Army - Green Book

The Magazine of the Association of the United States Army 

ARMY 

October 2016 www.ausa.org $20.00 

GREEN BOOK 2016–17

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ARMY 

The Magazine of the Association of the United States Army 

October 2016 www.ausa.org Vol. 66, No. 10 

2016–17 STATUS REPORTS 

6 Secretary of the Army 

12 Chief of Staff, U.S. Army 

18 Sergeant Major of the Army 

21 Assistant Secretary of the Army (Manpower and Reserve Affairs) 

25 Acting Assistant Secretary of the Army (Acquisition, Logistics and Technology) 

29 Assistant Secretary of the Army (Financial Management and Comptroller) 

37 Assistant Secretary of the Army (Installations, Energy and Environment) 

43 Assistant Secretary of the Army (Civil Works) 

49 Commanding General, U.S. Army Forces Command 

55 Commanding General, U.S. Army Training and Doctrine Command 

61 Commanding General, U.S. Army Materiel Command 

67 Commander, U.N. Command, Combined Forces Command and U.S. Forces Korea 

73 Commander, U.S. Forces-Afghanistan and Resolute Support 

79 Commanding General, Combined Security Transition Command-Afghanistan 

85 Commanding General, U.S. Army Europe/Seventh Army 

93 Director, Army National Guard 

99 Chief, Army Reserve and Commanding General, U.S. Army Reserve Command 

105 Commanding General, U.S. Army Pacific 

111 Commanding General, U.S. Army Medical Command and 

Surgeon General of the Army 

117 Commanding General, U.S. Army Special Operations Command 

123 Commanding General, U.S. Army Space and Missile Defense Command/ 

Army Forces Strategic Command 

131 Chief of Engineers and Commanding General, U.S. Army Corps of Engineers 

135 Deputy Chief of Staff, G-1 


143 Deputy Chief of Staff, G-3/5/7 


151 Chief Information Officer, G-6 


159 Director, Office of Business Transformation 

163 Commanding General, U.S. Army Installation Management Command 

167 Commanding General, U.S. Army Cyber Command/Second Army 

171 Commanding General, First Army 

175 Commanding General, U.S. Army Central 

179 Commanding General, U.S. Army North/Fifth Army 

183 Commanding General, Eighth Army 

187 Commanding General, U.S. Army South 

191 Commanding General, U.S. Army Africa 

195 Commanding General, U.S. Army Military District of Washington 

and Commander, Joint Force Headquarters-National Capital Region 

199 Co-Chairmen, CSA Retired Soldier Council 

203 COMMAND & STAFF 

209 ARMY POSTS & INSTALLATIONS 

219 ARMY WEAPONS 

303 Advertisers in This Issue 

304 Final Shot 

October 2016 ■ ARMY 1

Message From the President 

The Association of the U.S. Army is proud to present the 2016–17 Green Book, our special 

October edition of ARMY magazine with status reports from civilian and uniformed 

leaders focused on the Army’s many accomplishments as well as goals for the future. 

These are challenging times for America’s Army, with continuing demands for 

troops to deploy around the globe to deter aggression, support joint forces and 

allies, and respond to humanitarian crises. These missions are why the Army exists, 

and also why in times of tight budgets and declining force structure it is important 

that the total force—Regular Army, Army National Guard, Army Reserve, civilian 

workers and industry partners—is working together. 

Because superior leaders have shown remarkable team-building skills and are 

heavily promoting innovation, the U.S. Army remains the world’s most capable land 

force. There are, however, reasons for concern. Other armies are modernizing, some 

at a rapid pace. Potential adversaries, some with virtually no standing army, pose 

threats by taking advantage of inexpensive technology such as unmanned systems, 

or through offensive cyber capabilities. 

Agility, the preparedness to respond to current and emerging threats, is important, 

but so is expanding our own capability to address new threats and maintain 

overmatch compared to potential adversaries. 

A strong Army is important to the morale of the force. So is making sure we take 

care of our soldiers and their families, and our vital civilian workforce. We must never 

forget the sacrifices they’ve made. 

Taking care of soldiers across all components and their families must remain a 

high priority because the budgetary uncertainty making it difficult for strategic planners 

is also vexing to the volunteer soldiers who make up today’s Army. 

In his status report, Secretary of the Army Eric K. Fanning speaks of the need for 

the Army to be “stronger, more adaptable and more effective in achieving our missions 

and meeting our responsibilities to the American people,” a goal shared by 

AUSA. “For the Army of tomorrow to remain as great as the Army of today, we must 

live up to our own legacy, continually challenging ourselves to attract the best and 

to bring out the best in each other as members of strong, diverse and creative 

teams,” Fanning writes. 

We couldn’t agree more. 

This Green Book could not be produced without the help of Army leaders and their 

staffs, and we are grateful for their efforts. We particularly thank Maj. Gen. Malcolm 

Frost, chief of public affairs, and Ranita D. Jackson, a DoD government information 

specialist, for help gathering and clearing the articles. We especially thank Steven J. 

Redmann, vice director of the Army Staff, for his assistance in getting the status 

reports completed. 

Gen. Carter F. Ham, USA Ret. 

AUSA President and CEO 

On the Cover 

Photos included on the cover were taken by U.S. Army photographers Sgt. Julieanne 

Morse, Sgt. Lauren Harrah and Sgt. Henrique Luiz de Holleben. 

Unless otherwise indicated, all photographs in the Green Book are courtesy of the U.S. Army. 

Gen. Carter F. Ham, USA Ret. 

President and CEO, AUSA 

Lt. Gen. Guy C. Swan III, USA Ret. 

Vice President, Education, AUSA 

Rick Maze 

Editor-in-Chief 

Liz Rathbun Managing Editor 

Joseph L. Broderick Art Director 

Chuck Vinch Senior Staff Writer 

Christopher Wright Production Artist 

Laura Stassi Assistant Managing Editor 

Thomas B. Spincic Assistant Editor 

Contributing Editors 

Gen. Frederick J. Kroesen, USA Ret.; 

Lt. Gen. James M. Dubik, USA Ret.; Lt. 

Gen. Daniel P. Bolger, USA Ret.; and 

Brig. Gen. John S. Brown, USA Ret. 

Contributing Writers 

Scott R. Gourley and Rebecca Alwine 

Lt. Gen. Jerry L. Sinn, USA Ret. 

Vice President, Finance and 

Administration, AUSA 

Desiree Hurlocker 

Advertising Production and 

Fulfillment Manager 

ARMY is a professional journal devoted to the advancement 

of the military arts and sciences and representing the in terests 

of the U.S. Army. Copyright©2016, by the Association of 

the United States Army. ■ ARTICLES appearing in 

ARMY do not necessarily reflect the opinion of the officers or 

members of the Council of Trustees of AUSA, or its editors. 

Articles are expressions of personal opin ion and should not 

be interpreted as reflecting the official opinion of the Department 

of Defense nor of any branch, command, installation 

or agency of the Department of Defense. The magazine 

assumes no responsibility for any unsolicited material. 

■ ADVERTISING. Neither ARMY, nor its pub lisher, 

the Association of the United States Army, makes any representations, 

warranties or endorsements as to the truth and 

accuracy of the advertisements appearing herein, and no 

such representations, warranties or endorsements should be 

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ARMY (ISSN 0004-2455), published monthly. Vol. 66, No. 10. 

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2 ARMY ■ October 2016

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STATUS REPORTS 


Secretary of the Army 

America’s Diversity 

Is Our Army’s Strength 

By Eric K. Fanning 


Since I was confirmed as Army secretary in May, I’ve 

tried to get out of the Pentagon and see America’s 

Army through the eyes of soldiers doing what they do, 

where they do it. I’ve engaged with teams of soldiers 

in exercises with our NATO allies in Poland. I’ve watched 

them conduct jungle warfare training in the Pacific, and participate 

in northern warfare training in Alaska. I’ve marveled 

at the ability of our Army—from our youngest soldiers to our 

most senior leaders—to engage with partner militaries from 

Malaysia to Jordan, and to train and mentor national armies 

fighting for their future in Iraq and Afghanistan. 

I’ve even seen Army athletes 

compete for Olympic 

glory. They included 2nd 

Lt. Sam Kendricks, a son of 

Mississippi and a bronze 

Army Secretary Eric K. Fanning meets with 

members of the 25th Infantry Division at 

Joint Base Elmendorf-Richardson, Alaska. 


Soldiers attend the 

live-fire portion of 

a munition class at 

Grafenwoehr Training 

Area, Germany. 

medalist in the pole vault, who humbled us all as he paused in 

midcompetition to pay respect to our national anthem. I 

watched as Spc. Paul Chelimo, a Kenyan-born soldier who 

earned his U.S. citizenship through Army service, won a silver 

medal in the men’s 5,000-meter race in Rio de Janeiro. 

These are just a few of our soldiers’ remarkable accomplishments 

as they confront the diverse missions that America has 

entrusted to its Army—missions that will grow more challenging 

in an increasingly complex world. Accomplishing 

these missions today and into the future requires our force to 

include the broadest possible spectrum of ideas, perspectives 

and experiences. 

To fight and win the nation’s wars in an age of new and 

emerging threats, we need to draw from America’s best and 

enable them to harness the innate power of diverse teams. We 

need experience, critical thinking and creativity in our force 

but most importantly, we need teams of people who think differently 

from one another and yet are joined together in common 

cause. 

More than 30 years of scientific and organizational research 

clearly demonstrates that cognitively diverse teams are better 

at solving complex problems when compared to more homogenous 

teams, even when the homogenous teams are composed 

of top-performing, highly capable individuals. We 

know some of this instinctively: Different approaches often reveal 

overlooked solutions. Solving a problem often requires 

learning from others how to see it differently. 

Researchers at the California Institute of Technology and 

the University of Michigan found teams that include members 

of different ethnic or cultural backgrounds bring a mix of distinct 

cognitive approaches, delivering better outcomes. Business 

schools teach similar lessons based on their own research 

on gender. Their findings demonstrate that stronger and more 

effective firms include greater numbers of women at top levels 

of management. Other studies have documented how teams 

of individuals drawn from diverse economic backgrounds, academic 

disciplines and political affiliations are better problemsolvers 

and drivers of innovation. 

Within the Army itself, civilian contributions have been 

particularly pronounced in this area. Diverse teams enabled 

our scientists to develop the lithium battery and night vision 

and, most recently, work toward a vaccine for the Zika virus. 

Today, within organizations such as the Defense Advanced 

Research Projects Agency, civilians and soldiers partner to 

keep our Army at the cutting edge of developments in robotics 

and materials science. As an Army, we need to do more to recognize 

the remarkable value that civilians bring to our total 

force, which comes in part from the different perspectives they 

bring to our problem sets. 

Within diverse teams, problem-solving is additive; it is not 

simply that one member proposes a novel solution. Rather, each 

new solution influences and can be built upon by another team 

member, generating a virtuous cycle of beneficial outcomes. No 

single member of the team could generate the ongoing series of 

improvements to that solution. It is a combination of teamwork, 

ability and diversity that produces the greatest benefit. 


New York Army 

National Guard 

soldiers with the 

369th Sustainment 

Brigade train at Fort 

Indiantown Gap, Pa., 

ahead of deploying 

to Kuwait. 

Scientists have long taken advantage of this dynamic, adopting 

interdisciplinary approaches and incorporating insights from 

different fields to help solve otherwise intractable problems. 

This approach to innovation led to the discovery of the double 

helix, the invention of the microwave and other breakthroughs. 

Eric K. Fanning has been secretary of the 

Army since May. He previously served as 

acting secretary, acting undersecretary and 

chief management officer of the Army; chief 

of staff to Secretary of Defense Ash Carter; 

undersecretary and chief management officer 

and acting secretary of the Air Force; deputy 

undersecretary of the Navy/deputy chief 

management officer; and deputy director of 

the Commission on the Prevention of Weapons of Mass Destruction 

Proliferation and Terrorism. He has also worked at strategic communication 

firms and a think tank; on the national and foreign assignment 

desks for CBS News; and in various political positions including 

with the House Armed Services Committee and the White 

House. He has a bachelor’s degree from Dartmouth College, N.H. 

Success Is Never Static 

So the verdict is in. For the Army of tomorrow to be as 

strong as the Army of today, we must harness the power of diverse 

teams and draw further from one of America’s greatest 

advantages: our diverse population. It’s a lesson the Army has 

lived many times across its history. But our success is never 

static. We must challenge ourselves to harness these benefits 

and make the force more effective. The Army must draw from 

a broader range of our nation’s communities and expand the 

pool of eligible and willing candidates for service and leadership, 

enabling the Army the greatest opportunity to recruit 

and retain America’s best. 

Efforts to engender a broader spectrum of ideas and perspectives 

within our Army team are also complemented by 

DoD-wide Force of the Future initiatives. At the heart of 

Force of the Future is a push to break down walls between the 

military and one of our nation’s greatest sources of strength, 

our innovative industrial base. By providing more opportunities 

for skilled experts in areas such as cyberspace operations 

and electronic warfare to contribute to our team, and by allowing 

more of our soldiers to gain insights and experience from 

working in the private sector, we will make the Army a more 

effective force for the future. 

Few other nations have so many diverse communities and 

perspectives woven into their social fabric or history. But engendering 

greater diversity is not simply a matter of tapping 

into larger numbers of communities. It also requires us to attract 

greater numbers of future soldiers from different regions 

of the country such as the Pacific Northwest, West Coast, 

Southwest and Northeast. They contain many of the healthiest 

and fittest cities in America as well as increasingly diverse 

populations that mirror America’s changing demographics. 

A crucial benefit of a more diverse Army is that it allows us 

to narrow the civil-military divide at home. Today, too many 

of America’s communities are unfamiliar with their Army, 

even though these communities include men and women 

whose skills and abilities would make our Army team 

stronger. We must ensure that when Americans from across 

society look at their Army, they see an organization they can 

relate to, recognize and trust. We must also ensure that when 

America’s best and brightest look at their Army, they see an 

organization where they feel they can contribute and excel. 

Finally, a more diverse Army provides the United States with 

a competitive advantage in expanding our ability to interact and 

engage the citizens of the complex world in which we will continue 

to operate. This is absolutely critical, because no other arm 

of our government has such a large presence around the globe as 

the U.S. Army does. For example, while approximately 15,000 


Foreign Service officers are at work around the world representing 

our nation’s interests, America’s Army has up to 10 times 

that number of soldiers at work overseas every day. 

Unique in History 

Today’s Army is unique in history in that we have at least a 

few soldiers in our ranks from virtually every one of the countries 

and cultures in which we currently operate. How much 

more effective could we be at partnership and cooperation if 

those few became many? In addition to the benefits that diverse 

teams create in strengthening partnerships, nearly two 

decades of conflict have taught us hard truths about how appreciation 

of diverse populations helps equip us in understanding 

and defeating our adversaries. 

When the Army is tasked not only to take and hold terrain 

but also to bring disparate partners together—many of whom 

have difficult ethnic and sectarian histories—the diversity of our 

teams is also a force multiplier. Partners across the world like to 

work with American soldiers and when they do, they cannot ignore 

the diversity of soldiers or the standard of excellence they 

set in working together. Our Army draws strength from both 

the example of our power and the power of our example. 

For the Army to measure up to the demands of a rapidly 

changing world, we must also draw on the Army ethos of critical 

thinking and self-examination. It may be underappreciated 

outside the national security community but no organization, 

public or private, matches the Army for its culture of 

relentless self-review that is borne from the experience of 

ground combat, where mistakes are measured in lives. 

We need to draw upon this tradition to challenge our own notions 

of diversity and examine our unconscious biases. We often 

pride ourselves in embodying the word “meritocracy”—that we 

are an institution in which any individual can succeed, or fail, on 

his or her own merits regardless of race, color, national origin, 

religion, gender or sexual orientation. The many instances where 

we have approached this ideal are part of our Army’s great 

strength, but honoring these ideals means that we cannot afford 

to ignore the times where we’ve failed to live up to them. Striving 

to engender greater diversity in our force is too important to 

the Army’s effectiveness to avoid continuous self-examination. 

These efforts will not be easy, nor will success be automatic. 

Indeed, some of the same scientific studies that show the benefits 

of diverse teams also reveal that diverse groups can be less 

efficient in the short term. In fact, scientists have found that 

the very friction inherent in bringing together a group of individuals 

with different worldviews is what causes them to work 

harder, think more deliberately, and learn how to communicate 

more effectively. Often, what is comfortable is not what is 

most creative, or what delivers the greatest effect on the battlefield. 

It’s a concept familiar to all of us: “No pain, no gain.” 

Army Leads the Way 

Whether during World War II or in the days that followed 

Sept. 11, it is when Americans have come together in times of 

difficulty that our nation has demonstrated its greatest strength. 

And at so many times in our history, the Army has led the way. 

Engendering greater diversity and inclusivity is not social 

experimentation; it is, in fact, a dynamic that has often been at 

the center of the Army’s success. It’s a story that dates back to 

the earliest days of our republic, when marginalized Scotch- 

Arizona Army 

National Guard Sgt. 

Cynthia Hernandez 

works on an Apache 

helicopter at Camp 

Buehring, Kuwait. 


Irish frontiersmen teamed up with Tidewater aristocrats and 

New England merchants to win our independence. It’s a tradition 

carried forward by waves of immigrants who came to 

our shores and forged their American identity through military 

service. It’s a legacy found in the service of the famed Buffalo 

Soldiers, African-American troops who helped tame the 

American West. Many of them were former slaves including 

Lt. Henry Flipper, the first African-American to graduate 

from the U.S. Military Academy. It’s a history that includes 

soldiers such as Distinguished Service Cross recipient Pvt. 

Marcelino Serna, a Mexican-American who was the most 

highly decorated soldier from Texas in World War I. 

These examples are each part of our larger Army story. When 

critics said the Army was too set in its ways, too big or too afraid 

to move forward with change, our men and women in uniform 

proved them wrong: desegregating after World War II, 16 years 

before the Civil Rights Act; and integrating women into the 

military, where they would earn pay equal to their male counterparts’ 

pay, four decades ago at a time before they were welcomed 

in much of the U.S. workforce. As the Army answered 

challenges and delivered solutions at difficult times in history, 

our soldiers have proven what’s right about our country. 

From left, Spc. Terrance Curry, Sgt. Lictor Figueroa and Pfc. Nayib Cruz of the 124th Infantry 

Regiment in Djibouti. 

10 ARMY ■ October 2016 

I’m reminded of our continuing journey every time I look at 

a framed fragment of the 54th Massachusetts Infantry Regiment 

Colors, the Army’s first African-American regiment of 

the Civil War, which I proudly display in my office. On July 

18, 1863, Sgt. William H. Carney retrieved this flag from a 

fallen color bearer and carried it forward, despite his multiple 

wounds. He survived to return the flag to his own lines. “I only 

did my duty,” he said. “The old flag never touched the ground.” 

Carney would eventually be awarded the Medal of Honor for 

his acts of courage and valor, albeit decades after when later 

generations could see through his skin color to recognize his 

heroism. In fact, the Army would wait another half-century until 

President Harry Truman integrated the armed forces, declaring 

it was “essential that there be maintained in the armed services 

of the United States the highest standards of democracy.” 

To do justice to Carney’s dedicated service and the sacrifice 

of countless other Americans, we have responsibilities to meet 

today. We must continue on our journey, building stronger 

and more diverse teams that will make our Army a more effective 

force in the future. 

As the 22nd secretary of the U.S. Army, I am committed to 

a future Army where every rank and specialty can draw from 

among America’s best; where our soldiers 

represent states and cities across this country 

and members of its diverse communities. I 

see a force where soldiers are enabled by another 

great source for our nation’s strength: 

our marketplace of ideas and innovation, 

where soldiers are supported by an acquisitions 

process that more closely reflects the 

adaptability of America’s industrial base, 

equipping our men and women with what 

they need, when they need it. 

I see a force in which soldiers of various religious 

backgrounds are provided appropriate 

accommodations and have the liberty to follow 

their faith traditions as members of our 

military family. I see an Army where we care 

for soldiers’ physical and mental health, as 

well as that of their family members, with the 

same determination we bring to warfighting, 

giving our men and women the peace of 

mind they need to focus on their missions as 

they confront emerging threats and defend 

our nation around the world. 

For the Army of tomorrow to remain as 

great as the Army of today, we must live up 

to our own legacy, continually challenging 

ourselves to attract the best and to bring out 

the best in each other as members of strong, 

diverse and creative teams. Just as Carney of 

the 54th Massachusetts picked up the colors 

from those who went before him, we must 

carry the banner forward today to become an 

Army that is stronger, more adaptable and 

more effective in achieving our missions and 

meeting our responsibilities to the American 

people. 

✭

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Chief of Staff of the Army 

Changing Nature of War 

Won’t Change Our Purpose 

By Gen. Mark A. Milley 

Chief of Staff of the Army 

One year ago in these pages, I published my first status 

report as Army chief of staff. In it, I outlined 

my three priorities: Readiness, future force and 

people. My priorities have not changed over the 

past year; readiness remains the No. 1 priority. The security 

challenges we face also have not changed. Great power 

competition is returning to a world wracked by irregular 

war and stressed by violent instability and rapid change. 

Our Army’s fundamental purpose—to fight and win our 

nation’s wars—certainly has not changed. 

Our understanding of what must be done has changed. 

Over the past year, we have 

laid a promising but incomplete 

foundation for improving 

current readiness. We 

have new insights into the 

character of future conflict, 

Chief of Staff of the Army Gen. Mark A. Milley 

visits soldiers at Fort Hood, Texas. 


Special operations soldiers participate in a bilateral exercise in Tbilisi, Georgia. 

and we have had glimpses of what our Army and its soldiers 

must be ready to do in the coming decades. Make no mistake: 

We have the best fighting force the world has ever seen, and 

the million men and women who make up the Total Army 

stand ready to execute the nation’s missions. 

Readiness Through 2025 

As you read this, more than 187,000 soldiers are serving 

abroad in over 140 countries around the world. Here at home, 

soldiers are helping our friends and neighbors recover from natural 

disasters. In Europe and Asia, we are reassuring allies while 

deterring powerful adversaries who practice aggression and militarized 

competition that increase the chance of miscalculation 

and war. We are working with allies and partners to train, advise 

and assist Iraqi and Afghan forces as they fight ruthless enemies 

within their borders. We are engaging our partners in 

Africa and throughout the Americas. At home, we partner with 

civil authorities to provide aid, protect our citizens and defend 

our nation. In every circumstance and region of the world today, 

our Army stands ready to deter, to fight and to win. 

We can and must remain capable of accomplishing any mission, 

anytime, anywhere. But the most demanding challenge 

we increasingly face is the ability to deter or defeat the threat 

posed by nation-states. This is our benchmark for measuring 

Army readiness; it requires our greatest focus and effort. 

We are making real progress improving the Army’s current 

readiness, but much remains to be done. In training, we have 

increased throughput at our world-class combat training centers 

by over 25 percent, an increase from 15 to 19 brigade 

combat team rotations a year. These rotations now include 

brigade- and battalion-level combined arms live fires, a key 

skill and a demonstration of power that gives our greatest adversaries 

pause. And we are training as we will fight. We are 

establishing an Associated Units program to build habitual relationships 

among our active, Reserve and National Guard 

units. We have also increased participation of joint and special 

operations forces in our combat training center rotations to 

sustain our conventional and unconventional synergy that we 

developed over the last 15 years of war. 

Our readiness focus remains on our soldiers and our standards. 

We are introducing new combat-based fitness standards 

and this year, we will build our first fully gender-integrated 

combat units. War is a very unforgiving environment and 

these units, like all our units, will be based solely on combat 

standards and effectiveness. 

