-manufacture its Block I Longbow Apaches into the Block III configuration, followed by its Block II Longbow Apaches. The first deliveries of Block III will be in 2010, with first unit equipped in 2011.

The AH-64D Block III is a network centric, multi-role weapon system, fully interoperable with and linked to joint and combined arms air/ground maneuver teams via open system architecture and advanced, Line of Sight (LOS) and Beyond Line of Sight (BLOS) voice and digital communications. It operates in support of BCTs to enable the air-ground synergy required for armed reconnaissance, mobile strike, close combat, and vertical maneuver missions in the contemporary operating environment. Additionally, the Block III configuration facilitates shaping operations, enables precision engagement, and provides actionable combat information. It is deployable and sustainable through enhanced reliability, improved diagnostics, and reduced logistical footprint and tail.

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3. Supporting Initiative: Restructure Army Aviation

Army Aviation is transforming to improve Army aviation capabilities to meet current and future full-spectrum aviation requirements. Our Aviation Transformation Plan is based on a full Doctrine, Organization, Training, Leadership and Education, Materiel, Personnel, and Facilities analysis that includes the integration of lessons learned from recent operations. The plan restructures Army aviation warfighting units (active and reserve component) into Combat Aviation Brigades (CABs), ensuring the aviation units are capable, lethal, tailorable and sustainable. CABs are structured into modular formations (light, medium, heavy) that allow for a “plug and play” of units into task force organizations to support all contingency operations.

Army aviation has converted, or is in the process of converting, the CABs of the 3rd Infantry Division, 4th Infantry Division, 101st Combat Aviation Brigade, 159th Combat Aviation Brigade, and the 10th Mountain Division to the modular construct. At the division level, the endstate will be 11 active component CABs and eight reserve component CABs by the end of 2007. We are fielding a Brigade Aviation Element (BAE) in every BCT and a partial Briagade Aviation Element, or Brigade Aviation Element--Minus (BAE(-)), in each Stryker BCT and Fires Brigade, and we are converting four Aviation Classification Repair Activity Depots to the Theater Aviation Sustainment Maintenance Group.

Training and Doctrine Command revised all the Aviation base field manuals and fully integrated Flight School XXI for all active duty Initial Entry Rotary Wing students. Training revisions include Phase One Dunker training and Survival, Evasion, Resistance, and Escape (SERE) training prior to the beginning of basic flight training. Additionally, we are continuing the rapid acquisition process for several new advanced aircraft: Light Utility Helicopter (LUH), Armed Reconnaissance Helicopter (ARH), Future Cargo Aircraft (FCA), Apache Block III, Small Unmanned Air Vehicle, and the Extended Range Multi-Purpose (ER/MP) Unmanned Aerial System (UAS).

Beginning in October 2006, we are establishing aviation units under Theater Aviation Commands, transforming Army Special Operations aviation, and continuing the transformation of the remaining Divisional CABs in both the active and reserve components. During 2008 through 2010 time frame, we will begin to field the ARH, LUH, FCA, ER/MP UAS and the AH-64D Longbow Block III systems.

As recent events around the world have illustrated, Army Aviation continues to be a relevant member of the joint force’s response to full-spectrum military operations – from homeland defense and disaster relief, to peace enforcement, to combat operations -- in support of the Global War on Terrorism. Army aviation needs congressional support to ensure we remain on the acquisition timeline for our six new programs. Transformation will not be successful without the modernization of the aviation fleet. In order to sustain this critical support to the warfighter, we will transform, modernize and station Army Aviation units to maintain a modular, sustainable, deployable, and lethal force that can execute the full range of missions stateside and abroad.

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4. Supporting Initiative: Enhance Joint Interdependence

Joint interdependence is the purposeful reliance on other service and joint capabilities to maximize their complementary and reinforcing effects while minimizing service vulnerabilities. Each branch of the Armed Forces excels in a different domain — land, air, sea, space and cyber. The Army’s transformation efforts are focused on Joint Capability Areas (JCAs) currently under development. Under Joint Staff lead, these JCAs are being developed by Functional Capability Boards, Combatant Commands, and the supporting Services. JCAs are intended to provide a common capabilities language for use across Department of Defense (DoD) activities and processes. The Strategic Planning Guidance for 2006-2011 directed a Joint Force Capabilities Assessment to “identify and organize the capabilities required for the Defense Strategy.” The resultant study identified 21 high-level Joint Capability Areas which were endorsed by the Secretary of Defense in May 2005, with direction to incorporate JCA language in future key defense documents.

