Addendum G (Summary of Supporting Initiatives Identified in 2007 Army Posture Statement)

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Continuing the theme of the 2006 Army Posture Statement, the 2007 Army Posture Statement also describes four overarching, interrelated strategies needed to accomplish the Army Mission. In Addenda A thru D we aligned 14 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 Relevant and Ready Landpower for the 21st Century Security Environment. 

1. Supporting Initiative:  Develop Operational Capabilities in LandWarNet.

The LandWarNetLANDWARNET and the Global Information Grid
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 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 1996Clinger - Cohen Act Title 40, Subtitle 3 Compliance & Certification
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. 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 CommandBattle Command
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--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.

2.  Supporting Initiative:  Execute Major Acquisition Programs.

We are currently executing acquisition programs for six major systems: The Future Combat Systems (FCS); the Blackhawk Utility Helicopter (UH-60M); the Medium Extended Air Defense System (MEADS); the Longbow Apache (AH-64D). the Armed Recognizance Helicopter (ARH), and the Warfighter Information Network-Tactical (WIN-T).

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 fourteen-plus-one-plus-one (14+1+1) core systems: Eight Manned Ground Vehicles (MGVs); Two classes of unmanned ground vehicles--the Small Unmanned Ground Vehicle (SUGV), and the Multifunctional Utility/Logistics and Equipment Vehicle (MULE); Two classes of unmanned aerial vehicles (UAVs); The Non-Line of Sight-Launch System (NLOS-LS); Unattended Ground Sensors (UGS); plus the Network (14+1); plus the Soldier (14+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 three 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 Army Evaluation Task Force (AETF). Following successful evaluation, the prototypes will enter full production and then be distributed to operational units.  This process will be repeated for each successive spin-out. By 2012, the AETF 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)Black Hawk Utility Helicopter
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 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 Medium Extended Air Defense System (MEADS)Medium Extended Air Defense System
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 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, and rotary-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 Segment Enhancement 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 Longbow Apache (AH-64D)Longbow Apache
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 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.

The Armed Reconnaissance Helicopter (ARH)Armed Reconnaissance Helicopter
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 is the replacement aircraft for the OH-58D Kiowa Warrior fleet.  It is a combination of a modified commercial off-the-shelf airframe integrated with a non-developmental item mission equipment package.  It will provide a robust reconnaissance and security capability for the Joint / Combined arms air-ground maneuver team.
The ARH will be fielded to support current forces in the Global War on Terror and will possess the growth potential to bridge the capability gaps to the Future Force.  It is the only planned replacement aircraft for the ageing OH-58D Kiowa Warrior which is no longer in production.

The Army continues on a path to a Milestone C, Low-Rate-Initial-Production (LRIP) decision in May 2007.  In support of that decision is a Limited User Test planned in February.  The first 10 LRIP aircraft are required for an Initial Operational Test and Evaluation (IOTE) to be conducted by the Army Test and Evaluation Command (ATEC) in October 2008.  Upon completion of a successful IOTE a full rate production decision in March 2009 supports the first unit equipped in June 2009.

The Warfighter Information Network-Tactical (WIN-T)Warfighter Information Network-Tactical
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 is the Army’s fully mobile, tactical communications network system for reliable, secure, and seamless video, data, imagery, and voice services that enable decisive combat actions.  It will move information in a manner that supports commanders, staff, and functional units while enabling full and continuous mobility of large formations.   As the Army’s tactical portion of the Global Information Grid Network, WIN-T will enable deployed forces to collaborate with GIG services and capabilities (databases, collectors, and national agencies) to increase information-enabled operations.

The Army has recognized the need for technical adaptation to modernize its network to meet the demands of asymmetrical warfare.  Meeting the networking needs of the Current and the Future Force is an urgent necessity.  The Army is working to incrementally introduce enhanced capabilities to the force.  Army has shifted WIN-T’s focus to support the Future Force and Future Combat Systems.  Its immediate priority is to enable the integration and testing of Points of Presence for Future Combat System platforms, with key delivery dates in 2007 – 2009.

WIN-T provides an unprecedented network reliability and flexibility enabling continuous flow of communications that is interoperable with Joint, Allied, Coalition and Current Army Modular Force networks.

3.  Supporting Initiative:  Restructure Army Aviation.

Army Aviation is transforming to improve its 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, and expeditionary) that allow for a “plug and play” of units into task force organizations to support all contingency operations.