We have also refined administrative and medical personnel 

policies to allow commanders to more effectively manage their 

soldiers and improve unit readiness. We are increasing the 

rigor in our leader education and development systems to include 

increased vetting for selection to command. Finally, we 

are refining our personnel assignment policies to increase unit 

level staffing and stabilize the force. 

American soldiers must have the best equipment in the 

world. To ensure that goal is achieved, we are reducing unit 


In Kuwait, Spc. 

Dayanna Sanchez 

competes in the 2016 

U.S. Army Central 

Soldier of the Year 

competition. 

equipment shortages and improving equipment readiness; refitting 

and resetting our equipment returning from theater; 

and modernizing the remainder with priority to our mobility, 

lethality, protection, aviation, electronic warfare and cyber, 

ballistic missile defense, long-range precision artillery, and 

communication capabilities. 

These changes are creating powerful momentum for our 

transition from an Army almost solely focused on counterinsurgency 

and counterterrorism to one that is ready for the full 

range of today’s threats. But even as we sharpen our readiness 

for today’s challenges, we must also anticipate and prepare for 

those of tomorrow. 

War’s Changing Character 

Over the past year, we have invested significant time and 

thought into examining the character of war. The nature of 

Gen. Mark A. Milley was sworn in as the 

39th chief of staff of the U.S. Army in August 

2015. Previously, he was commander of the 

U.S. Army Forces Command. He has held 

multiple command and staff positions in 

seven divisions and Special Forces over the 

past 35 years. He was the commanding general 

of III Corps and Fort Hood, Texas; commanded 

2nd Brigade, 10th Mountain Division 

(Light) in both Afghanistan and Iraq; served as the deputy 

commanding general (operations), 101st Airborne Division (Air Assault), 

Fort Campbell, Ky.; deployed as the deputy commanding general 

(operations) Regional Command-East, Afghanistan; served as 

the Joint Staff’s deputy director regional operations J33 at the Pentagon; 

and served as the commanding general, 10th Mountain Division 

(Light) and Fort Drum, N.Y. He is a graduate of Princeton 

University, N.J., and holds master’s degrees from Columbia University, 

N.Y., and the U.S. Naval War College. He is also a graduate of 

the MIT Seminar XXI National Security Studies Program. 

war—the use or threat of violence, as an extension of politics, 

to compel the enemy to our will within the fog, friction and 

chance of combat—is immutable. However, the character of 

war, or its expression and form, changes due to unique geopolitical, 

social, demographic, economic and technological developments 

interacting, often unevenly, over time. 

Shifts in the character of war offer an opportunity. If we 

can anticipate or at least recognize them, we can adapt proactively, 

maintaining or regaining overmatch and forcing competitors 

to react to us. Missing these shifts, however, can have 

devastating consequences, as the experiences of our own Civil 

War, World War I, and opening years of World War II 

demonstrate. 

I believe we are on the cusp of a fundamental change in the 

character of war. Technology, geopolitics and demographics 

are rapidly changing societies, economies, and the tools of 

warfare. They are also producing changes in why, how and 

where wars are fought—and who will fight them. The significantly 

increased speed and global reach of information (and 

misinformation) likewise will have unprecedented effects on 

forces and how they fight. 

For example, the proliferation of effective long-range 

radars, air defense systems, long-range precision weapons, 

electronic warfare and cyber capabilities enables adversary 

states to threaten our partners and allies. Even if we do not 

fight the producers of these sophisticated weapons, warfare 

will become more lethal as they export this advanced equipment 

to their surrogates or customers. Crises involving such 

adversaries will unfold rapidly, compressing decision cycles 

and heightening the risks of miscalculation or escalation. 

Conflict will place a premium on speed of recognition, decision, 

assembly and action. Ambiguous actors, intense information 

wars and cutting-edge technologies will further confuse 

situational understanding and blur the distinctions 

between war and peace, combatant and noncombatant, friend 

and foe—perhaps even humans and machines. 


Warfare in the future will involve transporting, fighting and 

sustaining geographically dispersed Army, joint and multinational 

forces over long and contested distances, likely into an 

opposed environment and possibly against a technologically 

sophisticated and numerically superior enemy. All domains 

will be viciously contested, and both air and maritime superiority—which 

have been unquestioned American advantages 

for at least 75 years—will no longer be a given. Forces in theater 

should expect to operate under increased public scrutiny, 

persistent enemy surveillance, and massed precision longrange 

fires with area effects. Close combat on sensor-rich battlefields 

of the future will be faster, more violent and intensely 

lethal, unlike anything any of us have witnessed. And the majority 

of our operations will likely occur in complex, densely 

populated urban terrain. 

Clearly, the next 25 years will not be like the last. The 

threats and missions we face today will endure well into the 

future, but they will be overshadowed by emerging great 

power competition. It seems likely that all forms of warfare 

will grow faster, deadlier and more ambiguous while expanding 

into new physical and virtual domains. Our future Army 

and soldiers must be ready not only for a more lethal version 

of the violent instability of the past 15 years, but also for 

ground combat against a numerically superior peer adversary 

that is every bit our technological equal. These challenges demand 

an Army that can respond with greater intelligence, 

power, lethality and speed, as well as greater soldier, leader 

and organizational adaptability, to seize and retain the initiative 

from our enemy. The time to prepare is now. 

Connecting to the Future 

There are many implications of this changing character of 

war. I offer four. 

First, our Army, as part of the joint force, must develop 

credible military capabilities to deter, and if necessary defeat, a 

peer military power. There are several complex operational 

problems we must solve to be truly ready for this: 

■ How will we project power into a contested theater and 

rapidly transition to offensive operations? 

■ How will we project power into all domains to create periods 

of domain superiority that enable the joint fight? 

■ How will we fight into and inside sophisticated enemy 

defensive schemes—possibly at the leading edge of the joint 

force—and win? 

■ How will we fight into and inside complex, dense terrain— 

especially urban areas—and win? 

Solving these problems will be a significant undertaking. 

They were not our principal focus for the past several decades; 

we cannot overlook them anymore. 

Second, we must retain the competencies, capabilities and 

capacity we built for the counterterrorism and counterinsurgency 

fights of the past 15 years. These missions are not going 

away and may increase in both frequency and severity, but we 

must acknowledge that the context is changing. We must balance 

our recent wartime experiences with time-tested lessons 

from the past and fresh, rigorous thinking about the future. 

Third, we must establish a common recognition among allies 

and partners of the collective problems we face and the 

best way ahead. We always fight as a joint force, and we are 

most successful when we fight as part of a combined multinational 

team. While our armed forces will always be capable of 

fighting alone, our priority is to fight together. 

Finally, as we work through these implications, we must 

honestly and critically re-examine our own operational and institutional 

models. Mastery of classic combined arms principles 

is a must, but the advent of new technologies and the rising 

importance of virtual domains such as space and cyber are 

evolving the relationship among soldiers, machines and soft- 

A U.S. Army paratrooper 

runs toward a target in 

an international event 

and competition hosted 

by the 56th Troop Command, 

Rhode Island 

Army National Guard. 


Troops on a reflexive-fire 

range at Fort Bragg, N.C. 

ware. As the character of war is about to undergo a fundamental 

change, both the operating force and the institutional Army 

likewise look fundamentally different as we develop and sustain 

new forms of maneuver, mass and mutual support. We will not 

shrink from hard decisions, and we will ground them in rigorous 

testing and evaluation, but the speed of implementing our 

changes will be the key determining factor in the opening 

salvos of the next war. 

I am proud of this Army, and all who are in it. Your hard 

work and dedication inspire me and make me confident that we 

are equal to the challenges we face. My assessment after one year 

is that our Army is on track for improving current readiness, but 

we are only just beginning. We will continue to study the changing 

character of war; test our assumptions about the future; and 

make important decisions today that shape the soldiers, structure, 

equipment and ultimate readiness of our future Army. 

To paraphrase the great military historian Michael Howard, 

we may not get it exactly right, we just have to get it less wrong 

than our enemy. Our role today is to get the future Army about 

right, and to create viable options for the Army leaders of tomorrow 

to select and refine in their time. Although the future 

is impossible to define with precision, we must act now. The 

U.S. Army will not fail the next generation of leaders and soldiers 

and most importantly, we must not fail the nation. 

The world is rapidly changing, but I know one thing is constant: 

Our Army must always be ready to fight and win our 

nation’s wars as part of the joint force. We will be ready, now 

and in the future. 

✭ 

A 1st Armored Division soldier participates in a live-fire exercise at Dona Ana Range, N.M. 


Sergeant Major of the Army 

Cohesive Teams Will 

Thrive in Ambiguity 

By Sgt. Maj. of the Army 

Daniel A. Dailey 

The 39th Chief of Staff of the Army Gen. Mark A. 

Milley has called readiness “our No. 1 priority, and 

there is no other No. 1.” As the world becomes increasingly 

complex, it is difficult to predict the next 

challenge to American interests and, therefore, difficult to 

prepare our Army for what may lie ahead. So we must be 

prepared for anything, anytime, anywhere. Whether we are 

fighting the Ebola virus in Liberia or fighting the spread of 

the Islamic State group, the nation continues to ask the 

Army to perform a diverse number of combat and noncombat 

missions. 

The increasing complexity 

we face does not negate 

our responsibility to meet 

the needs of our nation, 

however. Where the Army 

once prepared for what was 

DoD 

A Bradley Fighting Vehicle returns to its assembly 

area after a training exercise in Germany. 


termed AirLand Battle, we must 

now prepare leaders to be creative 

and adaptive in order to 

thrive in chaos and ambiguity. 

To build readiness, our policies, 

procedures and culture require 

the Army to prepare today’s 

leaders for future challenges. Efforts 

are underway at the U.S. 

Army Training and Doctrine 

Command, Materiel Command, 

Human Resources Command 

and Medical Command to enhance 

the Army’s overall readiness 

posture by doing just that. 

In a future marked by uncertainty, 

the individual, the team 

and the institution all need to 

understand the responsibility 

each has in making our Army a 

force fit to fight and able to deter 

our potential adversaries, assure 

our allies and defeat our 

enemies when called to do so. 

Individual Readiness 

I often say we win wars between 

6:30 and 9 a.m. By this, I 

mean a team that does challenging 

physical fitness every morning 

will also be a team that is 

better postured to accomplish 

the mission. I have seen how 

physical training can bond individuals 

into teams like no other experience other than combat. 

When I visit units all over the world, I make a point to do 

physical training with them. Over the last year, I have observed 

that when PT is tough and realistic and the leaders and soldiers 

are enthusiastic about it, you can expect better overall performance 

and efficiency from the organization. PT prepares the 

team—body, mind and spirit—for the challenges of the day 

and those of the future. 

I believe cohesive teams will thrive in the ambiguity we 

will face in the future. For that reason, physical fitness is an 

indicator of the overall readiness of a unit. Building cohesive 

teams through tough, realistic training sets the tone for the 

day and the organization, reduces conduct issues, and gives 

leaders more time to focus on improving warfighting skills. 

The result is soldiers who are mentally, emotionally and 

physically fit to withstand the rigors required as members of 

the profession of arms. 

Answering Nation’s Call 

What are soldiers for? The answer is simple. Soldiers are 

warriors who must be physically and mentally prepared to 

fight and win our nation’s wars when called upon by our leaders. 

We must be able to not only deter and defeat our adversaries; 

we also must assure our allies we are prepared. Each 

Training at Fort Campbell, Ky., are soldiers with the 1st Brigade Combat Team, 101st Airborne Division (Air Assault). 

and every soldier has the responsibility to maintain individual 

readiness and with the scale and pace of the Army’s downsizing 

increasing, each soldier’s significance also increases. We 

need every soldier ready to accomplish his or her assigned mission 

because every soldier on our team counts. 

We have a significant number of soldiers who are nondeployable. 

The causes vary, but the primary reason they cannot 

deploy is due to a medical issue, typically a temporary illness or 

injury. No one will argue we need soldiers and leaders focused 

on building readiness on their individual and collective tasks, 

but we also need to closely monitor medical readiness. 

Medical Command is in the midst of redesigning its personnel 

readiness reporting system, which will help us develop 

a clear picture of our true readiness state. It will allow commanders 

to have more control over their soldiers’ well-being 

and also help keep soldiers accountable for their own health 

and fitness as they relate to their deployable status. Improving 

how we track and report individual medical readiness allows 

for action on the part of the commander and the individual. 

To that end, we have instituted the Commander Portal, a 

mandatory digital tool for commanders and health care personnel 

that consolidates data into a single place, enabling intervention 

by commanders on individual and unit readiness. 

The portal gives commanders the ability to manage deficient 


Airborne artillery soldiers train at Fort Bragg, N.C. 

individual medical readiness issues, determine deployable statuses, 

and communicate with health care providers concerning 

issues with their soldiers. 

The Army cannot do our nation’s business if our soldiers do 

not stand ready to do it. We are our nation’s credentials and 

although the size of the force has changed, the mission has remained 

the same for over 240 years: “This We’ll Defend.” 

Sgt. Maj. of the Army Daniel A. Dailey 

was sworn in as the 15th sergeant major of 

the Army in January 2015. Previously, he 

was command sergeant major of U.S. Army 

Training and Doctrine Command. He also 

served as the 4th Infantry Division’s command 

sergeant major. Over the course of his 

career, he has served with the 1st, 2nd, 3rd 

and 4th Infantry divisions in the continental 

U.S. and overseas. He has participated in all levels of the NCO 

Education System. He holds a bachelor’s degree from Excelsior College, 

N.Y., and is a graduate of the U.S. Army Sergeants Major 

Academy and the Command Sergeants Major Course, the Bradley 

Master Gunner Course, the Force Management Course and the 

Keystone Course. 

Soldiers for Life 

Investing in soldiers’ training and education not only builds 

readiness, it is also an investment in our future as an Army. 

Our soldiers have and continue to receive the best training and 

education in the world. Our NCO corps is the undisputed 

heavyweight champion of the world at what it does. For over 

240 years, the Army has demonstrated the need and value of a 

professionally trained and educated enlisted force. Since its inception 

in 1775 until today, the need to decentralize operations 

on the battlefield has increased incrementally. From the 

linear formations used during the Revolutionary War to the 

widespread operations of World War II to the complex decentralized 

operations of the current fight, we have and will continue 

to ask more of our soldiers and NCOs. 

Our soldiers have demonstrated their ability to take on increasing 

levels of responsibility, and they have prevailed. This 

is not happenstance. Our soldiers have been able to bear this 

additional weight and succeed due to the decades of investment 

made in them by the Army and our nation. Today, that 

need still exists—and, one might argue, it is expanding and 

will continue to do so. 

First and foremost, we must continue to invest in soldiers by 

providing them with the best training and education possible 

through innovative programs such as NCO 2020, Army University 

and the One Army School System. These programs 

and initiatives will increase the lethality and capability of our 

enlisted force well into the future. 

Secondly, we must capitalize our investment by continuing 

to find ways to expand equivalent civilian credentials and academic 

accreditation for the world-class training and education 

the Army provides. Credentialing and collegiate accreditation 

of enlisted programs is an investment in our future as an Army 

and demonstrates to the American people the value of service 

beyond service: soldiers for life. 

The Army must also anticipate changing conditions and 

focus readiness efforts on staffing, equipping, training and developing 

soldiers in advance of the day’s fight. No American 

soldier will ever go to combat unready for the brutal and unforgiving 

environment that is ground warfare. Beginning with 

accessions through basic training, service and then transition, 

we must guarantee the American public that our soldiers and 

our Army remain ready to answer the nation’s call. ✭ 


Manpower and Reserve Affairs 

Attracting the Army 

We Want and Need 

By Debra S. Wada 

Assistant Secretary of the Army 

(Manpower and Reserve Affairs) 

Iam honored to provide overall supervision of manpower 

and reserve component affairs of the Department of the 

Army and am impressed every day by the talent, commitment 

and spirit of the soldiers, civilians and family 

members who make up our Army. It is incumbent as leaders 

that we ensure Army policies and programs 

reflect our nation’s commitment to 

care for and support our Total Army as it 

serves at home and abroad. 

Part of my responsibility is the longterm 

sustainment of the all-volunteer 

force. At its core, DoD’s Force of the Future 

initiatives are about recruiting, developing 

and retaining talented men and 

women to take on the challenges we face 

today and the unknown dangers of tomorrow. 

In order for us to fill this amazing 

Oklahoma Army National Guard Pfc. Marquese Walker at 

Camp Gruber Training Center, Okla. 


First Lt. Cassandra 

McDonald of the 

173rd Airborne 

Brigade is assisted 

with her parachute 

before operations at 

Aviano Air Base, Italy. 

force, we have relied on individuals who raise their hands to 

serve in uniform. 

Today, approximately 40 percent of those who enter our 

Army are predisposed to serve, which means that the vast majority 

of individuals who join the Army were not thinking of joining 

before we reached out to them. As we look to the future, 

we need to look at recruiting differently so we can be successful. 

As an organization, we must step back from institutional 

biases and make holistic decisions to prepare the Total Army 

for the inevitable trials our nation will face. We no longer have 

the luxury of continuing to recruit the Army of tomorrow with 

the last generation’s recruiting tactics and systems. 

Of the general population of 17- to 24-year-olds, 14 percent 

are predisposed to serve in the military; of those, only 9 

percent are inclined to serve in the Army. Further, only 29 

percent of these youths are qualified to serve. It is clear that we 

must increase our focus on changing the minds of those not 

inclined to serve. This becomes challenging in a resource-constrained 

environment. However, we must continue to engage 

Debra S. Wada was appointed assistant 

secretary of the Army for manpower and 

reserve affairs in October 2014. She previously 

served as a professional staff member 

on the U.S. House of Representatives’ Armed 

Services Committee, holding positions as 

the lead staff member and deputy staff director. 

She holds a bachelor’s degree from 

Drake University, Iowa, and is a graduate 

of the Naval War College. 

and assess alternative ways to reach all eligible Americans and 

take advantage of new methods to achieve our objectives. 

We know most 15- to 20-year-olds have access to internet 

technology from a young age, and an increasing number of 

them no longer consistently watch network television. Instead, 

they receive their news and entertainment on mobile devices 

through digital streaming services or social media. In order to 

capture the interest of the so-called Generation Z—those 

born in the 1990s and the first decade of the 2000s—we need 

to improve our engagement with them through social and digital 

media. 

Harness Technology 

If we want young Americans to understand that the Army is 

the most technologically advanced force in the world, we must 

be able to harness technology to recruit, develop and retain 

young Americans. Examples of how we need to change our 

recruitment tactics include leveraging big data analytics and 

microtargeting to build a digital recruiting database to reach 

youth who are predisposed to serve and those who are not, regardless 

of race, gender, or socioeconomic and geographic 

backgrounds. These approaches could not only be more efficient 

but may also be cost-effective. 

We are learning how the private sector, particularly information 

technology (IT) corporations, recruit, develop and retain 

their talent, and we are harvesting lessons learned to enable 

the Army to leverage best practices. One example is being 

able to optimize our own internal talent. IT firms often rely on 

their managers and employees to recruit individuals. The belief 

is that quality employees who believe in the company, its 


goals and mission will want to bring their friends, colleagues 

and family into the company to continue to build a bench of 

quality employees. 

Under the current system, our institution primarily relies on 

the institutional Army of recruiters, officer training programs 

and the U.S. Military Academy to bring in qualified soldiers. 

What if we were to change our culture so every soldier and 

civilian took a personal interest in ensuring the Army had access 

to quality candidates they know? By doing so, perhaps we can 

begin to address misconceptions of service in uniform and the 

civilian-military divide that continues to grow in our country. 

As Secretary of Defense Ash Carter announced in the 

spring, we must modernize our systems for recruiting and processing 

new soldiers and civilians into the Army. While we 

have the most technologically advanced and equipped military 

in the world, our recruiting and personnel IT systems are challenged 

to meet the mobile demands of today. Many of our 

processes still require individuals to fill out form after form, 

many of which are duplicative in nature but are required for 

different reasons. 

We need a system that will allow us to track and support individuals 

from the moment they log on to GoArmy.com and 

then throughout their entire career, whether that’s three or 30 

years of service. While it is the Army’s intent to transition in 

the next five years to an all-digital system for processing individuals 

into the military, we need to take advantage of strategies 

and technology that are presently available so we can 

compete for and retain the talent we need in the Army. 

Soldier for Life 

Research shows that a lack of knowledge and understanding 

of the military, and the Army in particular, contributes to 

low inclination to serve among youth. Lack of a personal connection 

to someone who has served also means that misconceptions 

and misinformation about military service are often 

unchallenged by this population. They believe what they see in 

the media and hear from others. 

Common misconceptions by young people and influencers 

such as their parents, teachers and coaches are that serving in 

the military will result in physical and mental damage; that 

everyone in the Army is an infantry soldier; that you can’t go 

to college or get advanced degrees while serving; and that the 

Army is an option of last resort. 

To break these myths, we must get our audience of youth 

who are not inclined to serve to hear and see realistic examples 

of military service. We cannot do this through marketing alone, 

which is why the Soldier for Life program is important. Soldiers 

and veterans sharing their experiences can dispel misconceptions 

and provide Americans a better understanding of service. 

Today, 7 out of 10 Americans believe the general public does 

not understand the problems faced by the military. After 15 

years of continuous conflict, we have the largest population of 

combat veterans since the Vietnam War. Many of these individuals 

have separated from or will be transitioning out of the 

Army. We must ensure that they not only share their stories 

and sacrifice, but that they continue to represent the Army 

when they return to their communities across America. 

Live by Army Values 

Soldiers live by the Army Values of loyalty, duty, respect, 

selfless service, honor, integrity and personal courage. These 

values are taught and modeled at every level of our organization, 

guiding our decisions, behavior, priorities and missions. 

Soldiers do not leave behind their values and skills when they 

take off their uniforms for the last time and transition to civilian 

life. We want the pride that our people feel in serving to 

motivate the next generation to be part of something bigger. 

It is clear that if we want to ensure we recruit the most qualified 

men and women for the force of the future, we need to take 

a different approach to recruiting. There are countless young 

people who would be great soldiers, but 

they have not considered the Army, perhaps 

because they have misconceptions 

about Army service or do not know anyone 

who has been in the military. We 

must find new ways to reach these individuals 

and provide them the information 

they need to make an informed decision 

about service in the Army. 

I am honored to serve our great Army 

and exceedingly proud of the soldiers, 

civilians and families who voluntarily 

serve our country. I remain steadfastly 

committed to providing all of them the 

opportunities, support and care befitting 

their selfless service. 

✭ 

Maj. Gen. Margaret W. Boor, commander of 

the Army Reserve’s 99th Regional Support 

Command, leads recruits in the enlistment 

oath in Trenton, N.J. 


Acquisition, Logistics and Technology 

Making Projection of 

Hard Power Possible 

By Katrina McFarland 

Acting Assistant Secretary of the Army 

(Acquisition, Logistics and Technology) 

Our nation today faces unprecedented threats to 

sovereignty, both domestically and internationally. 

As the Army rises to meet these challenges 

through proactive engagement, it is the responsibility 

of the Office of the Assistant Secretary of the Army 

(Acquisition, Logistics and Technology) to provide end-toend 

acquisition management, developing and delivering 

the materiel solutions that empower soldiers to succeed, 

no matter what the mission. 

In keeping with this year’s AUSA Annual Meeting and 

Exposition theme, “America’s Army: Ready Today, Preparing 

for the Future,” we stand 

at the cutting edge of acquisition 

development and science 

and technology, ensuring 

readiness for today’s 

warfighters while driving 

The Joint Light Tactical Vehicle goes off-road 

during limited user testing. 