Because our new modular formations will operate in joint, multinational and interagency environments, these formations are designed to enhance joint concepts for battle command, fires and effects, logistics, force projection, intelligence, air and missile defense. Our joint training opportunities will continue to improve as we continue to support the Joint Forces Command's effort to develop a Joint National Training Capability. The planning, scenarios, connectivity and overall realism we are working to create will enhance critical joint operations skills for commanders and Soldiers.

Additional details are provided in Army Campaign Plan, Change 2, dated September 30, 2005; the 2005 Army Concept Development and Experimentation Plan; and the 2006 Army Modernization Plan.

The Army is actively working with the other Services to improve the ability to dominate across the entire range of military operations. Our efforts embrace two characteristics of modern warfare. First, technology has extended the reach of modern weapon systems to the extent that collective force protection and anti-access techniques are necessary, even in facing irregular, asymmetric challenges. Second, the other Services’ capabilities to dominate air, sea and space have direct impact on ground forces’ ability to dominate on land. Without this capability we increase the vulnerability of our Soldiers--and the vulnerability of the Sailors, Airmen, and Marines who rely on Army capabilities--against an adaptive enemy.

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5. Supporting Initiative: Stabilize Soldiers and Units to Enhance Cohesion and Predictability

Force Stabilization, a concept approved in December 2003, actually began implementation of Lifecycle Management (LM) with the 172nd SBCT in Alaska in October 2003. To improve unit cohesion and readiness, while reducing both turbulence in units and uncertainty for families, we adopted a lifecycle management policy, essentially changing how we meet our requirement for filling units. Under the lifecycle management concept, the Army stabilizes active component Soldiers inside a BCT for approximately 36 months. We also synchronize Soldier assignments with the unit operational cycles under the Army Force Generation Model (ARFORGEN), a system that allows a Soldier to remain in the same BCT throughout the Reset, Ready, and Available phases of the ARFORGEN process.

Currently, nine BCTs have implemented LM. The process of converting units to LM will conclude in 2010, however, changes to this proposed schedule are very likely to support current operations. The forward-stationed BCTs in Europe and Korea are not planned for LM, and the transition of our Evaluation BCT (EBCT) into the Lifecycle Management process may extend beyond the 2010 time frame.

Conversion of Army of Excellence brigades to modular BCTs causes significant personnel turbulence across the division formation. Typically, a fourth brigade is activated from the resources within the division, supplemented by additional resources from the Army. The new BCTs are typically the first units in the division to implement LM. The other BCTs of the division are scheduled to implement LM in future months, allowing the Army to spread capabilities over time while minimizing the installation impacts. The actual implementation dates are published in execution orders. LM focuses the personnel turbulence to a single period in the unit’s cycle, reducing or eliminating the need for Stop Loss, but does not dramatically reduce the number of moves or reduce the transient portion of the individuals account. We will continue to implement lifecycle management in an effort to reduce dependence on Stop Move/Stop Loss policies and to support the Army Force Generation model.

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6. Supporting Initiative: Leverage Science and Technology

The Army Science and Technology (S&T) program is developing technologies that will enable the future force while enhancing the current force. While seeking opportunities to enable the future force, Army S&T is also providing advanced technology to our Soldiers deployed to fight the GWOT in three ways. First, Soldiers are benefiting today from technologies that emerged from past investments. Second, we are exploiting transition opportunities by accelerating mature technologies from on-going S&T efforts. Third, we are leveraging the expertise of our scientists and engineers to develop solutions to unforeseen problems encountered during current operations. Examples of force protection technologies transitioned to warfighter include: the interceptor body armor, electronic countermeasures (Warlock), and lightweight armor kits for our tactical vehicles.