Army aviation completed modular conversion of sixteen of its nineteen CABs, and in FY07 will complete the final three CAB conversions.  We are fielding a Brigade Aviation Element (BAE) in every BCT and a partial Brigade Aviation Element, or Brigade Aviation Element – Minus    (BAE(-)), in each Stryker Brigade Combat Team (BCT) and Fires Brigade.  We are converting four Aviation Classification Repair Activity Depots to become Theater Aviation Sustainment Maintenance Groups (TASMG).

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).

In October 2006, we established aviation units under Theater Aviation Commands, transformed Army Special Operations aviation, and continued the transformation of the remaining Divisional CABs in both the active and reserve components. Beginning in 2008 and continuing through 2010, 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.

4.  Supporting Initiative:  Enhance Joint Interdependence.

Joint interdependenceEnhancing Joint Interdependence
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 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.

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.

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.

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

Force Stabilization (FS), a CSA Focus Area initiative, was approved in November 2003. A principal supporting strategy of FS, Lifecycle Management (LM), actually began in Oct 03 with the execution of LM of the 172d SBCT in Alaska. The Army adopted LM as a manning strategy to improve unit cohesion and readiness while reducing personnel turbulence and increasing predictability for Soldiers and their families. Under LM, the Army synchronizes Soldier assignments to a BCT so that Soldiers generally arrive, train, and deploy together. Soldiers assigned to LM units are stabilized inside that BCT for the entire unit operational lifecycle. The standard lifecycle length of a BCT under LM is 36 months. However, lifecycles may have to be modified to accommodate operational requirements as outlined under the emerging Army Force Generation (ARFORGEN) model. Similar to the way the Army currently mans BCTs, we are also synchronizing Soldier assignments to other units with unit operational cycles as established under an expanded Army Force Generation (ARFORGEN) process. ARFORGEN, similar to the tenets of LM, contains established Reset/Train, Ready, and Available phases of a unit’s cycle which the Army’s current manning policy directly supports.

Currently, thirteen BCTs have implemented LM. Our intent is to have initiated LM for all BCTs (except those which are forward based in Europe and Korea) NLT 2013. The LM schedule is continually reviewed as part of the Army Campaign Plan (ACP) and is modified IAW the ACP schedule and based on any changes to operational, transformation, BRAC, GDPB, or other requirements.

In executing modular transformation requirements, 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 their divisions 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 for new BCT builds are published in execution orders. Since LM focuses unit personnel turbulence to a single period in a unit lifecycle, it will potentially reduce or eliminate the need for Stop Loss in that unit.  We will continue to implement Lifecycle Management as part of the Force Stabilization initiative in an effort to reduce dependence on Stop Move/Stop Loss policies, support ARFORGEN, support Soldiers and families, and enhance unit readiness and cohesion.

6.  Supporting Initiative:  Leverage Science and Technology.

The Army's Science and Technology (S&T) program has to be as adaptable and responsive as our Soldiers in the field.  The Army's S&T strategy is to pursue technologies that will enable the future force while simultaneously seizing opportunities to enhance the current force.  While seeking opportunities to enhance the current force, Army S&T is pursuing limited quantities of advanced technology applications 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.  OPSEC precludes the listing of S&T technology contributions to GWOT.

The Army’s largest S&T investments are in force protection technologies to detect and neutralize improvised explosive devices, mines, rockets, artillery and mortars; to protect vehicles, and to provide area/facilities protection. The Army’s other technology investments include command, control, communication, computer, information, surveillance and reconnaissance (C4ISR), lethality, Soldier system, unmanned systems, logistics, and advanced simulation.  In basic research, key investments include nano-materials research for ballistic protection, biotechnology research for improved materials and network sensors, and immersive simulation capabilities for training and mission rehearsal.

The Army’s current force enjoys significant technology enabled capability advantages as a result of the Army’s sustained investments in S&T.  Examples include the development of technologies for night vision and precision munitions. A stable science and technology program is essential to maintain our capability advantages.

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

7.  Supporting Initiative:  Army Initiatives to Improve in Irregular Warfare (IW) Capabilities

Our superiority in traditional warfighting has driven our adversaries to avoid direct military confrontation and pursue asymmetric means to achieve their strategic objectives. The 2006 QDR directs the Army to retain its superior conventional warfare capabilities and anticipates an increase in adversarial use of irregular warfare as part of the “Long War.”

To meet these requirements, the Army continues to develop the capabilities and capacity of the full spectrumFull Spectrum Operations in Army Capstone Doctrine
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 force to conduct IW.  Our analysis spans Doctrine, Organization, Training, Material, Leader Development and Education, Personnel and Facilities (DOTMLPF) to identify where we need to focus efforts to improve our IW capabilitiesArmy Initiatives to Improve in Irregular Warfare Capabilities
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 to address emerging and future IW challenges.