1st Armored Division soldiers provide security in 

Logar Province, Afghanistan. 

overmatch well into the future. From 

the aircraft soldiers fly to the tanks they 

drive and the armor they wear, the 

Army’s projection of hard power is 

made possible by an acquisition community 

that is working constantly and 

stands always ready, creating the solution 

space necessary to fight our nation’s 

wars for many years to come. 

Effective Acquisition 

The crux of Army acquisition is total 

life cycle management, which takes a 

“cradle-to-grave” perspective when evaluating 

materiel solutions. This acquisition philosophy is essential 

for driving innovation, ensuring realizable and sustainable 

development, and providing the logistics tail needed to 

support materiel solutions throughout their operational lives. 

As such, effective acquisition is total life cycle management. 

The Army acquisition community recognizes the importance 

of total life cycle management to effective materiel development. 

In particular, total life cycle management provides 

a space for continued process improvement in acquisition, relying 

on the experience of acquisition professionals while 

leveraging lessons learned from past and present conflicts. The 

importance of past efforts to present and future activities cannot 

be overstated. 

Over the past 15 years, a nation at war necessitated congressional 

and military focus on the warfighter, as well as robust 

economic support of the war effort. In the early years of engagement 

in Afghanistan and Iraq, the Army and the joint 

services relied heavily on robust congressional appropriations 

to fund engagements and faced little resistance in receiving the 

resources needed to support all materiel endeavors. 

However, since 2011, the last full year of engagement in 

Iraq, cuts to the Army’s top line budget have reduced funding 

Katrina McFarland is the acting assistant 

secretary of the Army for acquisition, logistics 

and technology. She is the Army’s acquisition 

executive, and serves as the science adviser to 

the secretary of the Army, the Army’s senior 

research and development official, and the 

Army’s senior procurement executive. She 

previously served as the assistant secretary of 

defense (acquisition), the president of Defense 

Acquisition University, and director for acquisition for the 

Missile Defense Agency. She began her civil service career as a general 

engineer at Headquarters Marine Corps. 

for acquisition activities. In particular, sustainment efforts in 

the Army’s personnel and operations and maintenance accounts 

have pushed the Army’s research, development and acquisition 

activities into a “bill-payer” role. Corresponding 

decrements have forced the Army acquisition community to 

think proactively, developing new and creative measures to ensure 

that materiel solutions’ development continues at pace. 

The total life cycle management discipline is essential to 

these new problem-solving efforts, as a long-term acquisition 

perspective allows the Army to prepare for the future fight 

while remaining invested in the materiel needs of present conflicts. 

Thankfully, the past 15 years of war have built up a 

community of acquisition professionals with a knowledge base 

well-suited to the task. The Army acquisition community today 

is battle-hardened from the longest period of continued 

military engagement in American history, and understands the 

unique challenges of managing programs throughout the acquisition 

life cycle. 

I am pleased that our acquisition community has made such 

strides in this challenging climate, meeting materiel solution 

needs in a manner that will ensure Army overmatch well into 

the future. Of note, the Army’s recent successes on the Joint 

Light Tactical Vehicle program, which is projected to deliver 

more than 50,000 vehicles ahead of schedule and under budget, 

are illustrative of the great work our professionals continue 

to execute in difficult terrain. These positive efforts also 

highlight the many benefits of a total life cycle management 

perspective, and of a robust acquisition knowledge base, which 

can effectively forecast the materiel solution space needed to 

fight present and future conflicts. 

Rapid Capabilities Office 

An important enabler to our acquisition efforts will be a 

newly established Army Rapid Capabilities Office, which will 

expedite acquisition of select capabilities to meet warfighters’ 


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immediate and near-term needs. The office’s primary focus will 

be on materiel capabilities that enable the Army to fight in contested 

environments. To accomplish this mission, the office will 

be empowered to explore and recommend new techniques for 

the Army to rapidly develop, acquire and field such capabilities, 

while informing procurement strategies for enduring programs. 

Rapid prototyping efforts will enable the Army to experiment, 

evolve and deliver technologies in real time to address threats 

faced today, and to shape smarter acquisition for the future. 

The office will ensure that our warfighters are equipped to 

proactively engage the most current threats at the moment of 

need, and in a manner that ensures their overmatch against 

emerging adversarial tactics. This effort is of particularly 

pressing importance against today’s enemies, who seek asymmetric 

advantages and leverage rapidly proliferating commercial 

technologies in an attempt to weaken our national and 

military defenses. 

Key operating principles for the Army Rapid Capabilities 

Office include a short and narrow chain of command, overarching 

programmatic insight, early and prominent warfighter 

involvement, a collaborative integrated team of functional specialists 

within a single office, and funding stability. The office 

will leverage innovation by other government agencies and 

industry partners, as well as consider warfighter feedback, to 

deliver solutions on an accelerated timeline. 

The Family 

As with all military enterprises, the acquisition community’s 

most valuable asset is people. Our soldiers and civilians come 

from all walks of life, with diverse backgrounds and unique 

skill sets that qualify them to engage on the most pressing defense 

issues of our time. As the acting Army acquisition executive, 

I have committed this office to ensuring that each and 

every member of the Army acquisition corps, from junior staff 

NCOs to senior acquisition leaders, is treated with the respect 

and fair treatment she or he deserves. Such an attitude continues 

to foster a positive climate among our professionals, whose 

talents and expertise are further emboldened by strong workplace 

camaraderie and a culture of mutual support. 

In a particular way, this office has worked to advance the careers 

of its professional members. Critical assignments, workforce 

development and professional management are helping 

to ensure that the Army’s acquisition enterprise will continue 

to provide meaningful career opportunities to all employees. 

Many of our professionals have spent decades in the acquisition 

community, and their own career successes make them 

incredibly valuable assets to our team as well as strong role 

models and mentors to our younger members. 

As the current administration comes to a close, it is important 

that this office remember and continue to honor several of 

our most valued members who have passed away over the last 

several years. Claude Bolton Jr., Maj. Gen. Harold Greene 

and Tom Mullins brought their tremendous talents to bear in 

service of our soldiers, our Army, and our nation. They are 

sorely missed by those who knew them well, and their legacy 

lives on through the many soldiers and civilians whom they 

mentored and guided, and in the gratitude of the many 

warfighters who have benefited from their support. 

The Office of the Assistant Secretary of the Army (Acquisition, 

Logistics and Technology) continues to provide cuttingedge 

support to our men and women in uniform defending 

freedom around the globe. As such, the enabling of the materiel 

enterprise is essential, and continued support to acquisition 

activities must continue at pace. Through a culture of total 

life cycle management, the establishment of the Army’s 

Rapid Capabilities Office, and ongoing support for our team, I 

know that this organization, and the Army, will continue to 

serve the interests of the U.S. now and into the future. ✭ 

U.S. Army Research 

Laboratory postdoctoral 

fellow Sasha 

Teymorian performs 

an experiment at 

Aberdeen Proving 

Ground, Md. 


Financial Management and Comptroller 

Sure Funding Required 

For Positive Outcomes 

By Robert M. Speer 


(Financial Management and 

Comptroller) 

The Army’s No. 1 priority is readiness. In today’s 

budget uncertainty and fiscally constrained environment, 

this means focusing resources on immediate 

readiness priorities. Yet security concerns in a dynamic 

and increasingly complex world also compel the 

Army to expend significant resources to 

meet current worldwide missions. 

This often results in readiness being 

consumed as fast as we build it, while increasing 

pressure and causing higher risk 

in long-term readiness and modernization. 

Therefore, the financial management 

community must best distribute 

scarce resources toward strategic plans 

and Army priorities, and provide commanders 

with improved financial information 

and processes to enable timely 

Staff Sgt. Justin Meinelschmidt of the 2nd Infantry Brigade Combat 

Team, 3rd Infantry Division during a live-fire exercise in Senegal 


Night live-fire training 

at Fort McCoy, Wis. 

decisions regarding readiness and current mission requirements. 

As trusted professionals, financial managers remain 

critical to resourcing readiness today and setting the conditions 

for readiness in the future. 

Looking Back 

Although the Army’s end strength reached its lowest levels 

since before World War II this year, we were significantly engaged 

in combat and support missions worldwide. While prioritizing 

resources on building readiness, the Army remained 

globally responsive and regionally engaged, with forces forward-deployed 

and in support from home station. Financial 

managers implemented resourcing strategies to help commanders 

supporting Operation Inherent Resolve and the 

fight against the Islamic State group in Iraq and Syria, and 

Operation Freedom’s Sentinel in Afghanistan; and to increase 

presence in Europe in Operation Atlantic Resolve. 

Funding priorities also enabled strengthened international 

partnerships through Pacific Pathways 2016 and bilateral/ 

Robert M. Speer became assistant secretary 

of the Army (financial management and 

comptroller) in December 2014. He advises 

the secretary and chief of staff of the Army on 

all Army financial management matters. He 

previously served as acting assistant secretary 

of the Army (financial management and 

comptroller). Before that, he served four years 

as a managing director at Pricewaterhouse- 

Coopers, Public Services, following nearly 28 years in DoD. He 

holds a bachelor’s degree from the University of Notre Dame, Ind., 

and an MBA from Indiana University. 

multilateral partnership-building exercises. The Army achieved 

positive outcomes in operational mission support and regional 

engagements while sustaining readiness at affordable levels. 

This year, we also published the Army Financial Management 

Optimization (AFMO) Campaign Plan, which documents 

and maps our efforts to transform financial management 

capabilities through more efficient and effective processes, taking 

advantage of recent improvements in technology and enabling 

our workforce through organizational alignment of 

skills, training, leader development and education. The plan 

drives to four core objectives of achieving and sustaining audit 

readiness, providing efficient and effective financial management 

support, improving readiness across financial management 

elements, and enhancing analytical support for improved 

leader decisionmaking. 

We made significant progress toward these campaign objectives, 

to include the broadening of the U.S. Army Financial 

Management Command’s capabilities and responsibilities. 

This two-star command provides the Army with greater enterprise 

capabilities to drive standard business processes, ensure 

compliance and enable auditability while delivering support 

required under our modernized and integrated financial, 

human resource and logistical Enterprise Resource Planning 

systems. Meanwhile, this command continued to support 

worldwide contingency training and operations, electronic 

commerce and sensitive/classified activities. 

Financial Enterprise Resource Planning systems further matured 

in 2016. The General Fund Enterprise Business System 

provided greater accountability and cost information along 

with enhanced capabilities, such as direct Department of Treasury 

disbursements. The system’s operations with the logistics 

Global Combat Support System-Army and the Logistics 


Modernization Program showed the value and benefits we expected 

from the investment in the federated solution of Army 

Enterprise Resource Planning. Meanwhile, the Integrated Personnel 

and Pay System-Army is on track to deliver future human 

resources functionality to soldier pay and entitlements. 

We built on our workforce’s technical foundation through 

the DoD Financial Management Certification Program. We 

are well on our way to achieving the goal of 100 percent 

course-based certification and will move to sustain certification 

and training into the future. 

Our progress this year in organization, systems, business 

processes, internal controls and enhanced workforce knowledge 

set conditions and momentum for continued transformation efforts 

as we move to achieving enhanced decisionmaking support 

to commanders and congressionally mandated auditability. 

With a smaller and fiscally constrained Army, the stewardship 

and accountability of funds has never been more important. 

It is critical we accurately and timely capture financial 

transactions that provide operational readiness. Delivery of 

military and civilian pay, supply and equipment purchases, and 

inventories are just examples of the financial transactions that 

commanders need to make informed decisions. As such, audit 

readiness reflects, and is, operational readiness. 

This year, the Army completed the first servicewide audit of 

financial transactions reflecting business activity and flow of 

funds through the Army’s budget. This audit of budgetary activities 

reflected command focus and team effort across multiple 

functional domains including personnel, logistics, installation 

management and acquisition. Although we received a 

disclaimer of opinion from the auditors, the audit provided the 

Army with valuable feedback and resulted in the development 

of corrective actions we needed to accomplish in order to 

achieve the congressionally mandated objective to be auditready 

on the full set of financial statements by September 2017. 

Outlook for 2017 

Resourcing Army readiness remains the top priority. The 

challenge of limited resources to provide current readiness and 

meet operational demands against the needs of future readiness 

and modernization will continue. Being fundamentally 

intertwined, the requirements, acquisition, sustainment and 

budgeting processes must work harmoniously to deliver 

warfighting readiness. As such, and with the mandate to assert 

audit readiness by the end of September 2017, we will fully 

engage with Army acquisition, logistics, and operational units 

and commands to improve processes regarding retention of 

key supporting documentation, reconciliations between interfacing 

systems, cash reconciliation (fund balance with Treasury), 

service partnerships and information technology. 

Secretary of the Army Eric K. Fanning stated in June, “The 

biggest threat to the Department of Defense, not just the Department 

of the Army, is the budget instability and political 

environment. We start every year with a [continuing resolution] 

and don’t really know what number to plan to into the future. 

Not only are we not able to provide some stability to soldiers, 

we’re not getting our dollars’ worth out of our resources.” 

The Army needs sustained and reliable resourcing. The president’s 

fiscal 2017 budget request (pending congressional appropriation 

decisions at this writing) seeks to balance capacity and 

capability in a downsizing Army to meet increasing demands of 

combatant commanders. It reflects the minimal amount needed 

to balance capacity and capability in today’s world of escalating 

complexity in conflict and threats to national security. 

Heavy reliance on overseas contingency operations funding 

An infantryman 

with the 2nd Cavalry 

Regiment provides 

security at the 

Joint Multinational 

Readiness Center, 

Hohenfels, Germany. 


2nd Battalion, 503rd Airborne Infantry Regiment soldiers in Lithuania during Exercise Saber Strike 16 

will support operations such as Freedom’s Sentinel (Afghanistan), 

Inherent Resolve (Iraq and Syria) and Spartan Shield 

(Middle East), as well as the European Reassurance Initiative. 

Our base budget priorities focus on funding a rotationally focused 

and surge-ready force. 

More Agility Needed 

We will need more agility in resourcing emerging operational 

demands in support of combatant commanders. Simultaneously, 

we will further explore the costs of building readiness 

within the emergent sustainment readiness model, with a 

goal to fund training to achieve readiness goals across all Army 

components. 

Our AFMO Campaign Plan integrates across the financial 

management domain to assure interoperable solutions, including 

standard processes; organizational design; workforce 

grades and skills; training and leader development; cost management; 

and financial systems improvement. We need to 

complete those campaign tasks and activities to adapt to 

shrinking budgets and meet the increasing demands for accuracy 

and accountability in financial information. 

The U.S. Army Financial Management Command will 

continue to assume enterprise financial operational execution, 

enhancing support to commanders across the Army. We will 

collaborate with the Defense Finance and Accounting Service 

as we explore enhancing operational effectiveness, improved 

analysis, and greater efficiency toward audit compliance goals. 

The complex national security environment and the Army 

demand agility in the programming, budgeting and execution 

of resources. The strength in financial management is the expertise 

and knowledge of our workforce—trusted professionals, 

civilian and military, across all components. Our financial 

management workforce development goals include: 

■ Improving leader talent management: identifying and 

growing leaders through special assignment opportunities and 

educational programs. 

■ Sustaining the DoD Financial Management Certification 

Program and institutionalizing such continuing education and 

training for our workforce. 

■ Recognizing and celebrating the many successes of our 

individuals and work groups through acknowledgement and 

award both internally and externally as a way to communicate 

how critical our people are to mission success. 

As our workforce adapts to technology, we will streamline 

workload and shift focus toward cost management and enhanced 

analysis of financial data. With budget and cost information 

more readily available, tangible and reliable, our financial 

management workforce will be the institutional foundation 

contributing critical resource support during national security 

challenges while also providing improved decision support to 

Army leaders. 

I could not be more proud of our people who are mastering 

our new technologies, building on our streamlined business 

processes, and delivering financial management solutions to 

commanders. I am very optimistic about our evolving transformation. 

Financial management will continue to provide fullspectrum 

financial improvement through improved technology, 

organization, business processes and competent, certified 

personnel. We owe—and will deliver—to Congress and the 

American people the assurance that we are making best use of 

resources entrusted to the Army. With fiscal stewardship and 

audit compliance, we will demonstrate the Army’s achievement 

of building a ready Army today and in setting the 

groundwork to achieve readiness into the future. ✭ 


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Installations, Energy and Environment 

Budgets, Climate Challenge 

Installation Priorities 

By Katherine Hammack 


(Installations, Energy and Environment) 

To enable regional engagement and global responsiveness, 

the Army requires ready and resilient installations—our 

power projection platforms. Installations 

ensure our operational forces have the foundational 

support required to prepare soldiers and their units to train, 

deploy, fight and win. 

The foundational support provided by installations encompasses 

the essential services and programs needed to 

develop and sustain ready and resilient soldiers. Support 

capabilities including modern fitness centers, nutritional 

dining facilities, and state-of-the-art simulators and ranges 

ensure soldiers have the 

essential components to 

build personal proficiency 

and unit readiness. 

Like any small city, there 

are costs associated with 

Sgt. 1st Class Adrian Bennett of the Army 

Reserve’s 364th Sustainment Command 

(Expeditionary) fertilizes newly planted trees 

during her unit’s commemoration of Earth Day 

in Washington state. 


An inspector with the 

U.S. Army Corps of 

Engineers Los Angeles 

District checks flood 

damage at Fort Irwin, 

Calif. 

providing these services and the day-to-day upkeep of existing 

facilities and infrastructure. There are also costs to restoring 

critical facilities damaged by weather, pests or age. Declining 

and uncertain budgets impact the Army’s ability to 

properly steward the facilities, infrastructure, land and natural 

resources the public has entrusted to us. 

These challenges have been further exacerbated by the impact 

of changes in weather patterns and climate. The Army is 

not immune from the impacts of extreme weather events taking 

place across the country that have resulted in increased 

costs for repairing storm-related damage to our infrastructure. 

In August 2013, intense rainfall at Fort Irwin, Calif., caused 

severe erosion, washing out roads and toppling training structures 

and electronics. The event incurred $64 million in 

flood-related damages, and nearly delayed an important 

training activity for an Army tactical unit supporting Operation 

Enduring Freedom. Severe weather at Fort Benning, 

Ga., in December 2015 and at Fort Polk, La., in March resulted 

in over $20 million in infrastructure damages. 

Decreased budgets diminish our ability to repair these types 

of damages in order to sustain operations, including training 

and power projection activities. Meanwhile, recent National 

Katherine Hammack is the assistant secretary 

of the Army for installations, energy and 

environment. Previously, she was a leader in 

Ernst and Young LLP’s climate change and 

sustainability services practice. She has more 

than 30 years of experience in energy and sustainability 

advisory services. A certified energy 

manager, LEED-accredited professional 

and certified indoor air quality manager, she 

holds a bachelor’s degree from Oregon State University and an MBA 

from the University of Hartford, Conn. 

Climate Assessment projections show these and other extreme 

weather events—droughts, wildfires, heat waves, floods—will 

continue to increase in both frequency and intensity. 

Addressing Current Challenges 

Environmental readiness. The Army manages over 12 million 

acres of land. This inevitably leads to interactions with 

endangered species, historic preservation requirements or 

land restoration needs to permit continued Army operations. 

We must steward the properties entrusted to us; clean up and 

return lands to environmentally safe levels; safeguard the 

hundreds of endangered species; and protect thousands of 

archeological, natural, cultural and tribal resources on military 

training and testing lands. 

The Army environmental program maintains a mission-focused 

approach to environmental stewardship that ensures installations 

and contingency bases are sustainable so the force 

is ready and capable. We make certain soldiers have access to 

training lands unencumbered by significant environmental 

constraints. 

A declining environmental program budget requires commanders 

and leaders to focus activities to ensure the Army 

stays on track to meet its cleanup goals and restore lands to a 

usable condition while complying with Endangered Species 

Act requirements, increasing water quality and meeting compliance 

requirements. The Army maintains a sound compliance 

posture for air, water and waste management, critical to 

our garrison and industrial operations. 

Facility divestment strategy. Army installations are where 

soldiers live, work and train. They are where Army readiness 

is built to meet future challenges and ensure the security of 

our nation. Increasing global threats generate installation requirements 

for force protection, cybersecurity and energy security. 

Installations provide the premier all-volunteer Army 


with facilities that support readiness and quality of life for our 

soldiers, families and civilians. 

Over the last decade, the Army had been divesting itself of 

noncore competency services and programs that are better 

performed by those who make their living in these areas of 

expertise, such as privatizing Army lodging and the Residential 

Communities Initiative for Army housing. The private 

sector has invested about $12 billion in Army housing so soldiers 

have a better quality of life without the backlog of maintenance 

experienced by many of the Army’s other facilities 

due to funding constraints. 

Handling Excess Capacity 

Facilities, services and programs that are no longer needed 

drain resources that could be better spent improving readiness. 

The Army is shaping and aligning programs and services 

to meet requirements of a force structure that is smaller 

by 120,000 soldiers. Fewer soldiers means more excess capacity, 

as barracks or other facilities are underutilized or vacant. 

Such facilities are being closed down or 

repurposed so we can better invest in soldier 

readiness. 

By the end of next year, the Army will own 

and operate 21 percent more real estate and facilities 

than can be conceivably put to productive 

military use. The bill to sustain and support 

this real estate amounts to $500 million a year 

in unnecessary expenditures—funds that could 

be spent on Army priorities. In order to maintain, 

restore and sustain the Army’s platforms 

for readiness, we need more than just adequate 

and reliable funding. We need the ability to divest 

the Army of infrastructure and facilities 

that are simply unnecessary. Reducing the 

Army’s infrastructure footprint through base realignment 

and closure would mean more money 

for training, modernization and personnel. 

Often lost in the debate over a new round of 

realignment and closure is the importance of the 

process in the Army’s stationing decisions. A 

key innovation in base realignment and closure 

in 2005 was the Army’s use of its military value 

analysis process, evaluating all Army installations 

to see where assets might be underutilized 

or misaligned. In realignment and closure 

rounds before 2005, the Army categorized bases 

by dominant type and ranked each category. 

As an example, under the military value 

analysis process, the vast maneuver, training and 

airspace assets at Fort Bliss, Texas, were all 

taken into account. Today, Fort Bliss hosts a division and 

multiple brigade combat teams. It is a major center of gravity 

for force projection. Under the old approach, the Fort Bliss assets 

and attributes from a school standpoint never shone 

through. At one point in the 1990s, the Army nearly closed 

Fort Bliss. 

Previous realignment and closure rounds are saving the 

Army about $2 billion a year while creating the space for 

Army leaders to make critical organizational decisions allowing 

for the best use of Army assets. 

Strategic realignment. The Army is successfully integrating facilities 

and functions with services available in the community. 

In Monterey, Calif., the Army and Navy combined several core 

basing functions to privatize the public works departments. Intergovernmental 

service agreements now permit the city to handle 

almost all base functions, including water and sewer systems. 

Redstone Arsenal, Ala., reduced its operating costs and effectively 

shrank the base’s 38,000-acre footprint by tightening the 

fence line, creating a smaller perimeter that protects key military 

Wood chips are unloaded at a renewable energy plant 

at Fort Drum, N.Y. 


Fort Belvoir, Va., 

offers soldiers and 

their families a selfcontained, 

urban-like 

environment. 

facilities. While the Army continues to own the land outside the 

fence, we have entered into “enhanced use” lease agreements 

with private developers. These developers can then build and 

operate facilities at their own expense through the Redstone 

Gateway, a 418-acre project of hotels, offices and restaurants. 

Services within many other excess or underutilized buildings 

and facilities are being combined in a manner that better 

utilizes an unshuttered facility. The Army’s organic industrial 

base is working with private industry to leverage excess industrial 

capacity, ensuring that the facilities, skills and equipment 

stay ready for future emerging wartime requirements. These 

partnerships have allowed the organic industrial base to deliver 

the equipment our warfighters need, when they need it, 

and to do so at the most affordable price by leveraging the 

best of what industry and the industrial base have to offer. 