The Soldier remains the centerpiece of all Army S&T investments while the Future Combat Systems (FCS), now in Systems Development and Demonstration phase, remains the core of our drive to the Army’s future force. The S&T strategy is to mature technologies for the future force and, where feasible, to accelerate selected technologies directly into the current force.

Continued technology advancement is critical to our warfighters. The Army’s current force enjoys a huge capability advantage as a result of the Army’s development of technologies such as night vision and precision munitions, but the global pace of technology development continues to increase. Over time, potential adversaries will develop technologies to counter the current Army advantage, and a stable S&T program will support our efforts to develop and maintain greater capabilities that our adversaries can counter.

 

 

Strategy: Train and Equip Soldiers to Serve as Warriors and Grow Adaptive Leaders

The second overarching strategy is Train and Equip Soldiers to Serve as Warriors and Grow Adaptive Leaders. The five Key Initiatives aligned with this strategy are reinforced by three Supporting Initiatives:

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7. Supporting Initiative: Support Joint Improvised Explosive Device Defeat Organization (JIEDDO)

The Joint Improvised Explosive Device Defeat Organization was established as a means of collaborating efforts among military branches and international agencies to help eliminate the threat posed by an Improvised Explosive Device (IED). IEDs are make-shift or “homemade” bombs, routinely used by enemy forces to destroy military and civilian targets. IEDs are currently the leading cause of casualties to troops deployed in Iraq.

The JIEDDO was initially developed as an Army Task Force in the fall of 2003. JIEDDO transformed into a joint organization in July of 2004. The Army, Navy, Marine Corps, and Air Force all provide representatives to JIEDDO with the largest number coming from the Army. The task force also includes interagency and multinational representation. Since 2003, the JIEDDO has invested about $378 million toward the acquisition of technology to counteract radio-controlled devices used to detonate IEDs. The devices, called Countering Radio-Controlled IED Devices – Electronic Warfare, or “jammers,” exist in six vehicle-mounted forms. The IED effort has contributed to a 45 percent decrease in the rate of IED casualties since April 2004. Additionally, the JIEDDO has contributed to the prevention of IED incidents in Operation Iraqi Freedom and Operation Enduring Freedom. Although we cannot accurately determine the total numer of IEDs in Iraq and Afghanistan, our compiled data supports that an estimated 30-40 percent of IEDs are found and rendered safe before they can be detonated or employed against our military forces.

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8. Supporting Initiative: Expand Cultural Awareness and Language Capabilities

We are pursuing a variety of initiatives to enhance our capability in cultural awareness and foreign language capabilities. In accordance with the Defense Language Transformation Roadmap, we are incorporating cultural awareness training into all levels of professional military education. The US Army Intelligence Center and School at Fort Huachuca, Arizona developed an 80-hour modular cultural awareness training program for deploying units and other branch schools. The Center for Army Lessons Learned at Fort Leavenworth, Kansas provides online training material in cultural awareness and the Defense Language Institute Foreign Language Center (DLIFLC) at the Presidio of Monterey in Monterey, California, incorporates cultural awareness in its language familiarization training for deploying units.

Foreign language capability extends beyond linguists, intelligence analysts, and interrogators to every Soldier and leader. It is an integral part of fostering a cultural awareness capability. We offer Soldiers a variety of ways to obtain foreign language skills and actively recruit native speakers from heritage communities. Language specialists primarily attend DLIFLC which offers online sustainment training through the Global Language Network and the Global Language Online Support System. We recently began providing online basic language training through Army Knowledge Online with “Rosetta Stone®,” a state-of-the-art commercial software product intended for use by all Soldiers and Army civilians. Another venue for language learning is the Satellite Communication for Learning, a private venture that provides real time broadcasts in several foreign languages and is available to all military linguists via the World Wide Web.

The human dimension that the Army must operate in as part of today’s complex environments necessitates that Soldiers at all levels possess some cultural awareness and foreign language capability. It is no longer sufficient for limited numbers of Soldiers in specialized skill sets and units to possess these capabilities. We continue to develop, update, and expand our cultural awareness training and to increase the availability of foreign language materials at all levels. We will continue to explore new and innovative ways to incorporate cultural awareness and foreign language capability training into our Soldier and leader development programs and unit predeployment training.