The Army has increased the capacity of special operations forces and other high demand, low density occupational specialties while increasing counterinsurgency collective training; development of numerous programs supporting Joint and interagency efforts to build partnership capacity and assist foreign security forcesBuilding Partnership Capacity through Security Cooperation
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; doctrine is evolving with the publication of two new field manuals—Counterinsurgency Operations and Stability Operations—to enhance the Army’s ability to conduct IW.

The Army continues to transform from a current force built for traditional challenges into a future force capable of winning in any environment across the spectrum of conflict. The 21st Century security environment demands that building IW capabilities and capacities will be at the heart of the Army’s transformation.

8. Supporting Initiative: Expand Cultural Awareness and Foreign 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 trainingCultural Awareness and Foreign Language Capabilities
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 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.  DLIFLC also provides CD-ROM language survival kits to deploying Soldiers.  Combat Training Centers have completely transformed to replicate the sights and culture of the contemporary operational environment.

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 its Global Language Network (http://www.lingnet.org) and the Global Language Online Support System (http://gloss.lingnet.org). The Army began providing online basic language training through Army Knowledge OnlineArmy Knowledge Online/Defense Knowledge Online
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 with “Rosetta Stone®.” This is 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/SCOLA, a private venture that provides real time broadcasts in multiple foreign languages.

The human dimension that is such a critical factor in today’s complex environments demands 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. The Army continues to develop, update, and expand its offering of cultural awareness training and foreign language materials at all levels. The Army plans to expand exchange and cultural immersion programs at the US Military Academy and increase advanced civil schooling opportunities in such fields as foreign language, area studies, and anthropology.

9. Supporting Initiative: Support the Joint National Training Capability.

The Joint National Training Capability (JNTC)Joint National Training Capability Activities
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 is a Department of Defense program that adds joint context to existing Service and Combatant Command training programs.  It is accomplished through an integrated live, virtual, and constructive training environmentLive, Virtual, Constructive Training Environment Integration
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 and prepares units, staffs, and commanders for operations 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 has 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, and we established the Joint Training and Experimentation Network connectivity at nine installations.  As we begin 2007, the Army will focus its efforts towards mitigation of joint training deficiencies identified in the initial accreditation and certification of its JNTC programs at the four Army Training Centers—Battle Command Training Program at Fort Leavenworth, Kansas; 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.

The JNTC, as part of the overall Department of Defense Training Transformation Program, will assist the Army in finding and employing ways and means to better prepare the Soldiers, leaders, staffs and units for Joint, Interagency, Intergovernmental and Multinational (JIIM) operations in the Contemporary Operating Environment.  Our JIIM partners in these training events benefit from the experience and are better prepared to operate with Army forces. 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 Soldier that are Provided an Equally High Quality of Life.

10.  Supporting Initiative:  Provide Competitive Compensation.

A series of incentive pays and bonuses have been instituted to ensure the right people join our Army and that Soldiers currently in the Army remain.  While the Army recognizes that these special payments are not the only reason for joining or remaining, these incentives acknowledge the requirement to provide a system of compensation that approximates pay outside the Army for similar professions.  Additionally this compensation package includes other special pay rates, basic allowance for housing, access to free medical care for the Soldier and family, quarters on post where available, and more.  In aggregate, the total effect is a solidly competitive package.

11.  Supporting Initiative:  Develop Strong and Resilient Army Families.

Strong and resilient families create strong and resilient Soldiers – which ultimately results in strong and agile units.  The Army pays particular attention to the desires, needs and requirements of its families.  Strong, well-informed and adaptable families are confident and capable in their ability to manage their daily affairs.  These autonomous families ensure that the Soldier can concentrate upon the mission.   Army's Family Readiness GroupsFamily Readiness Groups and Special Initiative: The vFRG
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, now recognized as an official part of Army doctrine, are trained conduits of command information – up to the commanders and across to the families.  Programs to support the children of deployed Soldiers assist all ages – from toddler to teen – understand how to cope with the parent’s deployment, and to prepare for their return.  The pre-and post-deployment training programs sensitize Soldiers and their families, together and separately, in what to expect during phases of deployment.  The families are the bedrock upon which the Soldier stands; the Soldier is the strength of the unit.  These intersecting circles create a strong, resilient and ready Army.