Partnering With Private Industry 

The Army is also actively partnering with private industry 

on energy and water efficiency projects by leveraging alternative 

financing authorities through energy savings performance 

contracts and utility energy savings contracts, both of which 

allow the Army to replace obsolete infrastructure with highly 

efficient and reliable technology. They are used to improve 

infrastructure while optimizing energy and water performance 

at Army installations. These efforts not only assist the 

Army in meeting various energy, water and sustainability 

goals, but also enhance resiliency and mission effectiveness. 

The Army has had great success with the privatization of energy 

systems and diversifying power with renewable energy. 

There are presently 19 large-scale renewable energy projects in 

various stages of the operations, construction, contracting or 

assessment process. These projects leverage private financing in 

lieu of congressionally appropriated or taxpayer dollars to provide 

more than 400 megawatts of renewable energy. They are 

expected to attract over $888 million in private sector investment, 

and generate a cost avoidance of $249 million on Army 

utility bills. Because these renewable projects provide access to 

secure electricity generation assets at costs that are equal to or 

less than current or projected installation utility rates, the Army 

can focus its limited funds more on soldier readiness. 

Base of the Future 

Many bases are called “forts.” A fortress was modeled during 

the 1800s and earlier, when armies or cities put everything 

within its fence line to be completely self-sustaining. 

That same basing model remains today in the U.S. Army. 

Bases function as walled-off cities within cities for reasons 

that do not align with today’s missions. 

Through a newly created “Base of the Future” study, the 

Army will be rethinking what military bases should focus 

on over the longer term—what kind of security is really 

needed, what needs to be on base, and which services are better 

provided by the surrounding community. The Army has 

the opportunity to reset for the future and examine new technologies, 

new requirements and current affordability. To 

maximize installation readiness, the centuries-old model must 

be updated to fit the needs of today and the next century. 

We will continue to explore how we can expand partnerships, 

strengthen community ties, and benefit both the Army 

and our service-providing partners to ensure installations remain 

the Army’s platform for readiness. In the face of the 

growing threat of climate change, the Army is integrating climate 

considerations into existing vulnerability and risk assessment 

processes on our installations. Without ready and resilient 

installations, soldiers will be ill-equipped to fight the 

growing threats facing our nation. We owe it to our men and 

women who wear the Army uniform to ensure they have the 

best resources available to defend our homeland. ✭ 


Civil Works 

Reducing Risk Through 

Safety, Sustainability 

By Jo-Ellen Darcy 


(Civil Works) 

Iam in my seventh year as assistant secretary of the Army 

for civil works. During this time, I have traveled to our 

38 civil works districts nationwide, toured our research 

and analysis centers of expertise, and visited our five 

overseas U.S. Army Corps of Engineers districts. 

The Corps of Engineers Civil Works 

program touches the lives of nearly every 

American. If you live near a waterway, 

chances are there is a levee, a floodwall 

or a lock that reduces the risk of flooding. 

Maybe you fish at a corps lake or camp at a 

corps recreation site, or a port in your state 

is dredged and maintained by the corps. 

The corps has faced many challenges 

in the past, including Mississippi and 

Missouri River floods; and hurricanes the 

scale of Katrina, Isaac and Sandy. The 

The Onslow Island, Ga., harbor dredge disposal area is managed by 

the U.S. Army Corps of Engineers Savannah District, in partnership 

with the U.S. Fish and Wildlife Service. 


Completion of a oneof-a-kind 

shore-protection 

structure will 

increase resiliency to 

flooding on Coney 

Island, N.Y. 

future is sure to present more—strong and volatile weather 

due to climate change, and what to do as our infrastructure 

continues to age. We will meet these challenges by preparing, 

protecting, modernizing and partnering with our stakeholders. 

By doing so, we will continue to protect the American people. 

Preparing for the Future 

The corps is the first line of defense against disasters and climate 

change. The work that the corps did to get communities 

back on their feet after Superstorm Sandy was incredible. To 

restore dunes and berms on identified beaches in Connecticut, 

Rhode Island, New York, New Jersey, Delaware, Maryland 

and Virginia, we placed enough sand to fill the Empire State 

Building 24 times. We also removed 475 million gallons of water—the 

equivalent of 720 Olympic-size swimming pools— 

from five subway tubes, two Amtrak tunnels and three of New 

York City’s primary roadways, including the longest coastal 

tunnel in North America. We rose to overcome these challenges, 

and we inspired other agencies and organizations that 

worked with us. 

When response transitioned to recovery, we were ready. We 

made sure shoreline project repair and restoration began as 

soon as possible. We identified a set of structural, nonstructural 

and programmatic measures to manage risk and promote 

resilience for approximately 31,000 miles of coastline, from 

New Hampshire to Virginia. 

Jo-Ellen Darcy became the assistant secretary 

of the Army (Civil Works) in August 

2009. She establishes policy direction and 

provides supervision of the Department of the 

Army functions relating to the U.S. Army 

Corps of Engineers’ Civil Works program. 

Previously, she was the senior environmental 

adviser to the Senate Finance Committee 

and the senior policy adviser to the Senate 

Environment and Public Works Committee. She has a bachelor’s degree 

from Boston College and a master’s degree from Michigan State 

University. 

We are rebuilding in a way that addresses existing and future 

risks and vulnerabilities and promotes the long-term sustainability 

of communities and ecosystems. Extreme weather 

events are being factored into our planning, and we are pursuing 

innovative approaches to prepare communities for the impact 

of coastal storms. Resilience is a key factor in the design 

and construction of all civil works projects, accounting for sealevel 

rise, subsidence and increased storm frequency. 

Sustainability must be key when preparing for the future. 

By fiscal 2025, we will increase renewable energy by 25 percent 

of agency total consumption; reduce greenhouse gas 

emissions by 20 percent; and reduce greenhouse gas emissions 

from agency nontactical vehicles by 30 percent. 

For four years now, we have executed an internal Sustainability 

Awards Program to recognize and reward excellence for 

helping us reach our sustainability goals. Winners are selected 

in six categories; all go on to compete in the annual GreenGov 

Presidential Awards program. In the past two years, the corps 

has received three such awards. 

Protecting for the Future 

We are also restoring and protecting our nation’s waters for 

the future. In a historic step to protect the clean water that 

Americans depend on, in spring 2015 the Army and the Environmental 

Protection Agency finalized the Clean Water Rule, 

clarifying what waters are protected under the Clean Water 

Act. The rule is based on sound science and public input and 

is consistent with the law and Supreme Court rulings. 

We are also protecting by restoring ecosystems. The Obama 

administration has invested $2.2 billion in Everglades restoration. 

Of this total, $985 million has been invested by the 

corps. The 18,000 square miles is the largest restoration project 

in the world, and there have been 10 groundbreakings of 

ecosystem restoration projects since 2009. By restoring more 

natural flows through the Everglades, we will help mitigate 

the impact of climate change by recharging aquifers and preventing 

saltwater intrusion. 

In advance of congressional appropriations, the corps has 

worked alongside our partner, the South Florida Water Man- 


agement District, and has not let bureaucracy slow us down. 

Together we are re-examining completed corps projects with 

designs that did not address climate changes, and we are updating 

the Central and South Florida projects with the new 

sea-level-rise projection. 

We updated the system protecting New Orleans as well, 

factoring in 50 years of sea-level rise. Since Hurricane Katrina, 

the corps has provided New Orleans with the highest level of 

risk reduction in its history with the Hurricane and Storm 

Damage Risk Reduction System. To date, we have spent 

$12.6 billion, making sure New Orleans is protected for the 

next climate event. 

The Los Angeles River is the backbone of an 870-squaremile 

watershed. It once anchored a system of riparian and 

freshwater marsh habitat that carried seasonal rains and subterranean 

flows across the coastal plain to the Pacific Ocean. Over 

time, a cycle of urban development, flooding and channelization 

has diminished aquatic and riparian habitat, reduced plant 

and wildlife diversity, and disconnected the river from its historic 

floodplain and nearby significant ecological zones. 

This past year, the chief of engineers signed a report recommending 

the ecosystem restoration of an 11-mile stretch of 

the river from Griffith Park to downtown Los Angeles. The 

plan includes restoration of habitat within 719 acres within 

and adjoining the river. 

This year we also made significant progress toward the critical 

restoration of the ecosystem of Puerto Rico’s Caño Martín 

Peña, a 3.5-mile-long natural tidal channel located in the 

heart of the San Juan Bay Estuary that provides a vital connection 

between the San Juan Bay and the San José Lagoon. Debris 

accumulation and the encroachment of housing and other 

structures in recent years have prevented water from flowing 

properly through the canal, significantly degrading the lagoon’s 

natural habitat. In addition, untreated sewage entering 

the canal cannot be flushed out. Heavy rainfall causes this 

contaminated water to infiltrate adjacent communities, posing 

serious health threats. 

The restoration involves dredging approximately 2.2 miles 

of the eastern end of the canal. This will provide significant 

ecosystem restoration benefits that protect adjoining communities 

from the future effects of climate change. 

Without federal assistance, it was expected that the Caño 

Martín Peña would continue to deteriorate, resulting in a 

complete blockage of the canal. We will restore this aquatic 

ecosystem with our partners, the Commonwealth of Puerto 

Rico and the Corporacion del Proyecto ENLACE del Caño 

Martín Peña. 

Modernizing for the Future 

In September 2015, the corps updated the 1988 handbook 

Synchronizing Environmental Reviews for Transportation and 

Other Infrastructure Projects, also known as Red Book. It was 

originally written to promote effective and efficient interagency 

coordination for the National Environmental Policy 

Act and other regulatory reviews, and provide a means for 

concurrent reviews. The update improves and modernizes synchronization 

by providing information to facilitate more widespread 

adoption of the concurrent review practice. 

The corps also looked to the future by modernizing our 

SMART Planning program. We have implemented this more 

time-efficient and cost-effective upgrade that will eventually 

be an agencywide standard. 

In late 2011, the Obama administration launched the “We 

Can’t Wait” Federal Infrastructure Projects Dashboard, which 

Clean water for 

native wildlife and 

local residents is the 

goal of work on the 

Caño Martín Peña 

natural tidal channel 

in Puerto Rico. 


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Jo-Ellen Darcy, assistant secretary of the Army 

for civil works, and Col. John G. Buck, commander 

of the U.S. Army Corps of Engineers Seattle 

District, meet with Puget Sound member tribes 

in the Pacific Northwest. 

tracks the federal permitting and environmental 

review process for expedited 

high-priority infrastructure projects— 

projects that will create a significant 

number of jobs, have necessary funding, 

and where the steps remaining before 

construction are within the control and 

jurisdiction of the federal government. 

The Charleston Harbor Deepening 

Study is an example of success with both 

the administration’s expedited We Can’t 

Wait initiative and SMART Planning. 

The original estimated time and cost for 

the study and associated environmental 

reviews and permits were more than 

seven years and $20 million. The corps’ new planning process, 

along with close collaboration with state and federal partner 

agencies, cut that timeline and cost nearly in half, to four years 

and around $11 million. 

Looking to the future, to keep our nation competitive, the 

corps has been deepening ports to accommodate the larger 

ships that will be traveling through an expanded Panama 

Canal. Of the eight corps projects listed on the We Can’t 

Wait dashboard, five of them are ports: Miami Harbor, New 

York/New Jersey Harbor, Charleston Harbor Post-45 Deepening 

Study, Savannah Harbor Expansion Project, and Jacksonville 

Harbor (Channel Deepening Study). All these portrelated 

activities were to be completed in the summer of 2016. 

Partnering for the Future 

Partnerships and leveraging relationships and resources are 

critical for success in the future. We have fostered, strengthened 

and expanded on our partnerships with communities, 

tribes, states and stakeholders. 

One example of a fulfilling partnership is the Veterans Curation 

Program, which was created by the corps in 2009 at labs 

in Alexandria, Va.; St. Louis; and Augusta, Ga. This innovative 

program has helped over 200 veterans of all services gain a 

variety of new skills. Over 150 have since found permanent 

employment or enrolled in university and certificate programs. 

The veterans spend five months learning modern archiving 

techniques including processing, photographing, rehabilitating 

and rehousing prehistoric and historic artifacts ranging from 

stone tools and projectile points to pottery sherds, clay smoking 

pipe pieces and military insignia that have been discovered by 

archaeologists at more than 400 corps projects over the last 

century. The Veterans Curation Program demonstrates the 

corps’ and this administration’s commitment to and long-term 

investment in veterans, partnerships and historic preservation. 

In the summer, a new lab was to open on the Colville Reservation 

in Washington state. The corps, in partnership with the 

Confederated Tribes of the Colville Reservation, is creating a 

tribal Veterans Curation Program that will employ Native 

American veterans. They will process the Chief Joseph Dam 

archaeological collections, which are significant to the tribe 

and the corps. 

We have a constitutional federal trust responsibility to 

tribes. Federal agencies strive to protect Indian rights and people 

from adverse impacts of our programs, projects and activities, 

and ensure that Indian nations are given opportunities to 

participate in, and receive the benefits of, federal water resources 

programs. 

The corps recognizes and respects the reserved rights of the 

tribes and our obligation to consult whenever our actions may 

impact tribal rights, interests and culture. We will continue 

our meaningful partnership and collaboration with the tribes 

of this nation. 

Our relationship grows stronger with our district and division 

tribal liaisons. The Tribal Liaison Program has helped us 

meet our federal trust responsibility. A Tribal Nations Community 

of Practice has been established in the Albuquerque, 

N.M., district so corps employees can share information and 

expertise across the organization with the goal of fulfilling federal 

trust responsibilities. 

For example, this year the Albuquerque District and Zia 

Pueblo entered into a watershed assessment. The assessment 

will address the public concerns expressed by the Pueblo including 

habitat degradation, water availability and agricultural 

uses, and sedimentation and erosion problems within 

the Jemez River watershed. 

We continue to consistently deliver innovative, resilient, 

risk-informed solutions to the nation’s most complex water resource 

challenges. Through preparation, protection, innovation, 

modernization and partnerships, we will continue to reduce 

flood risks to communities, provide the world’s most 

reliable marine transportation system and restore aquatic 

ecosystems, all adding value to this great nation. ✭ 


U.S. Army Forces Command 

Efforts Still Expanding to 

Meet Land Force Needs 

By Gen. Robert B. “Abe” Abrams 

Commanding General, 

U.S. Army Forces Command 

The U.S. Army Forces Command anticipates new 

opportunities this year to improve unit readiness; 

master warfighting fundamentals; strengthen leader 

development; and care for soldiers, Army civilians 

and families. As our units operate in today’s complex global 

security environment and compelling realities, our vision 

remains unchanged: Develop combat-ready and globally 

responsive units that are well-led, disciplined, trained and 

expeditionary that will win in a complex world. 

Readiness is, and will continue to be, our No. 1 priority. 

The 216,000 Regular Army soldiers of Forces Command 

(FORSCOM) are teamed 

with the nation’s 325,000 

Army National Guard and 

195,000 Army Reserve soldiers 

to remain the most 

powerful land force in the 

101st Airborne Division troops at the 

Joint Readiness Training Center, Fort Polk, La. 


Military police from the Mississippi Army National Guard during a multicomponent exercise at Fort Hood, Texas 

world. FORSCOM, as the Army’s force provider, prepares 

units from all three components to accomplish a wide range 

of missions. We are building on the accomplishments of 2016 

to win against the most lethal threats in the toughest conditions 

we might face. 

Readiness in 2016 

Our training focus is clear: We prepare for combined arms 

maneuver over extended distances involving complicated sustainment 

and Mission Command within complex operational 

environments against larger, near-peer, hybrid threats. From 

integration of fires—organic artillery and joint precision 

fires—to making live-fire exercises routine and conducting 

Mission Command on the move, FORSCOM training is 

reaching levels not experienced in the past decade. 

In 2016, we had a 32 percent increase in training ammunition 

expenditures and returned to pre-2001, full execution of 

our mandatory live-fire gate training strategy. The number of 

Gen. Robert B. “Abe” Abrams assumed 

command of the U.S. Army Forces Command 

in August 2015. Previously, he served as a 

senior military assistant to the secretary of defense, 

Washington, D.C., and was commanding 

general of the 3rd Infantry Division, 

Fort Stewart, Ga. During his 33 years 

in uniform, he has served in command and 

staff positions across the Army, joint and 

DoD community in Germany, the U.S. and Southwest Asia. He has 

commanded at every level from company through division, and deployed 

in support of Operations Desert Shield and Desert Storm, 

Iraqi Freedom and Enduring Freedom. He is a graduate of the U.S. 

Military Academy and holds master’s degrees from Central Michigan 

University and the U.S. Army War College. 

battalion level live-fire exercises, an important benchmark for 

combat arms units, is increasing each quarter. Our gated training 

strategy is a model that logically outlines training from individual 

soldier and crew level through collective training at 

the squad, platoon, company and battalion qualifications to 

ensure standards are met prior to progressing to the next level. 

Similarly, we are routinely integrating special operations 

forces (SOF) into our training. Doing so benefits all units, 

conventional and SOF, and offers increased opportunities for 

leader development. Importantly, we are institutionalizing 

how we include partner-nation forces, U.S. governmental 

agencies and other services’ warfighting capabilities as part of 

training events at brigade level and above, with the intent of 

sustaining our proficiency in wide area security tasks. 

We are expanding and adding rigor to the Army’s warfighter 

exercise program, which is the combined post exercise 

designed to train corps and division commanders and staff. 

These enhancements include incorporating cyber electromagnetic 

activities, SOF, Air Force combat air support, Mission 

Command on the move, and functional/multifunctional 

brigade participation. In the future, new terrain and shorter 

planning horizons will provide a training crucible for corps 

and division commanders and staff. 

Integration of Total Force 

To completely fulfill the nation’s need for land forces to 

conduct missions around the world requires all three components: 

the total force. Units of the Army National Guard and 

Army Reserve are mobilized, integrated with Regular Army 

units and deployed. Preparation begins well before deployment 

and involves support from all parts of the Army. 

To ensure full integration of these forces, commanders capitalize 

on a number of initiatives and programs that impact 

training in positive ways. First, we have established two im- 


portant arrangements between the Regular Army and the reserve 

components: the Total Force Partnership Program and 

the Associated Units Pilot. The Total Force Partnership Program 

establishes partnerships promoting informal leader development, 

sharing training opportunities, fostering integrated 

training and sharing lessons learned. It is paying readiness dividends. 

Our vision for the program is that units achieve a level 

of partnership that causes delineation between components to 

become indistinguishable at the partner-unit level. 

This year, the Total Force Partnership Program leveraged 

component-neutral use of training resources and equipment. 

One example was this summer’s training exercise at Fort Hood, 

Texas, for the 155th Armored Brigade Combat Team, Mississippi 

Army National Guard. Instead of shipping its M1 tanks, 

Bradley fighting vehicles and support equipment to Texas for 

the training, it used those of a 1st Cavalry Division armored 

brigade combat team that was deployed to Korea. This approach 

saved $3.5 million in transportation expenses, strengthened 

trust and understanding between units of two components, 

and demonstrated the validity of our total force approach. 

Ten FORSCOM units are participating in the much more 

formal Associated Units Pilot beginning this year. This pilot 

is a multiyear test of effectiveness in employing an associated 

unit strategy to increase readiness in Regular Army, Army 

National Guard and Army Reserve formations while promoting 

better total force integration. The key to success for the 

pilot is the relationship of the associated unit to the gaining 

unit, which will now review and approve their training program 

and all readiness reports. 

Other innovative features of the Associated Units Pilot include 

increasing the number of annual training days and combat 

training center rotations for these select Army National 

Guard units and personnel exchanges. We are identifying 

other opportunities to maximize leader development and integrate 

training among the components. 

The Total Army trains, deploys and fights together as one 

team. For example, this year a Regular Army armored brigade 

combat team, Army National Guard infantry brigade combat 

team and a Regular Army combat aviation brigade are missioned 

for the NATO Response Force. These total force capabilities 

have reinforced the U.S. European Command’s assigned 

forces to expand partner-nation capacity, reassure 

allies and deter aggression. 

In yet another example of total force employment, elements 

of a Regular Army and Army National Guard infantry 

brigade combat team continue to accomplish the Kosovo 

Force mission in the Balkans. We continue to seek other opportunities 

to leverage the total force integration in support of 

combatant commands. 

Opportunities for 2017 

To meet the requirements of training for the conduct of operations 

in the future, we are implementing a number of important 

enhancements. We have developed a balanced training 

strategy with strong linkage among home station; the 

combat training centers at Fort Irwin, Calif., and Fort Polk, 

La.; and joint exercises within the U.S. and in other countries. 

This strategy provides our units the opportunity to hone the 

Staff Sgt. Daniel 

Dalton of the 4th 

Infantry Division 

trains in Kosovo. 


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warfighting skills necessary to 

fight and win in combat. 

An example is the first Sealift 

Emergency Deployment 

Readiness Exercise in 15 years. 

This featured a brigade combat 

team from the 101st Airborne 

Division (Air Assault) 

completing its home station 

training and then deploying 

for its combat training center 

rotation. The brigade combat 

team deployed its equipment 

from the U.S. East Coast; 

conducted reception, staging 

and onward movement of the 

brigade from a Texas port into 

the Joint Readiness Training 

Center at Fort Polk; and 

seamlessly engaged the worldclass 

opposing force in a successful 

training experience. 

The realities brought about 

by the reduction in number 

of Army soldiers and accompanying 

force structure, coupled 

with the necessity of 

making every training dollar 

count, require a mindset change within our units. It is no 

longer acceptable for a unit that is deployed for missions 

other than combat to return in a degraded readiness posture. 

Preservation of readiness while deployed allows units to 

achieve required readiness quickly for follow-on missions or 

contingencies. 

At our installations, we are investing in training enablers 

that create the most realistic and relevant training possible 

despite reduced budgets. By incorporating the latest virtual, 

constructive and gaming technologies and coupling them 

with live training, our units are achieving the required level of 

readiness to accomplish missions across the full range of military 

operations. Units are regaining their operational expertise 

in combined arms maneuver, the most important tenet in our 

doctrine and the most complicated to master. 

Even as we continue to develop ready and responsive forces 

today to meet the nation’s requirements, FORSCOM is forging 

a strong partnership with the U.S. Army Training and 

Doctrine Command to support planning for the Army of 

2025 and preparing for the readiness demands of tomorrow. 

This partnership includes codifying mechanisms and processes 

to ensure the voices of the operational commanders in the 

field are heard in matters such as developing operational concepts, 

establishing operational requirements for materiel acquisition, 

and writing doctrine. 

Future Opportunities 

FORSCOM’s soldiers and Army civilians are implementing 

policies that support and enable sustainable readiness, and applying 

and promulgating the lessons learned over the last 18 


Members of the 173rd Airborne Brigade in Italy 

months. Sustainable readiness is resulting in increased efficiency 

while simultaneously supporting our training focus and 

strategy. It is not about being ready for a specific time; it is 

about being ready all the time. Every part of the Army—institutional, 

industrial and operational, including the Army service 

component commands—has a major role in ensuring the success 

of sustainable readiness and maximizing readiness in units. 

In 2017, we will build on our effort to advance the readiness 

of the total force. This includes training integration 

through the partnership program, effective premobilization 

training, and efficient post-mobilization training of reserve 

component units. 

We have work to do in partnering all our functional and 

multifunctional brigades while continuing to promote success 

within the combat and enabling formations. We will intensely 

manage the Associated Units Pilot to produce the 

data and lessons learned that are needed to make a decision in 

2018 or 2019 on how to adapt, codify and possibly expand 

the program. We will increase the total number of combat 

training center rotations; implement the Objective T training 

standard; sustain the focus on fundamentals; and leverage exercises 

to sustain readiness. 