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9. Supporting Initiative: Support the Joint National Training Capabilities

The Joint National Training Capability (JNTC) leverages existing Service training programs to create an integrated training environment--live, virtual, and constructive--that helps prepare units, commanders, and staffs for operating in a joint environment. The JNTC can be used to train against a general threat, to conduct mission rehearsals against a specific threat, or to test new doctrine, tactics, techniques, procedures, Joint Operational Concepts, and equipment. As the integrating environment, JNTC will provide training to the full complement of defense audiences. Active and Reserve forces from individual Services will be able to train in a realistic joint context with other Services and with joint battle staffs. Battle staffs from joint, component, and tactical headquarters will train and rehearse using real-world command and control systems, with tactical forces represented through simulation support. The Army hosted two of four pre-initial Operations Capability events at Army combat training centers (CTCs); we partnered with the US Joint Forces Command Joint Warfighting Center at Suffolk, Virginia to conduct mission readiness exercises for senior-level headquarters in Operations Iraqi and Enduring Freedom; we established Joint training and experimentation connectivity at nine installations; and our Battle Command Training Program at Fort Leavenworth, Kansas was the first JNTC program accredited and certified within DoD.

The JNTC will evolve to a larger training audience, including allies and coalition partners; local, state, and federal agencies; and international, regional, and nongovernmental organizations; and we will seek opportunities to incorporate air and missile defense units into existing joint and other Service training programs and exercises. Finally, the three other Army CTCs—the National Training Center at Fort Irwin, California, the Joint Readiness Training Center at Fort Polk, Louisiana and the Joint Multinational Readiness Center at Hohenfels, Germany—will be accredited and certified by December 2006. Through the JNTC, Combatant Commanders—the ultimate focal point for joint operations—will receive better prepared Soldiers, leaders, units, staffs, and organizations that are aligned with their needs.

 

 

Strategy: Sustain an All-Volunteer Force Composed of Highly Competent that are Provided an Equally High Quality of Life

Our third overarching strategy is Sustain an All-Volunteer Force Composed of Highly Competent that are Provided an Equally High Quality of Life. Three Supporting Initiatives augment the three Key Initiatives aligned with this strategy:

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10. Supporting Initiative: Continue Army One Source

The Army OneSource program is toll free information and referral telephone service providing consultants who can assist with information ranging from every day concerns to deployment and reintegration issues. It is imbedded in the Department of Defense Military OneSource Program and available worldwide 24-hour-a-day, seven-days-a-week, to active duty, Reserve, and National Guard military members and their families, and deployed civilians and their families. Army OneSource assistance includes:

– Parenting and Child Care – Education – Relocation
– Financial and Legal Concerns – Everyday Issues – Emotional Well-being
– Health and Fitness – Addiction and Recovery – Military Life
– Adult or Child Special Needs – Work Concerns – Crisis Support
– Life-Issues Library / Pre-Paid Materials – Elderly Care – TRICARE

If Army OneSource consultants determine there is a need for face-to-face counseling, they can provide a referral for six sessions with professional civilian counselors at no cost to the Soldier or family member. Face-to-face counseling sessions focus on short-term problem resolution that deal with the emotional well-being content of a variety of issues including: Improving relationships at home and at work; marital issues; grief and loss issues; adjusting to a change in situation such as a return from deployment; and other issues where individuals would benefit from the face-to-face counseling component.

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11. Supporting Initiative: Establish Multi-Component Family Support Network

The Multi-Component Family Support Network (MCFSN) is a means of linking existing community support services together in a manner that allows the Army to provide the same level of support to every family, regardless of physical location and regardless of military component (active component or reseve component). Linking the community support services into a single network facilitates Army efforts to utilize the resources available in local communities, a measure which reduces the travel burden, the unfamiliarity, and other issues encountered in many communities, particularly in those communties with a small military population or dispersed military activities (e.g., Army Recruiters, ROTC detachments at universities, etc.). Our goal is to provide the Army family with support where they live.

Working in concert with other military and civilian agencies to establish a comprehensive multi-agency approach for community support and services to meet the diverse needs of the active and mobilized National Guard and Army Reserve families, the MCFSN provides information and points of contact for Army Basics, Money Matters, Managing Deployments, Home and Family Life, Getting Involved, Disabled Soldiers Program, Medical, Employer Support of the Guard and Reserve (ESGR), Legal, Youth Programs, School Transition, and other programs.