12.  Supporting Initiative:  Provide a System that Promotes Continuous Personal and Professional Learning Development.

The Army recognizes that a well-trained and well-educated Soldier extends the Army’s capabilities in all fields, and provides combatant commanders with more versatile and adaptive leaders. The Army continues to improve its ability to offer continuous learning opportunities by strengthening and broadening ‘e-Army U,’ – a distance learning program, and by reorganizing and streamlining Soldier professional education.    Many of these programs are now available to spouses as well, such as foreign language programming through e-Army Learning on AKO, and through special tuition assistance programs for spouses.  Continuing education credits can be earned as well for life-time learning, expanding to all Soldiers the opportunity to continue earning credits for their experience.

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

13.  Supporting Initiative:  Base Realignment and Closure (BRAC).

As the Army implements BRAC 2005Base Realignment and Closure Decisions for the Army
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, it must simultaneously maintain its ability to execute each of its primary missions:

All BRAC activity takes place within the context of supporting these Army missions.  Indeed, BRAC is designed to tailor the Army “physical plant” to facilitate efficient execution of these missions.  The recommendations of BRAC 2005 go further into realigning to support these missions than merely disposing of excess Cold War capacity as was the thrust of BRAC 1988, 1991, 1993, and 1995.  BRAC 2005 is a comprehensive restructuring of the Army infrastructure not only to achieve optimal use of physical resources, but also to accommodate Army Transformation, the support and security demands of the Global War on Terrorism, the integration of Army infrastructure with that of other services to facilitate joint power projection, and the efficiencies (and savings) of multi-service headquarters and schools.

BRAC 2005 touched a total of 74 installations including 13 full closures, 53 installation realignments, and eight leased facilities closed.  Also identified were 387 Guard and Reserve closures and 125 new Armed Forces Reserve Centers.

Implementation of BRAC recommendations remain inextricably linked to the Army Modular Force Initiative and the infrastructure required to equip, train, support and rapidly deploy our Brigade Combat Teams.  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.

14.  Supporting Initiative:  Implement Army Sustainability Strategy

Army SustainabilityArmy Sustainability
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 accelerates our movement from a traditional, compliance-based approach to environmental stewardship to an innovative, mission-oriented, systems-based approach.  This approach leverages the interdependence among mission, environment, and community in all of our operations in order to ensure that the Army will have the capabilities it needs to transform to meet the challenges of the future.  Sustainable practices will improve our ability to organize, equip, train, and deploy our Soldiers as part of the Joint Force. 

We are working to establish and sustain the land, water, air, and energy resources required to support our transformation from the current to the future force.  In doing so, we are applying the principles of our business transformation effort, now well under way.  Sustainable practices directly support our business transformation, because they seek to eliminate waste, drive innovation, and promote collaboration across the Army enterprise.  

It is our obligation to ensure that our Soldiers today – and the Soldiers of the future - have the land, water, and air resources they need to train; a healthy environment in which to live; and the support of local communities, government officials and the American people.  To sustain the future Army we must implement effective policies and practices that safeguard the environment and our quality of life in a manner that our nation expects of us.  In light of the risks and costs that we already face as we reposition our global footprint and realign all of our bases, depots, and arsenals, we cannot afford to do otherwise.

15.  Supporting Initiative:  Implement Logistics Automation Governance Strategy

The Army Logistics Domain Strategic Information Technology (IT) Plan outlines, at a strategic level, the path forward to accomplish the Army Logistics Domain vision.  The core building block of the plan is our vision for a Single Army Logistics Enterprise (SALE) which provides information superiority through real-time visibility of personnel, equipment, and supplies anywhere in the distribution pipeline and within the battlespace. 

The Army Logistics Domain mission is to provide critical logistics IT to enable Current Force combat capability, while transforming Army logistics IT to support the Future Force.  This Strategic Plan reflects this mission focus by outlining two overarching Strategic Initiatives:

Each Strategic Initiative is supported by Subordinate Initiatives, and associated Critical Tasks.  This document identifies and defines the Critical Tasks.  The follow on Logistics Domain Implementation Plan will address specifically who, how, and when the Critical Tasks will be accomplished. 

To ensure this transformation remains on track, a sound governance structure along with Portfolio Management (PfM) plans must be in place to manage these efforts.  Achieving a robust, effective, and efficient SALE requires the Logistic Domain to successfully meet a complex, ever-changing number of challenges.  This effort requires substantial and predictable funding levels to maintain both current and bridging logistics systems while future Enterprise Resource Planning(ERP) based systems are developed.

The target of the Army Logistics Domain IT Strategic Plan is implementation of an enterprise wide view of information required to support the Warfighter globally, 24/7 that engenders full Warfighter confidence in the logistics process and improves logistics readiness.

 

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