The outstanding men and women who defend our nation, 

and the families supporting them, remain America’s most 

valuable asset. They are resilient and dedicated to accomplishing 

whatever mission they are given. While many challenges 

remain, our effort ensures that FORSCOM will continue 

to provide the world’s best led, trained and ready 

soldiers, supported by caring families, to accomplish the mission 

as a total force in support of the nation. ✭

U.S. Army Training and Doctrine Command 

‘Army’s Architect’ Adapts for 

Current and Future Success 

By Gen. David G. Perkins 

Commanding General, U.S. Army 

Training and Doctrine Command 

Few things are more challenging for the Army than 

being ready to fight today while simultaneously 

preparing for an unpredictable, constantly changing 

future. The evidence of these two competing requirements 

is all around us, as the Army works to regain 

combined arms maneuver proficiency after 

focusing on counterinsurgency operations 

in Iraq and Afghanistan, all the 

while remaining heavily engaged in both 

those places and several others. 

The inherent tension between present 

requirements and future demands is very 

real. We continue to fight with aging 

equipment while technology rapidly 

advances and declining budgets hamper 

our attempts to modernize. While we 

balance future requirements against current 

A soldier’s aim is observed during basic combat training at Fort 

Jackson, S.C. 


Sgt. Zachary Howard of the 4th 

Battalion, 17th Infantry Regiment 

operates a pocket-sized drone 

during testing at Fort Bliss, Texas. 

readiness, the world gets more unstable as our competitors focus 

on ways to develop regional advantages by increasing their 

own military capabilities. In a world filled with risk, however, 

our fellow citizens expect their Army to be ready to fight and 

win at any time, whether today or 25 years from now. Meeting 

these expectations is the primary mission of the U.S. 

Army Training and Doctrine Command (TRADOC). 

Past Informs Future 

TRADOC thinks about the future in ways informed by, but 

not captive to, past experience. Moreover, knowing that any 

unwise investments in our people, organizations or materiel are 

not easily reversed requires that we expend tremendous time 

and effort on better understanding the future environment, so 

as to clearly identify the myriad challenges we will confront one 

day. TRADOC’s unique capacity to provide context and perspective 

on these challenges gives us a crucial role in thinking 

through the long-term effects of today’s decisions as well as 

Gen. David G. Perkins assumed duties as the 

commander of U.S. Army Training and Doctrine 

Command in March 2014. Previously, 

he served as commander of the U.S. Army 

Combined Arms Center, Fort Leavenworth, 

Kan. He also served as the commanding general 

of the 4th Infantry Division (Mechanized) 

and brigade commander of the 2nd 

Brigade, 3rd Infantry Division (Mechanized) 

during the invasion of Iraq; deputy chief of staff for strategic effects for 

Multi-National Forces-Iraq; deputy chief of staff for operations for 

U.S. Army Europe; and special assistant to the speaker of the U.S. 

House of Representatives. A 1980 graduate of the U.S. Military Academy, 

he holds master’s degrees from the U.S. Naval War College and the 

University of Michigan. 

helping the chief of staff of the Army 

and Army Staff balance current readiness 

with future force requirements. 

TRADOC takes a balanced approach 

to the demands of today and tomorrow, 

continuing to provide readiness today 

while preparing the future Army to win 

decades from now. We do this job in the 

full realization that at any moment, the 

Army must be ready to act anywhere on 

the globe, across the entire range of military 

operations. Our perspective, therefore, 

must be equally broad. Getting the 

big issues “about right” prevents us from 

making mistakes from which we cannot 

easily recover. Our approach maximizes 

options and flexibility for our civilian 

leadership, ensuring we can adapt for 

success in a world full of surprises. 

There are many ways TRADOC does 

this right now. One of these is by ensuring 

we have the right doctrine for the operational 

environments in which we expect 

to fight. TRADOC is revising Army 

Doctrine Publication 3-0: Unified Land Operations, and Field 

Manual 3-0: Operations, to ensure the Army is prepared to win 

in an unpredictable, constantly changing world. One of the big 

ideas we are exploring is the operational concept of multidomain 

battle, which recognizes the inherently joint requirements of the 

interconnected air, land, maritime, space and cyber domains. 

The Army must aggressively operate in all of those domains 

if we are going to play a significant role enabling joint combined 

arms maneuver. Put simply, Army forces will maneuver 

to positions of relative advantage and project power across all 

domains to ensure joint force freedom of action. We will do 

this by integrating joint, interorganizational and multinational 

capabilities to create windows of domain superiority to enable 

joint force freedom of maneuver. Joint commanders will then 

exploit those windows of superiority by synchronizing crossdomain 

fires and maneuver to achieve physical, temporal, positional 

and psychological advantages. 

Army forces serving as part of the land component will set 

conditions for air, maritime, space and cyber operations, while 

operators in those domains will do the same for land forces. 

The interconnected nature of the world demands interconnected, 

joint solutions that create multiple dilemmas for enemies 

focused on single solutions such as anti-access/area denial 

or elaborate integrated air defense systems. 

While no other armed forces “do joint” like we do, there is always 

room for improvement. Multidomain battle will make us 

even more effective, with the added benefit of increasing our 

ability to deliver deterrence with conventional forces. In the long 

run, we’ll need to design a force optimized for such operations. 

As the architect of the Army, TRADOC is tasked with envisaging 

the future environment so as to identify capability gaps, analyze 

potential solutions and then determine requirements. To assist 

in this task, we introduced the Army Warfighting Challenges 

as part of the Army Operating Concept in 2014. These challenges 


provide an analytical starting 

point that acts as a forcing 

mechanism for an integrated, 

broad-based approach to our 

future force development. As 

such, the challenges are helping 

us focus on the big problems 

the Army needs to solve. 

Employing Total Army 

To ensure we are developing 

coordinated and effective 

solutions, we are also employing 

every part of the 

Army—across all three components—to 

help solve them. 

As leaders take on the task of 

working through issues affecting 

readiness, modernization 

and leader development, 

we are encouraging them to 

use the think-learn-analyzeimplement 

paradigm. Such 

an approach helps to structure 

our thinking and make the best use of scarce resources— 

particularly time. As a result of this methodology, and by placing 

an emphasis on completing the learning and analysis well 

before implementation, we are finding out what works and will 

not work early in the development process. 

In effect, the Army is learning that if something is not going 

to work, it is best to “fail fast and cheap.” By avoiding the 

slow, expensive failures of the past, we are saving money and 

time but most importantly, we are hastening the process of 

improved systems and doctrine finding their way to the field. 

To help build the future Army, TRADOC is managing a 

collaborative effort across the operating and generating forces, 

the joint community, industry and academia. Together, we are 

moving forward on overcoming the capability gaps already revealed 

by ongoing analysis of the warfighting challenges. This 

is, of course, a dynamic process, and TRADOC is continuously 

updating force development plans as resources, threats and 

technologies change. 

Moreover, we are employing new learning activities such as 

the Army Warfighting Assessment, Pacific Pathways and the 

New Generation Warfare Study as well as previously existing 

events including Unified Quest, Unified Challenge and the 

Network Integration Evaluation to generate analysis informed 

by realistic environments. 

The Army Warfighting Assessment provides a demanding 

environment in which Army units can test proposed solutions 

to the warfighting challenges on a scale not easily replicated 

anywhere else. Pacific Pathways, an extension of the Army 

Warfighting Assessment conducted by U.S. Army Pacific, assesses 

our capabilities within the framework of the Army Operating 

Concept in the U.S. Pacific Command area of responsibility. 

Future assessments will continue to develop 

solutions to the warfighting challenges as well as the concerns 

of our Army service component commands. 

Sprinting toward the finish of a 

regimental run at Fort Knox, Ky., 

are cadets with Bravo Company, 

9th Regiment Advanced Camp. 

To lend structure to this enterprise, the capabilities required 

by the future force are being binned into categories—the Big 6 

Plus 1 Capabilities. It is crucial to note that these proposed 

capability enhancements are not centered on materiel or the 

acquisition of new systems. Rather, they require input from 

across doctrine, organization, training, materiel, leadership 

and education, personnel, facilities and policy as part of a 

comprehensive strategy. Two recent examples of this new approach 

are our ongoing collaboration with joint partners on 

the Strategy for Robotics and Autonomous Systems and the 

Combat Vehicle Modernization Strategy. 

The Combat Vehicle Modernization Strategy is part of the 

overall Army Modernization Strategy, informed by the Army 

Operating Concept. It outlines near-, mid- and far-term priorities 

for brigade combat teams to ensure they possess the necessary 

mobility, protection and lethality we require in each type 

of formation. It will drive specific combat vehicle modernization 

plans by providing risk-based priorities that allow for the 

ebb and flow of resources, lessening the possibility that critical 

programs lose funding. Prioritization based on risk makes decisions 

about materiel solutions easier and more consistent. 

The Right People 

It is important to remember, however, that balancing readiness 

and building the future force both require more than 

good equipment. They require the right people. 

The U.S. Army Recruiting Command and the U.S. Army 

Cadet Command continue to provide the Army its most precious 

resource: people. To ensure this invaluable resource is 

prepared for the challenges ahead as well as to adapt the force 

to the opening of all combat arms jobs to women, TRADOC 

instituted the Soldier 2020 initiative. The cornerstone of this 

initiative is a gender-neutral Occupational Physical Assessment 

Test developed by TRADOC’s Center for Initial Mili- 


tary Training. This test assesses a recruit’s physical fitness 

prior to initial military training and, when coupled with a recruit 

or candidate’s general technical score, allows the Army to 

“best match” the right person to the right job. Our goal is to 

reduce attrition as well as improve the success rate of new soldiers—regardless 

of gender—by ensuring they can perform 

the physical and mental tasks associated with their jobs. 

This year, the ROTC celebrated its 100th birthday. During 

the century of its existence, ROTC has commissioned 

over 1 million officers for the U.S. armed forces. As ROTC 

continues to evolve, Cadet Command is enacting initiatives 

that are improving officer quality while strengthening its 

partnerships with the 275 colleges and universities that host 

Army ROTC programs. 

In the forefront of ROTC’s evolution is the Cadet Character 

and Leader Development Strategy. This strategy is based 

on a new curriculum and a revised Cadet Summer Training 

methodology, which employs advanced educational methods 

designed to prepare cadets for the challenges of an increasingly 

complex world. 

Train, Educate 

All soldiers and officers entering the Army attend initial 

military training at one of eight centers of excellence across the 

Army under the direction of the Center for Initial Military 

Training (CIMT). They undergo CIMT’s recently revised 

Basic Combat Training Program. While all that was good in 

the original training program remains, an additional focus has 

been placed on Army Values, the arms profession, adaptability, 

and the employment of a more holistic approach to health 

and fitness. Not resting on its laurels, CIMT is also in the developmental 

stage of a Combat Readiness Test that will assess 

soldiers’ physical ability to execute the mission-essential tasks 

associated with their duty position. 

CIMT is also dealing with the fact that the already significant 

cognitive demands placed on soldiers are increasing 

across the range of military operations. 

Unfortunately, training methods and experiences 

from previous conflicts alone 

will not adequately prepare the Army for 

success in the emerging security environment. 

As such, we are concentrating 

on three items to mitigate future risk: 

■ Leader development: If people are 

going to continue as our asymmetrical 

advantage, then leader development 

must remain the Army’s core task. 

Through the Army Leader Development 

Strategy and Army Leadership Requirements 

Model, TRADOC has charted 

the course. To make it work, we all must 

take passionate ownership of leader development 

at every level, from general officer to sergeant. To 

help leaders, who remain responsible for subordinate development, 

the Center for Army Leadership is exploring ways to 

improve the tools associated with the Leader360, Unit360, and 

the Leader Behavior Scale 2.0. The results from this study will 

be used to enhance the quality of feedback provided through 

the Multi-Source Assessment and Feedback model. 

■ Institutional agility: In addition to changes in training 

and education programs, we are also making Army doctrine 

more dynamic. By sharing knowledge between the Army’s operating 

and generating forces, particularly through our centers 

of excellence, TRADOC is accelerating the incorporation into 

doctrine of lessons learned, changes in the operational environment, 

force structure modifications, technology advancements 

and changing social mores. Moreover, as a result of improvements 

in our mechanisms for refinement and feedback, 

we are also getting better at capturing the essential information 

necessary for keeping our doctrine relevant. 

■ Realistic training: TRADOC will continue to make training 

across the Total Army more realistic, using organizations 

designed for that very purpose. The Center for Army Lessons 

Learned and the Asymmetric Warfare Group collect the most 

recent information available from operations around the world 

and share rapidly across the force as individual products and 

through the centers of excellence that touch all parts of the 

Army. TRADOC, via the Combined Arms Center-Training 

directorate, will continue to provide the training aids, simulations 

and other forms of support to the operational force necessary 

for the kind of training necessary to win in the unforgiving 

crucible of land combat. Much, if not most, of TRADOC is 

engaged in generating realistic training every single day. 

Contributing readiness and preparing the Army for the future 

are what TRADOC is for. By designing, accessing, training 

and constantly improving our Army, TRADOC is purpose-built 

to create readiness today while preparing our Army 

for the unpredictable and constantly changing future. ✭ 

Ranger students including Capt. Kristen Griest 

train at Fort Benning, Ga., in April 2015. 


U.S. Army Materiel Command 

How to Sustain 

the U.S. Soldier 

By Gen. Dennis L. Via 


U.S. Army Materiel Command 

In the 15 years since the terrorist attacks on the World 

Trade Center and Pentagon indescribably changed the 

world as we knew it, the U.S. Army has evolved and 

adapted to meet the ever-changing needs and requirements 

of the 21st century. From budget spikes at the peak 

of conflict to budget cuts during times of 

fiscal uncertainty, from heavy deployments 

on fixed battlefields in Iraq to expeditionary 

forces battling the Ebola epidemic in West 

Africa, the Army has prevailed. 

As we maneuver in an increasingly complex 

global environment, leaders across the 

Army are laser-focused on assuring Army 

readiness. While the U.S. Army Forces 

Command ensures units are properly 

staffed and organized, and the U.S. Army 

Training and Doctrine Command ensures 

Soldiers ready a convoy at Military Operation Terminal-Sunny Point, N.C. 


A 3rd Infantry Division 

soldier inspects 

vehicle parts in 

Germany. 

soldiers are recruited and trained, it’s the U.S. Army Materiel 

Command (AMC) that ensures our formations are always 

well-equipped and sustained. By providing every piece of 

equipment as well as all the clothing, gear and food that soldiers 

require, AMC guarantees that U.S. soldiers remain the 

best-equipped fighting force in the world. 

Providing Materiel Readiness 

Above all, AMC provides materiel readiness to the joint 

force and supports unified land operations. As the Army’s 

lead materiel integrator, AMC ensures U.S. forces have the 

combat-ready equipment needed to execute their mission. 

While AMC continues to receive, store, maintain and issue 

Army prepositioned stocks across the globe, this year also saw 

the expansion and growth of activity sets. These are strategically 

positioned sets of equipment that rotational units can 

Gen. Dennis L. Via became the 18th commanding 

general of U.S. Army Materiel 

Command (AMC) in August 2012. Before 

that, he served as the AMC deputy commanding 

general, and he deployed to Kuwait 

to oversee the retrograde of equipment and 

materiel out of Iraq at the conclusion of Operation 

New Dawn. He has served in numerous 

command positions, including commanding 

general, Communications-Electronics Command and Fort 

Monmouth, N.J.; 5th Signal Command, Mannheim, Germany; 

Third Signal Brigade, III Armored Corps, Fort Hood, Texas; and 

82nd Signal Battalion, 82nd Airborne Division, Fort Bragg, N.C. 

He was commissioned in 1980 after graduating from Virginia State 

University and later earned a master’s degree from Boston University. 

He is a graduate of U.S. Army Command and General Staff 

College and U.S. Army War College. 

quickly draw for use in training and exercises. 

In close coordination with the Army G-4 and combatant 

commands, we are in various stages of developing activity sets 

in every combatant command from Africa to Europe to the 

Pacific. Prepositioned stocks and activity sets provide commanders 

and units the flexibility and speed to respond to contingencies, 

train with allies and participate in multinational 

exercises, significantly strengthening international partnerships 

and relationships. 

AMC’s security assistance enterprise also shapes the operational 

environment and builds partner capacity in support of 

combatant command engagement strategies. Through foreign 

military sales, AMC provides our allies with a “total package” 

of equipment, spare parts, training, publications, technical documentation 

and maintenance support. With 38 teams in more 

than 20 countries, AMC’s U.S. Army Security Assistance 

Training Management Organization conducts training with 

allies, ensuring their ability to repair and maintain equipment 

and ultimately, operate jointly with U.S. forces on the battlefield. 

Through foreign military sales and other security assistance 

initiatives, AMC works to increase interoperability with 

allies, providing a solid foundation and lines of communication 

for U.S. military participation in joint training and exercises. 

In addition to on-site support to the combatant commands, 

AMC is working to integrate and synchronize logistics 

activities across the Army. The materiel common operating 

picture integrates data from authoritative sources to 

visualize warfighter materiel requirements and provide materiel 

sourcing recommendations to commanders. This system 

also has enabled commanders to gain predictive readiness 

and an unmatched view of materiel across their units. 

At home station, AMC’s 79 logistics readiness centers support 

soldiers by providing logistics, munitions, transportation, 

and supply support and services to our continental U.S.-based 


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forces at Army posts, camps and stations. Continued modernization 

efforts have yielded state-of-the-art facilities across 

the logistics readiness centers. From the modernized, more 

efficient central issue facility at Fort Sill, Okla., to the new, 

tailor-made subsistence supply management office at Fort 

Bragg, N.C., upgraded logistics readiness facilities are managing 

installationwide logistics and sustainment support, providing 

a single hub on the installation for soldier and unit access 

to the Army sustainment base. 

Each year, we mature our role as lead materiel integrator, 

improving our ability to provide predictive readiness to 

warfighting formations to better plan for future operations. 

Through enhanced capabilities and systems such as the logistics 

information warehouse and decision support tool, we effectively 

provide materiel managers visibility of future and 

known requirements. AMC remains the readiness instrument 

for joint, interagency, intergovernmental and multinational 

synchronization of materiel support. 

Mission Command Alignment 

To optimize life cycle sustainment, better support the 

Army chief of staff’s top priority of readiness, and posture the 

command for the future, we initiated a Mission Command 

alignment in February. It includes two major initiatives: empowering 

life cycle management commands to provide portfolio-based 

sustainable readiness; and strengthening the U.S. 

Army Sustainment Command as AMC’s single entry point 

for synchronizing, integrating and prioritizing readiness capabilities 

across the Army at the installation level. 

To strengthen the portfolio-based approach, three research, 

development and engineering centers and three contracting 

centers realigned operational control under their respective life 

cycle management command (LCMC). The Aviation and 

Missile Command LCMC gained operational control over 

the Aviation and Missile Research Development and Engineering 

Center and the Redstone Contracting 

Center at Redstone Arsenal, 

Ala. The Communications-Electronics 

Command LCMC gained operational 

control over the Communications-Electronics 

Research, Development and Engineering 

Center and Aberdeen Proving 

Ground Contracting Center at Aberdeen 

Proving Ground, Md. And the Tankautomotive 

and Armaments Command 

LCMC gained operational control over 

the Tank Automotive Research, Development 

and Engineering Center and 

Warren Contracting Center at Detroit 

Arsenal, Warren, Mich. 

These realignments empower LCMC 

commanders to establish and manage 

Army priorities and resources within 

their respective portfolios. Life cycle 

management commands will be better 

optimized at a single point for cradle-tograve 

sustainment—from acquisition, 

fielding, upgrades and maintenance to 

final disposition—significantly reducing costs and redundancies. 

These realignments also provide industry and corporate 

leaders with consistent and direct access to an Army senior 

leader to address issues and concerns, and facilitate coordination 

within the respective portfolios. 

To further solidify a single AMC “face-to-the-field,” Sustainment 

Command gained tactical control over contracting 

support brigades and logistics assistance representatives. The 

alignment provides brigade combat team commanders with a 

single point of entry into AMC’s portfolio of capabilities, increasing 

the command’s responsiveness to warfighter needs 

and requirements while leveraging the contractor oversight 

and expertise of the U.S. Army Contracting Command. 

Across AMC’s expansive portfolio of capabilities that include 

contracting, research and development, and maintenance 

and reset, AMC provides cradle-to-grave life cycle 

management and sustainment. 

Ensuring Advantage 

Soldiers must always be equipped to fight and win decisively, 

despite facing uncertain environments and ever-changing 

global threats. AMC ensures this decisive edge through a 

comprehensive science, technology, research and development 

program that represents 75 percent of the Army’s total 

annual investment. 

This year, AMC launched an innovation campaign to 

strengthen synergy and transformation across the science, 

technology, research and development spectrum. The campaign 

is a proactive initiative to facilitate evaluation, feedback 

and collaboration across the larger materiel enterprise. 

Through a series of innovation summits, the campaign will 

chart the course for future Army readiness in a time of reduced 

resources and increased operational complexity on nontraditional 

battlefields. These summits bring together our partners 

in industry and academia along with our teammates at Train- 

Scientists at the Edgewood Chemical Biological Center, Aberdeen Proving Ground, Md. 


At Corpus Christi Army Depot, Texas, 

workers reset and repair a UH-60 

Black Hawk. 

ing and Doctrine Command; 

Forces Command; and assistant 

secretary of the Army for 

acquisition, logistics and technology. 

The synergy created by 

this assembly will propel us to 

reach greater efficiencies, ideas 

and advancements. 

Fostering a culture of innovation 

will posture AMC and 

our Army for future success for 

the Force of 2025 and beyond. 

More than ever before, creativity 

and agility must permeate 

our everyday thoughts and 

processes. We remain resolved 

to lighten the logistics burden 

for soldiers and provide an unmatched level of survivability, mobility 

and lethality. We will continue to build upon the remarkable 

discoveries and improvements we’ve achieved over the last 

decade to protect soldiers. 

Organic Industrial Base 

With great efficiency achieved after decades—and, in some 

cases, centuries—of operations, the depots, arsenals and ammunition 

plants comprising the Army’s organic industrial 

base provide continuous readiness to the joint force. This base 

is a national security readiness insurance policy, responsive to 

every warfighter need by manufacturing and fabricating critical 

components, and modernizing and refurbishing equipment 

to build future combat readiness. 

As we reshape the Army after 15 years of war, a declining 

workload will require the Army and DoD to invest in the organic 

industrial base to ensure we maintain these critical and 

unique industrial capabilities and artisan skill sets. We have a 

tremendous opportunity to incite positive change across the 

organic industrial base to ensure its critical stance as a national 

treasure. 

In pursuit of that goal, we are aggressively optimizing the 

organic industrial base. Over the past decade, AMC invested 

approximately $2 billion in capital improvements across the 

enterprise in upgraded equipment and facilities. These enhanced 

capabilities and new technologies rival and even surpass 

what can be found in the private sector. 

This year also saw the implementation of Increment 2 of 

the U.S. Army Logistics Modernization Program, which 

brought unmatched automation to the manufacturing shop 

floor across the organic industrial base. This program is a true 

business transformation for our Army, providing greater accuracy, 

reliability and speed. It allows us to better deliver 

readiness in support of global operations, and AMC is advancing 

efforts to better manage one of the nation’s largest, 

fully integrated global supply chains—the U.S. Army’s. 

Developing the Workforce 

AMC’s dedicated workforce remains the cornerstone of 

everything we do; our people are our credentials and our most 

valued resource. AMC is actively recruiting the next generation 

of Army professionals through initiatives such as the program 

that pledges AMC commands and subordinate organizations 

will hire 1,000 interns each year for the next five years; and the 

program with historically black colleges and universities and 

minority-serving institutions to promote Army opportunities 

for diversity in science, technology, engineering and math. 