The MCFSN successfully piloted four models within the Army components, with four different approaches to integrate Family Programs; the fifth pilot program in the Pacific Region implemented a joint approach. Preliminary findings support establishing essential baseline services, instituting Inter-Service Family Assistance Committees, developing a database system to track family member status, and networking among agencies as keys to the success of the MCFSN.

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12. Supporting Initiative: Execute Child and Youth Services School Transition Support

In our Child and Youth Services School Transition Support program, we established Parent to Parent Cadre Teams to share strategies and to provide resources for parents and/or guardians to become their children’s best advocates--positive and prepared--throughout the child’s school experiences. This is especially critical as the children of our Soldiers and civilian employees face the challenges associated with transitioning from one school to another.

The Army has contracted with the Military Child Education Coalition to help ease school transitions as part of the Army School Transition Plan. The Parent to Parent cadre teams will be comprised of military spouses, military retirees, and civilian members who have experience in the “helping professions” (e.g., educators, health professionals, social workers, military family program volunteers, family childcare providers, and family readiness group leaders).

The Military Child Education Coalition will train the Parent to Parent Cadre Team members on their roles and responsibilities, and the teams will work and collaborate with Army School Liaison Officers to capitalize on existing garrison and Army-wide School Transition Services programs.

Our implementation time-line is tied to our rebasing strategy and the movement of units to new duty stations. Our Phase I training, scheduled for the Spring of 2006, will take place at 10 bases in the Continental USA (CONUS) and at six locations outside of CONUS (OCONUS). The Phase II training, scheduled for the Fall of 2006, will be conducted at five CONUS installations and at three OCONUS locations. With quality of life as one of the overarching aspects of today’s Army, we are dedicated to the well-being of our Soldiers, families, and civilian workforce. Recent Army rebasing decisions will result in more than 35,000 military-connected students being moved to and within the Continental United States school systems through 2011. Our efforts in easing the transition of children and families into new communities and new school systems will serve to enance the qualify of life and the overall well-being of the Army family.

 

 

Strategy: Provide Infrastructure and Support to Enable the Force to Fulfill its Strategic Roles and Missions

The fourth overarching strategy is Provide Infrastructure and Support to Enable the Force to Fulfill its Strategic Roles and Missions. The Army’s initiatives in this area include three Key Initiatives and the following Supporting Initiatives:

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13. Supporting Initiative: Execute Base Realignment and Closure

Base Realignment and Closure (BRAC) 2005 provides the Army with the authority to dispose of excess infrastructure while realigning and reconfiguring the Army’s infrastructure. This allows the Army to reallocate resources from closed installations to other high priority requirements. It also allows us to optimize the operational capacity necessary to support our warfighting capability, introduces greater efficiency in overall operations, and enhances opportunities for joint activities.

The Department of Defense and the US Army recommended 13 major Army base closures and approximately 50 Army base realignments. BRAC recommendations became law on November 9, 2005 and all recommendations must be completed by September 14, 2011.

Our implementation plans for the BRAC 2005 decisions will help us to reduce costs and generate savings, to optimize military value to advance the Army Modular Force Initiative, to accommodate the rebasing of overseas units, to enable the transformation and rebalancing of the active component and reserve component, and to contribute Army forces to joint operations.

BRAC recommendations are inextricably linked to the Army Modular Force Initiative and the infrastructure required to stand up, train, support and rapidly deploy our BCTs. Using our installations as flagships of readiness, we will locate our forces on installations that facilitate rapid deployment in support of global requirements against potential adversaries who threaten our security.

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14. Supporting Initiative: Improve Global Force Posture

Changes in U.S. global defense posture are needed to support our existing commitments, to take account of our changing security relationships, and to make maximum use of their strategic potential. The new posture will yield significant gains in military effectiveness and efficiency in future conflicts and crises, and will enable the U.S. military to fulfill its many worldwide roles. The United States global force posture is essentially the size, location, types, and roles of our military forces and capabilities. Together with our overall military force structure, our global posture enables the United States government to assure allies, dissuade potential challengers, deter our enemies, and, if necessary, defeat aggression. Within the Army, this is also representative of our ability to project power and undertake military actions beyond our border.

