2014 Green Book: The Army is people, and people matter

By Lt. Gen. James C. McConville, Deputy Chief of Staff, G-1September 30, 2014

From the band of citizens who took up arms against the British Army at Lexington Massachusetts in 1775, to the brave men and women who stand watch in Afghanistan, the strength of our Army has always been our people. Today our Army stands at a pivotal moment in history as we draw down our forces. It is imperative we ensure the smaller Army of our future develops and fosters the individual talents and skills of each of our Soldiers. Further, we must not waver in our commitment to support our Soldiers, Veterans and their Families. The nation is watching us closely, and the young men and women who will be our future Soldiers will decide whether to serve based, in part, on the way we take care of our Veterans and current Soldiers, and how our transitioning Soldiers -- Soldiers for Life -- are able to reintegrate back into civilian life.

As we draw down the Army, we must first identify, then develop and foster the qualities necessary to build a force of strong, intelligent, diverse and resilient professionals. Current G-1 programs focus on enhancing the strengths of each individual to support their team, ensure a world-class Army and reflect our commitment that people matter.

Soldier 2020

As the Army looks to the future and recruiting challenges increase, we must take advantage of the best talent. To ensure the success of our future force, we are expanding opportunities for women. The Army is proceeding with an integrated, incremental, and scientific approach that preserves unit readiness, cohesion, and morale. This ensures all Soldiers have full career opportunities to reach their highest potential and enhance overall Army readiness. This initiative will positively impact readiness by allowing men and women to have the same career opportunities across a broad spectrum of units, positions and occupations. As always, all Soldiers must meet the required standards to serve in any military occupational specialty or position.

In June, the Army opened about 33,000 more positions in units that were once closed to women. The decision to open these positions was made after U.S. Army Training and Doctrine Command completed extensive validation studies, including physical fitness requirements. With the exception of Special Operation units, women can now serve anywhere in the Army -- even in combat units -- within any military occupational specialty open to women.

Ready and Resilient Campaign

The lessons of more than a decade of war have taught us that individual resilience is key to unit readiness. The Ready and Resilient Campaign builds upon the demonstrated inherent strength of our Soldiers, Family members and Civilian employees. It is our belief engaged and empowered leaders are the key to our efforts, and not programs. However, there are a handful of key capabilities that we must focus on that will drive leader action and provide support to those who need care.

These key capabilities are sexual assault / harassment response and prevention, resilience and performance training (CSF2) , suicide prevention, substance abuse prevention and treatment, the behavioral health system of care, performance enhancement (Performance Triad), family assistance and support centers, and relationship enhancement (Strong Bonds). Each of these capabilities has an associated program that fills a potential seam between the leader and the led. We are undertaking an effort to ensure these programs and capabilities are structured in such a way to provide the best support to leaders as possible.

Sexual Harassment/Assault Response and Prevention (SHARP) Program

Sexual assault and harassment do not belong in our Army, and reducing and ultimately eliminating this crime from our ranks is our top priority. Through the combined efforts of our military and civilian leaders at all levels, we've implemented an unprecedented number of program and policy initiatives designed to improve our Sexual Harassment/Assault Response and Prevention Program and recognize changing culture is essential to our success.

To change culture at the lowest level, the Army now requires SHARP goals and objectives in all Officer and NCO evaluations; requires Army leaders to continually assess Command Climate and requires 360 degree assessments as an additional tool for raters to conduct developmental dialogue with O5 and O6 level commanders. These three significant changes enable leadership at various levels to remain engaged in the conduct of their subordinates and will improve accountability throughout the chain of command.

The Army has also established more stringent screening criteria and background checks for those serving in positions of significant trust, including Sexual Assault Response Coordinators, Victim Advocates, drill sergeants, Advanced Individual Training platoon sergeants and recruiters. The new processes and procedures are designed to ensure commanders are actively selecting those who are best suited for their roles and responsibilities.

In order to better investigate and prosecute sexual offenses, the Army has established a Special Victim Capability Program comprised of special victim prosecutors, sexual assault investigators and special victim paralegals at installations worldwide.

Finally, the Army implemented new policy to ensure that any final decision to retain a member convicted of a sex offense is determined at the Secretariat level. This same policy also prohibits the overseas assignment or deployment of any Soldier convicted of a sex offense.

The Integrated Disability Evaluation System (IDES)

Inherent in our responsibility to take care of our Soldiers, is the commitment to care for our Veterans. In the past year, the Army made significant progress across the Integrated Disability Evaluation System (IDES) by eliminating backlogs at the Medical Evaluation Boards and the Physical Evaluation Boards. To address the backlog, the Army surged manpower, increased the availability of resources, improved processes, and clarified policy. We are now meeting timeliness goals for all stages under Army control while processing approximately 80% more cases per year than we did in any year before the inception of IDES.

One of our significant improvements is the fielding of the IDES Soldiers' and Commanders' Dashboard in August 2013. The dashboard compares Soldiers' progress through the IDES process against both joint DoD/VA goals, and the average of others who have moved through the system over the most current 90-day period. This provides Soldiers with an estimate of when they will transition from the Army allowing them to better plan for their future.

We continue to partner with the Department of Veterans Affairs (VA) to further improve IDES.

Soldier for Life

A Soldier is a Soldier for Life, and a Soldier's family is forever a part of the Army Family. Over the next ten years, between 100,000 and 130,000 Soldiers will transition each year and become valued members of a local community. They came from communities across America -- where many of them will return after their military service to serve as role models and leaders. These Soldiers are professionals who live by the Army values of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. Soldiers do not leave behind their values and skills when they take off their uniforms for the last time and transition to civilian life, and any profession or organization would benefit from the values our veterans embody. We applaud every one of our veterans and their families for their strength, devotion and service to this nation. But more importantly, they deserve the opportunity to use the skills, knowledge and experience they gained during their time in the military.

A Soldier for Life Starts Strong, Serves Strong, Reintegrates Strong and Remains Strong. Importantly, they deserve the opportunity to use the skills, knowledge and experience they gained during their time in the military. The Army is working with the Departments of Defense, Labor, Veterans Administration and local communities to transition and reintegrate Soldiers and Army veterans into civilian life. Soldiers begin transition education and assistance at least a year prior to separation to ensure they are career and/or education ready.

We are making connections between employers and transitioning Soldiers by developing lasting relationships with industry leaders and business communities at all levels. We are maximizing job opportunities for transitioning Soldiers by working with unions, professional communities and local governments to remove barriers for individuals seeking job-related licenses and certifications.

People Matter

The programs outlines above demonstrate our responsibility to the Total Army Family and why people matter. I have no doubt the days and months ahead will bring new challenges for all of us who serve our nation. I also have no doubt our Soldiers, Civilians and Families will rise to any challenge. Our Army is not only the best trained and equipped, it is also made up of the highest caliber of individuals. It is a privilege to serve as the Army Deputy Chief of Staff, G-1, and to help our nation care for those who serve. The Army is people, and people matter.