Meanwhile, through partnerships with the U.S. Army 

Combined Arms Support Command and Army Logistics 

University, we continue to develop and enhance the skills and 

abilities of Army civilians. Joint training and leader development 

programs with Army Logistics University provide the 

foundation for our logistics and sustainment enterprise. 

AMC remains committed to building and sustaining a professionally 

trained and ready workforce of flexible and adaptive 

leaders and multiskilled team members. 

With a presence in all 50 states and more than 140 countries, 

AMC remains a worldwide logistics powerhouse, developing 

and delivering global readiness to the joint force. Our 

role is absolutely critical as the Army transitions to a globally 

engaged, regionally aligned, expeditionary force while balancing 

readiness, end strength and modernization. 

We remain committed to providing responsive and reliable 

readiness solutions at the point of need for the current and 

future force. In close alignment with senior Army leaders, 

AMC will successfully face the challenges of the future and 

remain the premier provider of Army and joint readiness to 

sustain the strength of the nation—the soldier. ✭ 


U.S. Forces Korea 

Tensions Continue 

In Evolving Region 

By Gen. Vincent K. Brooks 

Commander, U.N. Command, 

Combined Forces Command 

and 

U.S. Forces Korea 

Northeast Asia remains a region of vital importance 

to U.S. national interests. It also is critical to global 

stability and prosperity, as its population of more 

than 1.6 billion accounts for nearly one-fifth of the 

world’s economy. It is home to three of the world’s most influential 

capitals in Seoul, Tokyo and Beijing, and contains 

a high concentration of military power with four of the 

world’s six largest militaries. At the center of this complex 

and dynamic regional security situation, the Korean Peninsula 

is Northeast Asia’s strategic key terrain. 

The region remains tense due to factors such as complex 

interdependence, a lack of 

Northeast Asian institutions 

to prevent conflict, and lingering 

historical animosities. 

But relationships are changing. 

The China-North Korea 

U.S. Air Force/Senior Airman Dillian Bamman 

U.S. and Republic of Korea soldiers carry a 

simulated casualty at Camp Bonifas, South Korea. 


Gen. Vincent K. Brooks, commander of U.S. and U.N. forces in the Republic of Korea, confers with his host nation’s top military officials in Seoul. 

Gen. Vincent K. Brooks assumed command 

of U.N. Command, Combined Forces Command 

and U.S. Forces Korea in April. He 

previously was commanding general of U.S. 

Army Pacific, and before that was commander 

of U.S. Army Central. Other past assignments 

include commanding general of the 1st 

Infantry Division and Fort Riley, Kan., as 

well as command and staff positions in the 

U.S., Germany, Korea, Kosovo and the Middle East. A graduate of 

the U.S. Military Academy, he has a master’s degree from the U.S. 

Army Command and General Staff College and an honorary doctor 

of laws degree from the New England School of Law, Mass. He also 

served as a national security fellow at Harvard University’s John F. 

Kennedy School of Government, Mass. 

relationship is at a low point, as North Korea continues to 

pursue objectives that may lead to conflict and instability. International 

sanctions, most notably U.N. Security Council 

Resolution 2270, condemn North Korea’s provocative research 

and development efforts and even China, as North 

Korea’s major trading partner, endorsed the sanctions and 

pledged to enforce them. 

The Republic of Korea (ROK) continues to maintain a 

strong relationship with the United States. This is reflected 

by popular sentiment in the ROK, where a vast majority support 

the continued U.S. military presence. The ROK’s relationship 

with China is improving after the perceived Chinese 

critical responses to nuclear and missile tests in early 2016. Its 

relationship with Japan continues to improve with seniorlevel 

dialogue, senior political and military visits, and support 

of trilateral ROK-U.S.-Japan cooperation. 

But the inter-Korean relationship has further soured, as 

both South and North Korea have pulled back from some efforts 

aimed at improving communications and cooperation, 

such as the shared economic activities of the Kaesong Indutrial 

Complex that were recently shuttered. The lack of willingness 

on the part of North Korea to discuss de-nuclearization 

is viewed by South Korea as insincerity in any calls for 

talks between the two countries. 

Japan’s decisions to take a more active role in its own defense 

and to participate in advancing global security are also adding 

to the changing environment. While these choices are viewed 

by many nations around the world as a positive development, 

some in China, the ROK and North Korea have been critical, 

as historical issues linger and hinder the development of trust. 

Adding another dimension to the changing environment is 

Russia, which has continued to expand its military presence, 

economic investment and diplomatic engagements to reassert 

its strategic interests in the region. Increasingly, Russia is 

seeking military cooperation with China. 

Hostility Continues 

While Northeast Asia has continued to grow in global significance, 

North Korea has chosen not to embrace this era of 

change. The Kim Jong Un regime instead creates and magnifies 

the tension on the Korean Peninsula and the region. It 

has not ceased its disturbing cycles and has continued to advance 

its asymmetric capabilities such as nuclear weapons, 

ballistic missiles and cyber competencies. Combined with its 

aging yet formidable conventional military force of approximately 

1 million active-duty troops, these capabilities enable 

provocative actions. 

This was demonstrated in August 2015 when North Korean 

land mines wounded two ROK soldiers. As tensions 

rose, observers noted the greatest risk of renewed hostilities 

since the early 1990s. Moreover, as few as 15 years ago, military 

planners assumed any conflict in Korea could be contained 

to Korea. This assumption is no longer valid. Today, 

such conflict on the peninsula that includes the interconnected 

nature of modern societies can quickly ripple across 

the region and the world. 


This risk and the region’s significance require a mechanism 

to enhance stability. To help alleviate this gap, the U.N. 

Command, Combined Forces Command and U.S. Forces 

Korea provide a strong presence and key resources that support 

security in both the ROK and Northeast Asia. While 

each has a distinct mission, they complement each other in 

deterring and defending against acts of aggression directed 

toward the ROK to help maintain regional stability. 

The U.N. Command, the oldest, was formed in July 1950, 

and its multinational troops fought relentlessly to end hostilities 

on the Korean Peninsula. The command’s mission has 

evolved from controlling combat operations with forces from 

16 different nations to maintaining the 1953 Korean 

Armistice Agreement. Today, U.N. Command Sending State 

officers are serving in the command’s Military Armistice 

Commission Secretariat at Yongsan, Panmunjom, and the 

western transportation corridor that links North and South 

Korea. They also are playing several key roles on the U.N. 

Command staff to support U.N. Command operations. 

Combined Forces Command, a combined-joint command, 

was established in November 1978 and serves as the heart of 

our U.S.-ROK military alliance. The command leads deterrence 

and preparations for the defense of the ROK as the primary 

combined warfighting command. It focuses on readiness 

through combined activities that promote a stable security environment 

fortified by the ROK-U.S. bilateral force. 

While current operational control during wartime is 

presently held by the U.S., necessary conditions for the transfer 

of this control to the ROK continue to emerge. Ultimately, 

the Combined Forces Command will shift to a ROK 

military lead when those conditions are met. 

U.S. Forces Korea’s mission is to provide trained and ready 

forces to the U.N. Command and Combined Forces Command 

for the defense of the ROK. As a subunified command 

of U.S. Pacific Command, it stands strong with 24,500 service 

members assigned to the peninsula within the Eighth 

U.S. Army, Seventh Air Force, U.S. Marine Corps Forces- 

Korea, Combined Naval Forces Korea and Special Operations 

Command-Korea. The U.S. forces are supported by 

more than 4,700 U.S. government civilians, 4,900 rotational 

forces and 12,300 ROK local national workers. All told, the 

U.S. Forces Korea strength is over 46,500 people. 

This joint command maintains a vigilant force ready to 

“fight tonight” to deter armed attack and, if needed, to defeat 

aggression. Greater reliance on rotational forces deployed to 

the Korean Peninsula under the command of U.S. Forces 

Korea continues to raise operational readiness. Concurrently, 

U.S. Forces Korea is overseeing a massive transformation that 

consists of base closings, major construction projects, and relocating 

forces into a new footprint. 

Ahead of the Threat 

As the threat from North Korea continues to evolve, the 

U.N. Command, Combined Forces Command and U.S. 

Forces Korea must do the same to preserve the armistice, promote 

regional stability and, if necessary, defend the ROK. 

We must continue to focus on multinational-combined-joint 

operations and training that include rotational forces and re- 

A 1st Cavalry Division 

soldier helps train 

a Korean Military 

Academy cadet at 

Rodriguez Live Fire 

Range, South Korea. 


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Moving vehicles is 

part of the U.S. Army 

relocation to the 

southern half of 

South Korea. 

stationing of our service members and civilians south of Seoul. 

This past year, operations and training as a multinationalcombined-joint 

force were highlighted by the annual Key Resolve 

and Ulchi Freedom Guardian/Foal Eagle exercises. 

These realistic training events tested the foundation of our 

combined staffs and rotational augmentees through crisis situations 

that required a unified effort to defend against and 

end simulated hostilities on the peninsula. These regular exercises 

help our alliance leaders become more adept to handle 

such situations and demonstrate our high level of readiness. 

Separate components have also benefited, as Eighth Army 

is now host to its third rotational brigade combat team in just 

over two years and also recently hosted a cavalry squadron and 

field artillery battalion. By training regularly with ROK 

troops, these forces continue to build regional competencies 

that enhance the overall U.S. Army force. Complementing 

Army rotations, Combined Naval Forces Korea supported 15 

naval exercises and 19 port visits to improve interoperability 

between the U.S. and ROK navies. 

III Marine Expeditionary Force and U.S. Marine Corps 

Forces-Korea executed Ssang Yong, a biannual combined 

amphibious exercise conducted with the ROK Navy and Marine 

Corps, Australian Army and Royal New Zealand Army 

to strengthen interoperability. Striving for the same interoperability, 

Seventh Air Force conducted a multitude of combined 

and joint exercises such as Max Thunder and Buddy 

Wing iterations. Accompanying the conventional components, 

Special Operations Command-Korea brought in elements 

from the 1st Special Forces Group (Airborne), the 

75th Ranger Regiment, U.S. Marine Special Operations 

Command and U.S. Navy SEALs to ensure ready, flexible 

and agile combined special operations capabilities. 

Relocating for Readiness, Efficiency 

After years of coordination and hard work between the 

U.S. and the ROK, the program to relocate the majority of 

U.S. forces to areas in the southern half of South Korea is 

nearing completion. The transformation and relocation program 

will enhance alliance readiness for stability on the Korean 

Peninsula through increased efficiencies and consolidation 

of services. The majority of new facility construction at 

Camp Humphreys will be finalized this year, and the majority 

of unit relocations will occur through 2018. 

As a sign of progress, Combined Naval Forces Korea relocated 

from Seoul to Busan in July 2015. During these transitions, 

we are committed to making relocation decisions with 

the effective defense of the Republic of Korea as our most important 

priority. 

Today, the three commands in Korea remain a vital component 

to promote and support deterrence of hostilities on 

the Korean Peninsula and within the dynamic Northeast 

Asian region. Our military and civilian team members find 

themselves actively contributing to a multinational, joint and 

combined environment with a uniquely challenging yet rewarding 

mission set alongside partners who are ready to go 

together to make a difference. 

✭ 


U.S. Forces-Afghanistan 

New Flexibility Results 

In Year of Momentum 

By Gen. John W. Nicholson Jr. 

Commander, U.S. Forces-Afghanistan 

and 

Commander, Resolute Support 

As we mark the 15th anniversary of the U.S. Army’s 

presence in Afghanistan, our mission is as significant 

for U.S. national security and the protection 

of our homeland as it has ever been. We are working 

with our Afghan partners to prevent multiple terrorist 

organizations from realizing their transregional ambitions. 

We are also building an enduring partnership with the 

Afghan government to establish what will be a critical regional 

counterterrorism platform well into the future. 

It has been almost two years since the end of Operation 

Enduring Freedom and the commencement of two simultaneous 

and well-defined 

missions: Operation Freedom’s 

Sentinel and the 

NATO Resolute Support 

Mission. Under Freedom’s 

Sentinel, U.S. forces conduct 

As of January 2015, Afghan National Defense and 

Security Forces are solely responsible for security in 

their country. 


Afghan forces prepare 

for defensive 

operations. 

a counterterrorism mission against al-Qaida, the Islamic State- 

Khorasan Province, and other terrorist and violent extremist 

organizations operating in Afghanistan. Resolute Support, a 

continuation of the alliance’s largest and longest-running military 

operation, is the successor to the International Security 

Assistance Force mission and is focused on training, advising 

and assisting the Afghan National Defense and Security Forces 

(ANDSF) to build capabilities and long-term sustainability. 

Our U.S. and NATO efforts are complementary. A capable 

and sustainable ANDSF is the foundation for developing our 

Central Asia South Asia regional counterterrorism platform 

and denying sanctuary for terrorists in Afghanistan. Regionally, 

our Central Asia South Asia counterterrorism approach is 

anchored on the development of the Afghan Special Security 

Forces and the ANDSF as enduring partners to maintain 

pressure on the terrorists and extremists in the region. The 

NATO training, advising and assisting mission enables 

ANDSF development and credibility, and provides for our 

long-term Central Asia South Asia counterterrorism efforts. 

Of the 12 major enemy groups that operate in Afghanistan, 

nine of them—al-Qaida, the Haqqani Network, Islamic 

State-Khorasan Province, Lashkar-e Tayyiba, Tahrik-e Taliban 

Pakistani, Tariq Gidar Group, Islamic Movement of 

Uzbekistan, al-Qaida in the Indian Subcontinent, and Jamaat 

Gen. John W. Nicholson Jr. assumed command 

of U.S. Forces-Afghanistan and Resolute 

Support in March. Previously, he served 

as commander of NATO’s Allied Land Command 

in Izmir, Turkey. Other past assignments 

include commander of the 82nd Airborne 

Division; deputy director of operations/ 

intelligence integration for the Joint Improvised 

Explosive Device Defeat Organization, 

Washington, D.C.; deputy commanding general for operations of U.S. 

Forces-Afghanistan and deputy chief of staff for operations of NATO’s 

International Security Assistance Force; and director of the Pakistan 

Afghanistan Coordination Cell of the Joint Staff. He holds bachelor’s 

degrees from the U.S. Military Academy and Georgetown University, 

Washington, D.C.; and master’s degrees from the School of Advanced 

Military Studies and the National Defense University. 

Dawa Quran—are designated foreign terrorist organizations 

by the Department of State. While the Taliban is not designated 

as such, it remains the main facilitator to many of the 

other groups’ operations, directly threatening U.S. and coalition 

personnel and the Afghan government. 

The death of Taliban Supreme Leader Mullah Akhtar Mansour 

in a U.S. strike in May significantly disrupted the Taliban. 

This strike gave a huge psychological boost to the Afghans and 

sent a clear message to the Taliban that it will not win militarily, 

and that the time for reconciliation is now. Further reinforcing 

this message is the U.S. counterterrorism strike that killed 

Umar Khalifa, a prominent Tahrik-e Taliban Pakistani commander 

and head of Tariq Gidar Group, responsible for the attack 

on the Army Public School in Peshawar, Pakistan, that left 

more than 150 dead, mostly children. Leaders of other terrorist 

organizations and insurgent groups have certainly taken notice. 

Year of Momentum 

To further enable Afghan success and provide U.S. forces 

more flexibility in supporting ANDSF on the ground and in 

the air, President Barack Obama approved enhanced authorities 

for U.S. forces: 

■ Force protection authority allows for the right of self-defense 

against an attack or imminent attack for all U.S., coalition 

and Afghan personnel. 

■ Counterterrorism authority permits U.S. counterterrorism 

forces to target al-Qaida and Islamic State-Khorasan Province. 

■ In-extremis authority, when designated by the commander 

of U.S. Forces-Afghanistan, allows U.S. forces to support 

ANDSF with combat enablers to prevent a strategic defeat. 

■ Strategic effects authority permits the support of Afghan 

forces in offensive operations to achieve significant operational 

or strategic effects. 

These U.S. authorities are used as required in support of 

our Afghan partners, and they allow the commander of U.S. 

Forces-Afghanistan to help shape and set the conditions for 

the ANDSF to seize the initiative and take the fight to the 

enemy. U.S. Forces-Afghanistan exercises these authorities 

on an almost daily basis, providing combat enablers in support 

of ANDSF to achieve strategic effects in areas that are 

key to the national campaign plan. 


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In July, heads of state and government of Resolute Support 

Mission nations joined Afghan President Ashraf Ghani and 

Chief Executive Abdullah Abdullah in a NATO summit in 

Warsaw, Poland, to reaffirm the international community’s 

commitment to a safe, secure and self-sustainable Afghanistan. 

Leaders of the international community made it clear 

that Afghanistan will not stand alone and, thus far, 39 

NATO allies and partners have committed more than 12,700 

troops to sustain Resolute Support beyond 2016. 

Approximately 30 nations have also pledged more than 

$800 million annually to sustain Afghan security forces 

through 2020. Combined with the requested U.S. commitment 

of $3.5 billion and $500 million from Afghanistan, the 

total fiscal 2017 contribution is $4.8 billion toward the 

ANDSF. 

The positive outcomes of the Warsaw Summit, coupled 

with Obama’s announcement on July 6 to maintain approximately 

8,450 troops in Afghanistan beyond 2016, bolstered 

Afghan confidence and resolve. The alliance is harnessing the 

momentum generated by this high level of commitment to 

optimize our NATO training, advising and assisting and U.S. 

counterterrorism missions going forward. 

The long-term strategy of a viable ANDSF capable of securing 

the nation and denying terrorist safe havens is showing 

progress in many ways. This year saw advancement in the development 

of systems that lay the foundation for lasting 

ANDSF success. Planning, programming, budgeting and execution; 

transparency, accountability and oversight; rule of 

law; force generation and sustainment; command and control; 

intelligence; and strategic communications are all essential 

functions to the Resolute Support campaign in which the 

ANDSF is making progress. 

Afghanistan also continues to make strides in fighting corruption, 

preventing the involvement of children in armed conflict, 

and gender integration throughout the force. In the 

words of Ghani, the legacy will not be 

guns and ammunition, but systems and 

processes. 

A Regional Partner 

Through the continued support of 

the international community, the government 

of the Islamic Republic of 

Afghanistan has grown into a regional 

partner. Ghani and Abdullah, through 

the National Unity Government agreement 

of 2014, provided the requisite 

stability and leadership to achieve success 

on the battlefield and to reform the 

government. This year, key vacancies 

were filled for the minister of defense, 

minister of interior, and National Directorate 

of Security director. 

The National Unity Government 

is establishing important bilateral international 

relationships, especially with 

China, Saudi Arabia and India. It is also 

developing relationships with Iran, Russia 

and Pakistan, all of which have played less positive roles. 

The National Unity Government has made important improvements 

in countering corruption, gender inclusion 

throughout all of the Afghan security institutions, and developing 

the framework for enduring partnerships with both NATO 

and the U.S. All of these long-term efforts have set the stage 

for assuring international recommitment at the donors conference 

in Brussels in October. Domestically, electoral reform and 

setting a calendar for parliamentary elections remain an important 

priority. 

A significant advancement this year was the development 

and implementation of an Afghan national campaign plan, 

which strives for eventual reconciliation with belligerents. 

The strategy details security priorities over the next five years, 

and revolves around defeating enemy forces while protecting 

critical centers and key infrastructure. This strategy focuses 

efforts and enables Afghanistan to employ its forces more efficiently 

and effectively. 

Nested within this five-year outlook is a sustainable security 

strategy built around a “fight-hold-disrupt” construct operationalized 

with the 2016 campaign Operation Shafaq, and prioritizing 

ANDSF resources at the national level and incorporating 

main and supporting efforts. This is the first time the 

Afghan National Army and Afghan National Police, through 

their regional corps and police zone headquarters, conducted 

national-level cross-pillar planning, preparation and execution 

of major operations with minimal coalition assistance. 

The results of Operation Shafaq have been encouraging 

with the successful defense of Kunduz in March; the clearance 

of major ground lines of communication in Helmand 

and Uruzgan; and the reduction of Islamic State-Khorasan 

Province in Nangarhar. The ANDSF has been on the offensive 

for most of the year, gaining ground on the insurgents 

and gaining the confidence of the population. While ANDSF 

is suffering high casualty rates, it remains focused on its cam- 

Afghan commandos display national pride. 


Improved Gray Eagle 

EXTENDING THE EDGE 

NETWORKING THE FORCE 

• Up to 42-hour endurance 

• External payload increases from 500 to 1000 lb 

• Increased capacity for missionized payloads: 

SIGINT, EW, optical change detection, real time 

LiDAR, hyperspectral 

• Organic GPS-targeting 

• Capable of video dissemination via JTRS network 

www.ga-asi.com 

©2016 General Atomics Aeronautical Systems, Inc. Leading The Situational Awareness Revolution

A soldier with the 

3rd Cavalry Regiment 

talks with local children 

while patrolling 

with Afghan counterparts 

in Laghman 

Province, Afghanistan. 

paign strategy; refuses to allow the enemy to draw it away 

from the main effort; and remains in control of major population 

centers, provincial capitals, major transit routes and almost 

all districts. Its continued success in this campaign is a 

tribute to its courage, tenacity and resilience. 

The ANDSF has made major strides this year in the integration 

of key capabilities into ANDSF operations. Critical enablers 

such as close air support, intelligence, and command and 

control have progressed with the delivery of the MD-530 helicopter 

and A-29 ground attack aircraft; the ScanEagle intelligence, 

surveillance and reconnaissance system; and the improved 

Afghan National Threat Intelligence Center, which 

fuses intelligence from the minister of defense, minister of interior, 

and National Directorate of Security at the national level. 

Capable of employing these enablers, the Afghan Special 

Security Forces continue to be the best special operations force 

in the region, conducting up to 80 percent of operations independently. 

Finally, the Afghan Air Force is rapidly gaining capability 

through close and frequent training, advising and assisting, 

adding air-ground integration and a national targeting 

process into operations. The ANDSF will continue to refine 

these systems and processes as it enters the winter campaign. 

Looking Ahead 

Establishing the framework for a viable counterterrorism 

platform is a major objective for 2017. As part of our adjustment 

to conduct the U.S. counterterrorism mission, support 

to the NATO training, advising and assisting mission will 

evolve in the coming year. Currently, advisory efforts are at 

four of the six corps and police zone levels, in addition to the 

Afghan Special Security Forces and the Afghan Air Force. In 

2017, we will advise all six corps and police zones to provide 

critical support where needed, capitalizing on the success and 

continued implementation of the sustainable security strategy. 

To support the Afghan government in making progress toward 

reconciliation with the insurgents, the ANDSF will 

keep pressure on the enemy through operational improvements. 

Developments in the Afghan Air Force, focused 

Afghan Special Security Forces operations, reduced employment 

of checkpoints, and established operational readiness 

cycles to build combat power improve with each year. New 

measures, such as the development of a national mission 

brigade that uses Afghan Special Security Forces and mobile 

conventional forces to provide a quick strike capability, are in 

progress and will enable the ANDSF to set the operational 

stage, placing the Afghan government and the ANDSF in a 

position of strength for reconciliation. 

Our commitment to the Afghans remains steadfast, and 

Obama’s decision and the results of the Warsaw Summit made 

it clear that Afghanistan will enjoy continued strong international 

support. NATO and the U.S. have a strategic partner in 

Afghanistan that is willing to fight and sacrifice for its own security. 

While the Afghan Air Force and Afghan National Police 

require further development to achieve sustainable capability 

and capacity, other pillars of the ANDSF have made strong 

progress in providing security for the entire country. 