To enhance our strategic responsiveness, we are improving our ability to rapidly deploy to austere fighting environments, to fight throughout the battlespace upon arrival, and sustain operations until victorious. Parallel with the Base Realignment and Closure (BRAC) process, we are identifying critical joint power-projection installations to support the mobilization, demobilization and rapid deployment of Army forces, and we are enhancing force reception and deployed logistics capabilities to quickly respond to unforeseen contingencies.

To complete the transition to an expeditionary force, we will reposition ground forces to meet emerging challenges and we will adjust permanent overseas presence to a unit-rotation model that is synchronized with Army force generation initiatives. We will return 48,500 Soldiers between 2004-2011 as we realign our overseas facilities to support the expeditionary nature of the transformed Army. We will retain a transformed, forward-stationed force in Korea and in Europe. Both European-based heavy divisions will return to the United States, and our forward presence in Europe will consist of one airborne brigade in Italy, one Stryker Brigade in Germany, and potentially a rotational presence within Eastern Europe. We will also maintain the capability for a rotational presence in the Middle East while simultaneously eliminating many of our permanent bases. In the Pacific, we will maintain smaller forward-based forces, and we will station more agile and expeditionary forces at power projection bases that can rapidly respond to any contingencies. Additionally, we will modernize our prepositioned equipment sets to enable rotational forces to rapidly execute a wide variety of mission requirements and we will leverage our improved readiness to increase Army rotational training presence among our security partners.

The new global defense posture will be adjusted to the new security environment in several key ways: 1) expand allied roles, build new partnerships, and encourage transformation; 2) create greater operational flexibility to contend with uncertainty and by not overly concentrating military forces in a few locations for particular scenarios; 3) focus and act both within and across various regions of the world; 4) develop rapidly deployable capabilities; and lastly, the United States and its allies and partners will work from a different paradigm than in the past: effective military capabilities--not numbers of personnel and platforms--are what create decisive military effects and will enable the United States to execute its security commitments globally.

This new security environment requires a more global perspective and the new posture will have a positive effect on our military forces and families. While we will indeed be moving toward a more rotational and unaccompanied forward presence, these rotations will be balanced by more stability at home, with fewer overseas moves and less disruption in the lives of spouses and dependents.

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15. Supporting Initiative: Improve Medical Infrastructure

We must have essential healthcare services at receiving installations as Soldiers and families relocate as a result of Army Transformation, Base Realignment and Closure decisions, or Integrated Global Basing Positioning Strategy. Army Medicine must expand or improve medical infrastructure at many installations through a combination of restationing medical personnel, accessing civilian network partners, and building new or expanded medical facilities. This latter component presents a significant challenge to the Army and the Department of Defense, primarily due to the long lead time and limited funding for Medical Military Construction.

U.S. Army Medical Command and the Office of The Surgeon General have identified and prioritized necessary construction projects and staffing increases required at each Army installation. The Army and the Office of the Secretary of Defense are validating these requirements and are determining the best way to fund essential projects. However, medical military construction is funded through the Defense Medical Military Construction program, which is limited in its ability to rapidly respond to Army restationing initiatives. In the interim, the Army has approved modular construction and renovations to existing healthcare facilities to temporarily expand medical and dental facilities at many Army installations, funded primarily from the Operation and Maintenance, Defense account. These facilities provide a vitally important, mid-range solution until permanent construction projects can be funded where necessary.

A medical infrastructure tailored to the medical readiness requirements of each Installation ensures that the Army can provide Combatant Commanders with fit and ready Soldiers who can withstand the rigors of future battlefields. These facilities must be capable of accommodating family member needs and retiree medical care needs. These same facilities must also provide an environment where military medical professionals are able to treat a comprehensive mix of patients in order to maintain critical wartime medical skills. The proper infrastructure, combined with right mix of Soldiers, family members, retirees and medical challenges will expose our medical professionals to a robust medical practice and will challenge these professionals to remain on active duty beyond their initial obligations.

 

 

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