Maintaining 8,400 U.S. troops allows for continued strong 

training, advising and assisting as part of the Resolute Support 

mission. It also sends a clear message of support to our 

Afghan and coalition partners. Increased authorities enable 

U.S. support to offensively minded Afghan forces on the 

ground and in the air, and allow for a continued robust counterterrorism 

mission. All of this sets the conditions for the 

long-term success of our counterterrorism efforts in the Central 

Asia South Asia region. Equally important, our unwavering 

dedication sends an unequivocal message to the enemies 

of peace and stability in Afghanistan that they will not win 

militarily. The ultimate answer is reconciliation. 

By maintaining our commitment, we honor the legacy of 

our fallen comrades and all others who have sacrificed for the 

cause of a secure and stable Afghanistan. As our president has 

noted, we honor them with our resolve to carry on the mission 

for which they gave their last full measure of devotion. In 

this way, we will advance our national security objectives and 

protect the American people by giving our Afghan partners 

the very best opportunity to succeed. 

✭ 


Combined Security Transition Command-Afghanistan 

Teamwork Ensures 

Success of Afghan Forces 

By Maj. Gen. Gordon B. 

“Skip” Davis Jr.* 


Combined Security Transition 

Command-Afghanistan 

*Davis has been assigned as J3 of U.S. 

European Command. He was succeeded 

by Maj. Gen. Richard G. Kaiser, who 

previously was commander of the Great 

Lakes and Ohio River Division of the U.S. 

Army Corps of Engineers. 

This was another productive year for the NATO Resolute 

Support/U.S. Operation Freedom’s Sentinel 

missions to improve the capability of the Afghan 

National Defense and Security Forces and the government 

of the Islamic Republic of Afghanistan to provide 

security and stability, and to prevent extremist organizations 

from using Afghanistan as a safe haven for launching attacks 

on the U.S. and our allies. 

Supporting both the NATO and U.S. missions are the 

600-plus soldiers, sailors, airmen, Marines, civilians and contractors 

of the Combined Security Transition Command- 

Afghanistan (CSTC-A)/ 

Deputy Chief of Staff Security 

Assistance (DCOS SA). 

The common purpose of 

CSTC-A/DCOS SA is to 

develop effective, sustainable 

U.S. and Afghan soldiers clear a village in 

Kandahar Province, Afghanistan, in 2014. 


and affordable Afghan National Defense and Security Forces. 

We achieve this mission by providing resources the Afghan 

forces need; training, advising and assisting Afghan forces 

and the defense and interior ministries in financial and resource 

management, sustainment, corruption reform, rule of 

law and select capabilities; and ensuring the fiscal oversight 

and accountability of all resources provided. 

Strategic direction from Afghanistan’s president and the 

commander of Resolute Support and U.S. Forces-Afghanistan 

for our mission has been mutually reinforcing and shaped our 

collaborative relationship with the Afghanistan government 

and Afghan forces leaders. President Ashraf Ghani asked us to 

do three things: Develop enduring systems and processes, improve 

the affordability of the Afghan forces, and help retain 

international community support for Afghanistan and the 

Resolute Support Mission. Guidance from the commander of 

Resolute Support and commander of U.S. Forces-Afghanistan 

focused our efforts on preparing the Afghan forces for 2016, 

improving their effectiveness to ensure the security outcome 

this year is better than it was in 2015. 

Guiding Principles 

Key principles of the effort over the past year have been to 

achieve Afghan ownership, protect the resources, provide effective 

advising, build teamwork, employ creative thinking, 

and balance near-term effectiveness with long-term sustainability 

and affordability. 

Afghan ownership is the objective of the training, advising 

and assisting effort and its measure of success. Afghan-led 

processes are by their nature attuned to Afghan organizational 

culture and more likely to endure. Funding is what enables the 

Afghan forces to operate, so protecting that funding is critical 

to the viability of the mission. CSTC-A/DCOS SA therefore 

focuses on programming and planning of requirements, costefficient 

execution, oversight and stewardship of resources provided, 

and accountability. 

Advisers are essential to the training, advising and assisting 

mission. Their selection and in-theater training continue to be 

critical for success. Because success requires a team effort, 

CSTC-A/DCOS SA has focused on developing a positive, 

collaborative relationship with our Afghan partners, other team 

members of Resolute Support and U.S. Forces-Afghanistan, 

Maj. Gen. Gordon B. “Skip” Davis Jr. was 

the commander of Combined Security Transition 

Command-Afghanistan and deputy 

chief of staff, security assistance for headquarters, 

Resolute Support from October 2015 to 

July 14. Before that, he served as deputy chief 

of staff, operations and intelligence, Supreme 

Headquarters Allied Powers Europe. Other 

general officer assignments included deputy 

commanding general, 1st Cavalry Division. In addition to tours in 

Afghanistan and Iraq, he has participated in U.S., NATO and U.N. 

operations in Bosnia, Mozambique, Zaire, Rwanda, Congo and 

Liberia. He graduated from the U.S. Military Academy in 1981, 

and has three master’s degrees: two from the University of Montpellier, 

France, and one from the U.S. Army War College. 

the international community and supporting U.S. agencies. 

Hence, “Team of Teams! One Fight!” has been our motto. 

Because the operating environment is complex, evolving and 

challenging, we have focused on critical thinking and involving 

other stakeholders to understand the problems we face; creative 

thinking, which leverages diversity of teammates; and holistic 

approaches, which result in comprehensive solutions. 

Finally, while everyone in Resolute Support and U.S. Forces- 

Afghanistan is focused on near-term effectiveness, CSTC-A/ 

DCOS SA is particularly focused on achieving long-term sustainability 

and increasing affordability. By sustainability, we refer 

to Ghani’s request for enduring, Afghan-owned systems that 

enable the government to field and operate forces. By increasing 

affordability, we mean gaining cost-efficiencies and reducing 

waste while improving the Afghan government’s revenue. 

Progress This Year 

Over the past year, the main effort of CSTC-A/DCOS SA 

has been to ensure the success of the Afghan forces. Guided 

by the Resolute Support commander’s direction and lessons 

from 2015, our efforts have been in providing resources and 

training, advising and assisting to reconstitute the 215th 

Corps in Helmand; to resource the rest of the Afghan forces, 

especially the Afghan Air Force and Afghan Special Security 

Forces; to achieve the objectives of the Afghan campaign plan; 

and to provide critical fielding for counter-IED and intelligence, 

surveillance and reconnaissance. 

As a result of our sustainment and advisory efforts, six kandaks, 

or battalions, of the 215th Corps were re-employed in 

operations that have expanded security throughout central 

Helmand. To weight the main effort and enable supporting 

efforts by Afghan forces, we provided supplies; vehicles and 

weapons; maintenance support; capabilities for counter-IED 

and intelligence, surveillance and reconnaissance; and facilities. 

New aircraft and the first ScanEagle unmanned aerial 

systems were fielded and successfully employed to great effect. 

Training, facilities, maintenance and supplies were collaboratively 

provided by CSTC-A/DCOS SA and our operational 

partners in theater. 

Prominent among facilities provided to the Afghan forces 

were new headquarters for the defense and interior ministries. 

These facilities are providing consolidated and improved 

command and control of the Afghan forces. 

Our next important effort has been securing funding from 

the U.S. and other donor nations to 2020. To enable predictability 

for Afghanistan’s government in force management, 

capability development and security, the U.S., our allies 

and partners, and other donor nations decided to aim toward a 

recommitment of security assistance, which would sustain 

Afghan forces at current force levels out to 2020. 

CSTC-A/DCOS SA partnered with DoD, the State Department, 

NATO headquarters, the Afghan government, Resolute 

Support and donor-nation embassies to ensure a common 

understanding of requirements and expectations, a common 

view of progress, and the Afghanistan government’s delivery on 

its commitments. The result was the very visible reaffirmation 

of political and financial support at the NATO summit in Warsaw, 

Poland, in July and successful White House and congres- 


A ScanEagle unmanned aerial vehicle is ready to launch in Helmand Province, Afghanistan, in April. 

DoD 

sional support for future Afghan funding requirements, a strong 

message of support to the Afghan government and people. 

Sustainability, Affordability 

The strategic focus of CSTC-A/DCOS SA efforts has remained 

long-term sustainability and affordability. Training, 

advising and assisting efforts covered resource management 

and corruption reform to achieve increasing self-reliance and 

maintain donor support. Force-management advising and 

support have improved the ministries’ ability to manage capability 

development and have aligned force planning with 

Afghan and U.S. budget cycles. 

An area of significant progress is planning, programming, 

budgeting and execution. For the second consecutive year, 

Afghan forces budget planning and programming have been 

inclusive. Afghan, U.S. and donor nations all contributed information 

on requirements and funding, and developed a budget 

for sourcing by U.S., the Afghanistan government and 

donor-nation funds. Both security ministries have successfully 

developed three-year programs and annual budgets, and both 

continue to assess and adjust in-year budget execution. 

National procurement reform that was paired with efforts 

on procurement and budget execution have led to increased 

transparency, improved external oversight, cost reductions, 

and efficiencies in contracting through the introduction of 

framework contracts. The number of contracts has been reduced 

through consolidating requirements and providing for 

economies of scale and multiyear agreements. 

Long-term sustainment efforts have focused on developmental 

shortfalls in capacity, understanding of effective and affordable 

processes, and training and education of sustainment 

skills. The Afghan forces’ tactical logistics and maintenance— 

particularly of weapons and communications—continues to be 

a relative strength. Strategic resource management—including 

life cycle management, material and inventory management— 

remains a challenge. Still, much progress has been made in 

understanding how to improve sustainment capacity in terms 

of human capital, culture and systemic obstacles. 

Achievements in sustainment over the past year include the 

development of a force sustainment campaign plan focused on 

material readiness, improved maintenance, improved distribution 

of supplies, and improved accountability of critical assets. 

The first life cycle management analysis of all vehicles and 

weapons systems was completed; this resulted in actions to reduce 

complexity to manageable levels, improve life cycle replacement, 

and improve maintenance effectiveness. 

A thorough review of the Afghan National Army distribution 

system led to reorganization of the Logistics Command 

to improve the effectiveness of the Material Management 

Center, improve asset visibility and inventory management of 

the Central Supply Depot, and the velocity of supply distribution 

by the depot and the National Transportation Brigade. 

Corruption Reform 

Finally, progress has been made toward corruption reform, an 

expectation of the international community and the Afghan 

public, and a commitment of the Afghan government. Within 

the security ministries, advisory efforts with leaders and their inspectors 

general remain focused on transparency, accountability 

and oversight. Both ministries have put into effect viable ministerial 

internal control programs, established organizational inspection 

programs and annual inspection plans, empowered 

their inspectors general to conduct inspections, and completed 

the first counter- and anti-corruption plans. The ministerial internal 

control programs and anti-corruption plans include risk 

management and standing commissions to confront corruption. 

Both ministries have implemented the requirement for leaders 

and resource managers to declare assets. 

Since early this year, the interior ministry’s major crimes task 

force is under new leadership and empowered by Ghani to investigate 

cases of corruption. Dozens have been arrested across 

the government for kidnapping, illegal trafficking, major theft, 


At the NATO summit 

in Warsaw, Poland, in 

July are, from left: 

U.K. Defense Secretary 

Michael Fallon, 

President Barack 

Obama, Afghan President 

Ashraf Ghani 

and Chief Executive 

Abdullah Abdullah, 

and NATO Secretary 

General Jens 

Stoltenberg 

NATO 

embezzlement, extortion and bribery. Most significantly, Ghani 

established the country’s first Anti-Corruption Justice Center to 

prosecute corruption and tackle the endemic culture of impunity. 

The center is modeled after other successful enterprises that 

bring together trained investigators, prosecutors and judges in a 

physically secure and politically insulated environment. A major 

focus over the past year, this initiative also has international 

political and financial support. 

Preparing for the Future 

With the decision to retain U.S. forces at 8,400 into early 

2017, the NATO decision to continue Phase I of Resolute 

Support, and the reaffirmation of international community 

support at Warsaw to 2020, the way ahead is clear. 

Troop support and financial commitment provide predictability 

to plan capabilities for the midterm, and stability to 

continue multiyear initiatives that will build Afghan force capability; 

develop human capital; shape Afghan behavior; and 

achieve effectiveness, sustainability and affordability. 

With respect to building capability, we will continue to field 

aircraft (A-29s, MD-530s), two more ScanEagle systems and 

a Tactical Wideband Radio system providing forces with a capability 

for voice, data and streaming video. We will also provide 

replacement up-armored vehicles and weapons, enabling 

the Afghan forces to maintain operational tempo and sustain 

pressure against insurgents. 

By maintaining our regional advisory platforms, we will 

continue to leverage the visibility and influence provided by 

the training, advising and assisting commands and sustained 

expeditionary platforms. This visibility and influence are 

needed to implement and improve enduring Afghan-owned 

systems in corps and zones that directly contribute to the effectiveness 

of the Afghan forces. 

This year, we initiated the expeditionary sustainment advisory 

team, which travels to educate leadership, conduct staff 

assistance, and share best practices. The training, advising 

and assisting commands and sustained expeditionary platforms 

provide regional touchpoints for feedback, reporting, 

and access to ground truth to inform sustainability and affordability 

efforts. 

We will continue sustainment initiatives such as improving 

maintenance production through the national maintenance 

strategy and other material readiness actions, improving accountability 

and asset visibility, expanding the fiber network, 

and adding property and maintenance management modules 

to the existing inventory management system. 

We will continue to build capacity within both ministries 

through our subject matter expert and forward area support 

team programs, providing technical experts in resource management 

and procurement, engineering and facilities maintenance, 

inspector general and legal support. 

Finally, we will continue to refine how we assess and define 

penalties and incentives to shape productive Afghan behavior. 

For the past three years, a series of commitment letters was 

signed by the CSTC-A commander and ministers of defense, 

interior and finance as well as the national security adviser. 

These letters include penalties and incentives relating to conditions 

that must be met to continue to receive critical resources. 

Periodic assessments, and notification letters when 

conditions are or are not met, have proven successful in driving 

change and reinforcing positive behavior in accountability 

and good management of precious resources. 

CSTC-A/DCOS SA will continue to contribute to dual 

U.S. and NATO missions in Afghanistan. By developing an 

increasingly effective, sustainable and affordable Afghan National 

Defense and Security Force, we can achieve our aims to 

improve security and stability in this area and prevent it from 

presenting a threat to our homeland. 

The effort is long-term, requiring continued commitment, 

sustained resources, patience, and a collaborative and committed 

team of our best. It is a challenging but worthwhile endeavor 

for the U.S., our Resolute Support allies and partners 

and, most importantly, the Afghans who continue to fight and 

sacrifice for the chance of a better tomorrow. ✭ 


U.S. Army Europe/Seventh Army 

Complex Continent Sees 

Unprecedented Changes 

By Lt. Gen. Ben Hodges 


U.S. Army Europe/Seventh Army 

U.S. Army Europe is America’s land power that is an 

ocean closer to every major security challenge America 

faces except the Pacific. The European security 

environment is changing. Russian aggression in 

Ukraine, Syria, the Black Sea and the Baltic Sea is creating 

multiple dilemmas for governments across Europe. Fears of 

Russian encroachment have reawakened throughout Eastern 

Europe while Russian activities in Syria have done little to 

reduce the number of displaced persons seeking refugee status 

in Western Europe. This, coupled with an ever-present 

terrorist threat by radicalized Islamists and the systemic 

stress of hundreds of thousands 

of refugees flowing 

into Europe, is causing unprecedented 

change in a 

complex environment. 

A U.S. paratrooper in action during Exercise 

Noble Partner 16 in Georgia 


A Lithuanian and a U.S. soldier at the U.S. Army’s Joint Multinational Readiness Center, Germany 

The most significant threat that each country in Europe 

faces today is based on geographic perspective. In Eastern Europe, 

Russia continues to challenge international order when it 

serves their own interests. Over the past two years, Russia has 

used military force to violate the sovereign integrity of 

Ukraine, Georgia and Moldova. Throughout Eastern Europe, 

Russia is contesting U.S. regional access and freedom of action 

with anti-access/area denial challenges in Kaliningrad, Crimea 

and Syria. Actions like these caused defense budget increases 

of nearly 20 percent by countries in Central and Eastern Europe 

from 2015 to 2016, with Hungary notably increasing defense 

spending by 22 percent. In Northern Europe, Russian 

behavior in the Baltic Sea is causing countries such as Sweden 

and Finland to openly debate joining NATO. 

In Southern Europe, instability in the Middle East and 

North Africa is challenging European countries with mass 

migration that the continent has not seen in decades. The 

former U.S. European Command (USEUCOM) commander 

Lt. Gen. Ben Hodges has been commander 

of U.S. Army Europe/Seventh Army since 

November 2014. Previously, he was commander 

of NATO Allied Land Command 

in Turkey. He also has served as director 

of operations, Regional Command South, 

Kandahar, Afghanistan. Other assignments 

include the Army’s chief of legislative liaison; 

chief of staff for the XVIII Airborne Corps at 

Fort Bragg, N.C.; Coalition/Joint-3 of Multinational Corps Iraq in 

Operation Iraqi Freedom; and aide-de-camp to the Supreme Allied 

Commander Europe. He also commanded infantry units at the company, 

battalion and brigade levels at the 101st Airborne Division 

and in Operation Iraqi Freedom. He graduated from the U.S. Military 

Academy in 1980. 

and Supreme Allied Commander 

Europe, Air Force Gen. 

Philip Breedlove, has said that 

within this mix, the Islamic 

State group “is spreading like a 

cancer, taking advantage of 

paths of least resistance, threatening 

European nations and 

our own with terrorist attacks. 

Its brutality is driving millions 

to flee from Syria and Iraq, creating 

an almost unprecedented 

humanitarian challenge.” 

Countries in Western Europe 

are much more concerned with 

the threat of Islamic extremists 

executing a terrorist attack at a 

busy train station or concert 

venue in a metropolitan area 

than they are with Russian incursions 

into another state’s 

sovereign territory. Europe has 

endured 27 attacks since 9/11, 

including the recent attacks in 

Paris and Brussels, with a total of 480 people killed and over 

3,000 injured. To counter this, many Western European nations 

are augmenting police forces and providing military support 

to intelligence operations. 

Postured for Deterrence 

As part of the fabric of NATO, it is imperative that U.S. 

Army Europe (USAREUR) maintains a flexible stance that 

can deter multiple types of adversary activity throughout the 

continent. To do this, USAREUR maintains a high level of 

readiness for assigned and allocated forces. This level of 

readiness enables us to demonstrate a credible capability that 

uses speed to assume a deterrence stance against adversary activity. 

By positioning an ocean closer to America’s strategic 

challenges, U.S. Army Europe stands ready to provide a credible 

deterrence with our partners and allies. 

As a welcome addition to the Strong Europe team, U.S. 

Army Europe is set to receive a full armored brigade combat 

team on a persistent rotational basis in Europe. Starting in 

2017, U.S. Army Forces Command units will deploy for ninemonth 

rotations as part of Operation Atlantic Resolve, providing 

forces with the opportunity to train and maneuver as 

brigade combat teams in order to improve interoperability and 

achieve deterrence. America’s commitment of this capability 

to Europe demonstrates the Army’s ability to project and sustain 

forces in Europe. Together with U.S. Army Europe’s assigned 

forces, the armored brigade combat team puts real deterrent 

capability an ocean closer to a potential Russian threat. 

USAREUR is set to receive regionally allocated aviation 

forces on a rotational basis as well. Beginning in spring 2017, 

USAREUR will receive attack reconnaissance battalion and 

additional medevac rotary-wing platforms in Europe. This, 

together with an aviation support battalion, a brigade headquarters 

and headquarters support company, will fill out a 


combat aviation brigade in theater. These critical assets will 

solidify a deterrence posture with a forward presence at improved 

airfields throughout the Atlantic Resolve countries: 

Lithuania, Latvia, Estonia and Poland. 

To augment these regionally allocated forces, USAREUR 

will receive Army prepositioned vehicles, weapons and equipment 

in theater beginning this year. This Army prepositioned 

stock allows U.S. Army Europe the ability to assume a deterrence 

stance anywhere in theater and provides maintained 

equipment for additional forces to fall in on as needed. 

Army prepositioned stocks are an ocean closer, reducing deployment 

times while enabling USAREUR with the flexibility 

to provide a decisive response to any contingency operation in 

Europe. According to Breedlove, “We are aiming for the appropriate 

mix of forward presence, prepositioned war stocks 

ready for use if needed, and the ability to rapidly reinforce 

with troops coming from the continental United States.” 

To ensure the infrastructure is in place to support this increase 

of U.S. Army forces in Europe, the European Reassurance Initiative 

(ERI) continues to provide critical resources that positively 

affect the operational environment throughout the 

USEUCOM area of responsibility. The initiative is instrumental 

in the positioning of Army prepositioned stocks, with the fiscal 

year 2017 ERI budget earmarking $1.9 billion to ensure U.S. 

forces are postured to deter across Europe. This contingency 

funding, which is critical to U.S. Army Europe’s mission, helps 

with the reassurance of NATO allies, security assistance support 

focused on Eastern Europe, and infrastructure improvements to 

ensure the proper maintenance of our equipment. 

In the future, ERI will ensure that forward aviation infrastructure 

is able to accommodate U.S. Army rotary-wing aircraft 

and that forward motor pools and maintenance facilities 

are able to support M1A2 Abrams tanks. The initiative is 

essential to the hard work and effort USAREUR has committed 

to Europe, and will continue to serve as the cornerstone 

of our activity as we assume a deterrence posture. 

Through the use of ERI funding, the strategic prepositioning 

of a division’s set of Army prepositioned stocks and the 

introduction of a permanent regionally allocated armored 

brigade combat team and combat aviation brigade set conditions 

for successful USAREUR operations for years to come. 

These efforts demonstrate the capability and will required for 

effective deterrence. 

Relationships and Readiness 

USAREUR works in close cooperation with our European 

partners and allies on a daily basis. Through forward positioning, 

USAREUR forces train to improve interoperability, 

become familiar with the environment, and build relationships 

that are crucial to a combat-ready force. Part of readiness 

includes building the relationships needed to integrate 

forces throughout the NATO alliance, ensuring we are able 

to shoot, move and communicate seamlessly with these 

forces. Through Atlantic Resolve, the execution of multilateral 

exercises such as Anakonda 16 in Poland, and the permanent 

presence of regionally allocated forces throughout Eastern 

Europe, soldiers continue to build these relationships 

with their counterparts every day. 

Atlantic Resolve is the name for USEUCOM efforts to assure 

our NATO allies throughout Eastern Europe. Over the 

course of the past year, Atlantic Resolve has matured into a 

sophisticated series of exercises that span from the Baltic Sea 

to the Black Sea. The next year promises to see more emphasis 

in Atlantic Resolve South as we continue to work with 

partners and allies to build capability, increase capacity, and 

strengthen relationships necessary to adopt a deterrence posture 

in response to any challenge. 

Firmly set in Baumholder, Germany, the 4th Infantry Division 

Mission Command Element is responsible for Mission 

Command of Atlantic Resolve. Staffed with 95 soldiers, 

Soldiers participate 

in Exercise Swift 

Response 16 in 

Hohenfels, Germany 


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Equipment inspection 

is part of the Strong 

Europe Tank Challenge 

at Grafenwoehr 

Training Area, 

Germany. 

the command synchronizes Atlantic Resolve operations to 

deter aggression, assure allies, increase interoperability, and 

demonstrate projection and sustainment throughout Eastern 

Europe. The command’s focus on Atlantic Resolve provides 

USAREUR with the capacity to increase activity in the 

south and center of Europe while maintaining our current 

pace of operations in the north. 

As Atlantic Resolve matures, we are building readiness by 

increasing our emphasis on collective training at the battalion 

and brigade combat team level. According to Army Gen. 

Curtis M. Scaparrotti, USEUCOM commander and Supreme 

Allied Commander Europe, “There has to be change in order 

to meet the challenges of the new environment that we see in 

Europe today.” U.S. Army Europe is implementing this 

change so that we stand combat-ready to meet the complex 

security challenges that Europe faces. 

The 7th Army Training Command (7th ATC) consists of 

the Joint Multinational Training Command, the Joint Multinational 

Readiness Center and the Joint Multinational Simulation 

Center. The 7th ATC, headquartered in Grafenwoehr, 

Germany, provides assigned and regionally allocated U.S. 

forces with a unique opportunity to train shoulder-to-shoulder 

with European partners and allies and integrates complex 

tactical training tasks through simulations, maneuver and 

live-fire opportunities. 

In the last 12 months, the 7th ATC has trained approximately 

13,200 U.S. forces and 14,300 multinational personnel 

in support of the USAREUR mission. As part of this, the 

training command has hosted five brigade-level decisive action 

training environment rotations for U.S. forces at the 

Joint Multinational Readiness Center over the past three 

years. The Joint Multinational Simulation Center supported 

exercise participants from 40 nations in fiscal 2016, using the 

latest in distributed, live and virtual simulation exercise technology 

throughout the entire European theater. 

At the Grafenwoehr Training Area, the Joint Multinational 

Training Command enabled the training of 24 allied and partnered 

countries with live-fire qualification of all major weapons 

systems to include tank, artillery and aerial gunnery as well as 

close air support for the U.S. Air Force. The 7th ATC not only 

prepares U.S. land forces for complex operations, but also plays 

a significant role in preparing European partners and allies, to 

include the Ukrainians, as an integral part of the Joint Multinational 

Training Group-Ukraine (JMTG-U). 

As part of the Ukraine-U.S. Joint Commission, JMTG-U 

is a multinational effort to develop a Ukrainian-led combat 

training center as that country seeks to increase its own readiness. 

Soldiers from the 3rd Infantry Division’s 3rd Battalion, 

15th Infantry Regiment recently served as cadre at the training 

center in Yavoriv, Ukraine. Currently, the commander of 

JMTG-U is a member of the California Army National 

Guard, which has had a formal State Partnership Program relationship 

with Ukraine since 1993. 

Ukrainian ground forces taking part in combat operations 

in the anti-terrorism operations zone rotate through the 

training center to conduct individual and collective training. 

In conjunction with land forces from Canada, Lithuania, 

Poland and the U.K., the U.S. is setting conditions to transition 

the training group to a Ukrainian-led, fully functional 

combat training center. 

In addition to the training opportunities provided through 

JMTG-U, the U.S. is providing nonlethal support to Ukrainian 

ground forces. USAREUR facilitated the training of 

Ukraine armed forces on two Q-36 radar systems in November 

2015 and four in June, as well as training with unmanned 

aerial vehicles in order to build capacity to defend its borders. 

Additionally, USAREUR trained and facilitated the delivery 

of medical supplies and equipment, including up-armored 


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ambulances to support the Ukrainian Ministry of Defense’s 

efforts in anti-terrorism operations. 

U.S. European Command enjoys 22 formal state partnerships 

with countries throughout Eastern and Southern Europe. 

The State Partnership Program has proven successful as 

USAREUR has worked hard to tie into these formal partnerships 

along with the full integration of the U.S. Army Reserve 

component contribution in several major USAREUR 

exercises. 

In addition to participating in state partnerships, the Army 

National Guard and Army Reserve have contributed over 

11,300 soldiers to exercises across Europe this year, totaling 

nearly 200,000 overseas deployment training days. By creating 

these training opportunities for Guard, Reserve and active-duty 

forces, USAREUR continues to provide units with 

the ability to continuously train in a dynamic environment 

with partners and allies. 

Speed Is Critical 

Speed is a critical element to successful deterrence in any 

theater. It is essential to position land forces to provide our 

leaders with options other than a liberation campaign to retake 

NATO territory. A credible deterrence requires land 

forces to have the ability to rapidly identify adversary capability 

and intent; to promptly decide to use force to mitigate an 

adversary’s threat with our partners and allies; and to rapidly 

assume a position to deliver the force necessary to mitigate a 

potential threat. Speed of recognition, decision and assembly 

are critical aspects of deterrence toward any threat actor. 

Speed of recognition in today’s environment is more than 

enhancing intelligence, surveillance, target acquisition and reconnaissance 

in the traditional sense. It also means applying 

these activities in the cyber domain to detect early warnings 

of adversary hybrid warfare. USAREUR continues to prioritize 

our efforts to facilitate early warning of adversary activity 

in sovereign European territory. 

However, one area that we must improve on is the ability 

to challenge Russia’s deceptive presence in the information 

space. Russia has proven adept at the ability to weave a mixture 

of half-truths and lies into the fabric of Eastern Europe. 

A recent example of this is Russian news outlet Sputnik’s 

use of a photo from the U.S. Army Europe official Flickr account 

to imply the employment of U.S. combat forces in 

Donbass, Ukraine, complete with multiple integrated laser 

engagement system gear. The publication suggested that opposing 

forces from the Joint Multinational Readiness Center 

in Hohenfels, Germany, are taking part in combat operations 

in Mariupol, Ukraine. 

According to Scaparrotti, hybrid warfare “challenges the 

norms of warfare, and it challenges the authorities that we 

have in order to deal with this type of conflict.” In U.S. 

Army Europe, we must communicate the good deeds that 

the alliance is conducting on a daily basis to audiences 

throughout the theater while minimizing the seeds of doubt 

that Russian cyber trolls have been sowing with regard to 

U.S. and European activity. USAREUR will make Russia 

compete in the information space by communicating transparency 

and the truth in all that we do. 

Speed of decision is a second critical aspect of deterrence. In 

a multinational environment, service, theater and national-level 

decisions are often required to execute military operations. The 

speed of these decisions affects the success of the alliance’s ability 

to demonstrate a credible deterrence. USAREUR’s command 

relationship with USEUCOM and its habitual relationships 

with U.S. embassies and interagency partners 

throughout Europe help facilitate these rapid decisions. Relationships 

and constant exchanges of intelligence and information 

ensure these decisionmaking bodies are able to make 

rapid informed decisions that benefit the alliance. Speed of 

political decisions without perfect information is critical to 

the alliance. 

The final component of speed needed for a credible deterrence 

is speed of assembly. Within Europe, there are many 

barriers to rapid movement of personnel and equipment 

across international borders that allies must work to systematically 

reduce. Despite the Schengen Zone, an area encompassing 

26 European nations that allows free movement 

without passport and border controls, no such arrangement 

exists for NATO military forces’ freedom of movement. 

We need a “Military Schengen Zone” to ensure speed of 

assembly for the alliance. We must prepare in advance to ensure 

that the infrastructure, transport and, most importantly, 

plans and processes are in place to enable a rapid deployment 

of forces throughout Europe for either exercise or crisis. Over 

the past year, the alliance has made great strides in achieving 

freedom of movement, greatly reducing diplomatic clearance 

processing times and working with partners and allies to develop 

movement agreements and ensure key infrastructure is 

in place to maximize our deterrence posture. 

An agreed-upon version of a Military Schengen Zone would 

greatly reduce friction as allied forces continue efforts to improve 

freedom of movement across international borders. 

However, more work must be done. We must adhere to set 

standards in Europe for rail gauges, heavy equipment transport 

requirements for the transport of military vehicles, and route 

infrastructure markings to ensure we don’t exceed the capacity 

of bridges to make real progress in freedom of movement. 

Over the next few years, USAREUR will continue to work 

with European partners and allies to set conditions for complete 

freedom of movement throughout the USEUCOM area 

of responsibility. A demonstrated capability to move and deliver 

forces is the ultimate key to deterrence. 

USAREUR will continue to improve speed of recognition, 

speed of decision, and speed of assembly as we transition to a 

deterrence posture in Europe. Additionally, we remain focused 

on taking an active role in deterring adversary aggression 

with our partners and allies throughout Europe. In a 

complex mission environment, USAREUR continues to 

maintain ready forces as it assumes a deterrence posture while 

exercising speed of recognition, enabling speed of decision, 

and practicing speed of assembly. 

By being an ocean closer to America’s strategic challenges, 

U.S. Army Europe stands ready to provide a credible deterrence 

to mitigate multiple threat scenarios in a rapid manner. 

USAREUR is at the leading edge of America’s efforts to deter 

Russia, assure our allies, and protect U.S. interests. ✭ 


Army National Guard 

Just Meeting Expectations 

Not Enough for This Guard 

By Lt. Gen. Timothy J. Kadavy 

Director, Army National Guard 

In March 2015, I assumed the role of director of the 

Army National Guard. Since then, it has been my mission 

to ensure the Army National Guard is the force the 

Army and our nation need. I’ve met with Army senior 

leaders, soldiers and families, gaining a deeper understanding 

of our environment and the ways in 

which we must change and adapt. 

From an organizational perspective, 

our mission and vision are clear. The 

Army National Guard provides operational 

forces capable of unified land operations 

at home and abroad. We build 

leaders of character; we are disciplined 

and ready, organized and equipped. The 

Army National Guard is an adaptable, 

accountable and balanced force—and we 

are tightly woven into the fabric of our 

A member of the New York Army National Guard at the Joint 

Readiness Training Center, Fort Polk, La. 


An Army National 

Guard Black Hawk 

crew chief secures his 

aircraft during training 

in Germany. 

communities. Most importantly, we stand with the Army as a 

total force, comprising 980,000 soldiers from the Army, the 

Army National Guard and the Army Reserve, building units 

at the ready to be the Army our nation needs. 

Facing a New Environment 

The clear and simple truth is that our environment has 

changed. The past 15 years have been focused on counterterrorism 

and counterinsurgency fights, predominantly in 

Afghanistan and Iraq. While these threats persist, terrorism 

and insurgencies are no longer limited to a geographical war 

zone, as attacks in Paris and Brussels have proven. Today, we 

face a more dangerous threat from potential nation-state adversaries. 

Aggressive and disruptive behavior from China, Russia, 

Iran and North Korea continues to threaten the stability and 

security of our nation’s interests and those of our allies. A clash 

with any one of these states has the potential to erupt into a 

much larger violent conflict requiring the full resources of our 

Army. The question I continuously ask as these demands surge 

and resources shrink is, will we be prepared to respond? 

Lt. Gen. Timothy J. Kadavy became director 

of the Army National Guard in March 

2015. Previously, he served as commander 

of the Combined Joint Inter-Agency Task 

Force-Afghanistan and deputy director of the 

Army National Guard. He has commanded 

at the troop, squadron and task force levels. 

He also served as the adjutant general of Nebraska 

and director of the Nebraska Emergency 

Management Agency. He received a bachelor’s degree from the 

University of Nebraska and a master’s degree from Webster University, 

Mo. 

In my opinion, the answer is yes—but we must first make 

some changes. This past year has been about informing ourselves 

and understanding why we need to refocus our efforts. 

Now, the Army National Guard must intensify its inherent 

warrior culture and increase its sense of urgency. 

We do this in many ways. We have redefined our mission 

and vision while setting new priorities. We are establishing 

essential lines of effort that provide ready forces and enhance 

our role as an operational force so we can be warfighting-capable 

while simultaneously responsive to the needs of the 

governors and the states. 

Meeting the nation’s expectations is not enough; we must 

exceed them. To this end, we have redoubled efforts related 

to our main priorities of readiness, future forces and resilient 

communities. We also have increased our perseverance 

around our core mission as a land power. 

This is a dangerous world, and the danger does not sit 

squarely in the Middle East. It is in Eastern Europe, the Korean 

Peninsula, the South China Sea and the Persian Gulf. 

We are looking at something that is very much a generational 

fight related to counterterrorism. The Army must be more 

adaptable than ever. This is why the Army National Guard is 

evolving into a sustainable readiness model that operates as 

part of the Total Army’s commitment to the nation. 

Winning Counts 

If our military is called to execute the National Military 

Strategy and any of its contingency plans, the Army National 

Guard will be asked for more than the normal one-sixth of 

the force currently gained through the Army force generation 

model. We will be asked to provide more capability more 

quickly, and likely for longer periods of time. 

The Army National Guard must be able to respond and be 


prepared to fight and win the opening 

punch as part of our nation’s land 

power. We are required to fight and win 

on the battlefield of any one of these 

potential conflicts. Our troops must 

yield a certain capacity and capability 

that, in many places, might require all 

of our force. 

We are examining ways to sustain 

readiness continuously and at the highest 

level of excellence possible so if the 

nation is faced with “America’s worst 

night,” we would have the capacity, capability 

and utility to fight and win. 

We are achieving these goals through 

a number of initiatives that explore the 

Army’s and the nation’s needs and compare 

those with the state of our resources. 

Some of these efforts include: 

■ Associated Units: This program, 

the first of its kind, trains our soldiers 

and builds readiness across the Army, 

the National Guard and the Reserve, 

enabling the Army to provide more 

combat-ready formations to combatant 

commanders. This Total Army effort 

maximizes our strength and human capital 

across components; builds trust and 

cohesion among units; and further injects 

the “one Army” ethos in our leaders 

and troops. 

Above: Army National 

Guard members after 

a physical fitness test 

during a regional Best 

Warrior competition in 

2015; a 14-mile ruck 

march during the 2016 


Best Warrior Competition 

begins. 


Sgt. 1st Class Christian 

Staszkow of the 

Hawaii Army National 

Guard leads an afteraction 

review for 

Indonesian soldiers. 

■ Advise-and-assist brigades: These resemble regular 

chains of command of units, brigades and battalions, but they 

do not deploy soldiers. Potentially, each combatant commander 

would be assigned an advise-and-assist brigade and would 

train, advise and assist foreign armies on a day-to-day basis 

on behalf of the U.S. These models are in place today in 

Afghanistan and Iraq and have already shown successes. 

■ Armored brigade combat teams: Our armor force is a 

key component of the nation’s land power and will play a critical 

role in future wars against a near-peer threat. Wherever 

that conflict erupts, our armor forces must be ready. 

We are testing our capabilities through rigorous training 

exercises beyond our shores such as last summer’s Saber 

Guardian exercise in Romania. This U.S. Army Europe-led 

exercise was a joint, multinational and regional event supported 

by Guard soldiers from four states: Idaho, Montana, 

Oregon and South Carolina. It was designed to assure operational 

access and global freedom of action. This event, and 

the deployment of the 1st Armored Brigade Combat Team, 

34th Infantry Division’s more than 6,000 personnel and 

1,500 vehicles to the National Training Center at Fort Irwin, 

Calif., is evidence that the Army National Guard armor force 

is at the ready for the Army and the nation. 

■ Attack reconnaissance battalions: These units have aircraft 

capability that can conduct attack, reconnaissance and 

security missions. The National Commission on the Future 

of the Army recommended the retention of four such battalions 

in the Army National Guard; as the Department of the 

Army considers this recommendation, the Army National 

Guard will be part of that decision. I believe retaining these 

battalions provides the Army strategic depth and surge capacity, 

optimizes efficiency of resources, and is best for the aggregate 

readiness of the Total Army. 

■ Main command post-operational detachment: These 

units provide expansibility for Army headquarters by providing 

increased capacity for the main command post. They also 

create greater readiness for simultaneous execution of missions 

and extended operations, and support forward deployment 

of the main command post. 

Sustaining, Evolving 

We are constantly looking at ways to increase and maintain 

readiness in a band of excellence so if we have to execute 

upon America’s worst night, we can defend and protect the 

nation and defeat those who threaten us. 

No longer will our training focus solely on the assigned 

mission, as we did for Afghanistan and Iraq. Army National 

Guard units must get back to their core wartime missions. No 

longer will we resource the readiness of a few select units only 

to be used and degraded, which then requires us to rebuild 

them at a later date. This leaves us with only a few ready units 

in a given period of time. 

With the sustainable readiness model, all units train collectively 

on their overall functional mission and stand ready to 

deploy worldwide support to any number of operations as 

part of overall Army contingency plans. To achieve this, we 

must be staffed, trained and equipped. With these conditions 

in place, we can achieve higher premobilization readiness and 

reduce our post-mobilization time. That is how the Army 

National Guard can achieve success for the Army and the nation 

in future conflicts. 

Shared Commitment 

The Army National Guard that the Army and the nation 

need is resourced, trained and operationally used. We do not 

operate in isolation; we are succeeding within the Total Force 

concept. Together, we have reviewed the recommendations of 

the National Commission on the Future of the Army, finding 

consensus and speaking with one strong Army voice. We are 

moving rapidly toward a sustained readiness model, which 

means the Army Guard will increase our combat readiness and 

reduce our deployment timelines. As an Army, we have invested 

a tremendous amount of time ensuring that we are integrated 

and focused together on one Army, a Total Army. ✭ 


U.S. Army Reserve Command 

Citizen-Soldiers Serve 

Total Army, Joint Force 

By Lt. Gen. Jeffrey W. Talley* 

U.S. Army retired 

Former Chief, Army Reserve 

and 

Former Commanding General, 

U.S. Army Reserve Command 

*Talley was succeeded on June 30 by Lt. Gen. 

Charles D. Luckey, who previously was chief 

of staff for North American Aerospace 

Defense Command and U.S. Northern 

Command, Peterson Air Force Base, Colo. 

Today’s Army Reserve is universally recognized as a 

critical component of the Total Army and the joint 

force. As I retire as 32nd chief of the Army Reserve 

and seventh commanding general of the U.S. Army 

Reserve Command, I am honored to have served this nation, 

and to have led this incredible organization through its 

transformation from a strategic reserve to what it is today: 

America’s global operational reserve force. 

The Army Reserve is a worldwide organization of more 

than 200,000 soldiers and civilians, 1,100 reserve centers 

and training facilities, six installations, and equipment 

inventories valued at more 

than $39 billion. 

Since 2001, more than 

335,000 Army Reserve 

citizen-soldiers have been 

mobilized and deployed to 

Army Reserve Staff Sgt. Andrew Fink maneuvers 

through an obstacle during the U.S. Army’s Best 

Warrior Competition at Fort A.P. Hill, Va. 


Soldiers from the U.S. Army Civil 

Affairs and Psychological Operations 

Command (Airborne) prepare to 

sling-load supplies during training 

at Fort Bragg, N.C. 

every major combat zone across 

the globe—63,000 in the last 

four years alone—creating a 

new paradigm of reliance on 

the Army Reserve as an essential 

partner in preventing conflict, 

shaping the strategic environment, 

and responding to 

operational contingencies at 

home and abroad. 

The credit for our success 

goes not to me, but to the men 

and women of the Army Reserve 

and the remarkable job they have done over the past 15 

years to support the national security strategy and Army commitments 

worldwide. Citizen-soldiers bring essential enabling 

capabilities to combat formations around the world, setting 

the theater and sustaining it with combat support and combat 

service support capabilities that reside predominantly in the 

Army Reserve. 

Lt. Gen. Jeffrey W. Talley, USA Ret., 

served as senior leader for the U.S. Army 

Reserve from 2012 until his retirement in 

June. Previously, he was commanding general, 

84th Training Command at Fort 

Knox, Ky. During more than 31 years of 

active and reserve service, he commanded 

units at every echelon, from platoon to division-level, 

with duty in Korea, Kuwait, 

Iraq and the U.S. He also served in the Pentagon as a strategic 

planner in the Deputy Directorate for the War on Terrorism, 

Strategic Plans and Policy Directorate (J-5), Joint Chiefs of Staff; 

and on the Secretary of Defense’s Reserve Forces Policy Board. A 

graduate of Louisiana State University, he holds multiple master’s 

degrees; a Ph.D. from Carnegie Mellon University, Pa.; and an 

Executive MBA from the University of Oxford, U.K. 

Essential Element 

Just a year ago, we were still making the case that the Army 

Reserve must remain an operational reserve. Today that debate 

is over, and the Army Reserve is recognized as an integral 

and essential element of the Total Army and the joint force. 

We do this primarily through the Plan, Prepare and Provide 

readiness model that forward-stations Army Reserve engagement 

cells and teams. They provide direct planning support to 

Army service component commands and field armies, and integrate 

Army Reserve capabilities into combatant commandand 

corps-level plans across all warfighting functions. 

Together, these engagement cells and teams provide the 

versatile, tailored, responsive and consistently available capabilities 

combatant commanders need for planned and emerging 

missions. 

Private Public Partnerships 

Another way the Army Reserve is enhancing readiness is 

through its Private Public Partnership program, which has 

been emulated throughout DoD. The program is designed to 

accomplish two objectives: Help soldiers find employment or 

advance their careers in the private sector; and enhance the individual 

and operational readiness of our forces in a time when 

global challenges are increasing while budgets are decreasing. 

This is accomplished by merging the best of Army training 

with civilian professional development to enhance the skills 

and core competencies of soldiers and leaders at the individual 

level and, when combined with Title 10 training, to advance 

the readiness of units to meet specific global needs. 

Capabilities-Based Force 

The total force relies on capabilities within the Army Reserve 

to meet National Military Strategy requirements, and to 

mitigate the risks associated with a smaller active component 

force. Because a significant portion of the Army’s combat support 

and combat service support force structure resides in the 

Army Reserve, the Army relies on trained and ready citizensoldiers 

to execute missions across the globe. Readiness is the 

Army’s No. 1 priority, and adequate resourcing ensures our 

units are properly staffed, trained, equipped and led. 

The Army Reserve provides most of the Army’s technical 

enablers and nearly all of the capabilities essential to the opening 

phase of major operations, including petroleum pipeline 


and terminal operations, rail units, biological identification detachments, 

broadcast operations, civil affairs, military information 

support, full-spectrum engineering, medical, logistics, 

and many more. 

The Army Reserve also stands ready to support lead agencies 

for domestic emergencies and disaster relief efforts with capabilities 

vital to disaster response. The Army Reserve provides 

federal support to defense support of civil authorities including 

aviation lift, search and rescue or extraction, and quartermaster 

units (such as supplying food, shelter, potable water and heated 

tents). In many cases, these national lifesaving capabilities are 

almost exclusively or predominantly in the Army Reserve. 

Sustainable Readiness 

The Sustainable Readiness model will optimize today’s operational 

force while balancing the Army’s steady state missions 

and contingency response capability with available resources. 

While Army Force Generation was developed to 

sustain large combat operations in two theaters over an extended 

period, Sustainable Readiness will adapt the Force 

Generation system to the changing strategic environment, 

characterized by persistent forward presence and global engagement, 

uncertain demands and limited resources. 

Under Sustainable Readiness, all components of the Army 

must remain ready and postured to protect the nation and its 

interests. For the Army Reserve, this means prioritizing readiness 

in allocated units and early-entry/set-the-theater enabling 

capabilities required to meet planned contingency operations. 

It also means prioritizing readiness and its four components— 

staffing, training, equipping and leader development—with 

targeted initiatives. 

Staffing is the Army Reserve’s most important element of 

building readiness. Using Sustainable Readiness, the Army 

Reserve will realign full-time support personnel from lowerpriority 

positions to early entry/set-the-theater units, filling 

those authorizations to the greatest extent possible. We will 

also recruit new and transitioning soldiers while making every 

effort to recover nonparticipants to shore up personnel shortages 

within the ranks as well as retaining current personnel. 

Training is the second component of readiness and, starting 

in fiscal year 2017, the Army Reserve will begin reporting 

and evaluating training under Objective T standards. Again, 

priority will go to resourcing allocated units and early enablers. 

All of our commanders will ensure that individual 

training readiness standards are met. And because predictable, 

multicomponent integrated training is essential for 

building readiness, the Army Reserve will rely on leadership 

to help us prioritize resources for Army and joint training 

events that leverage live, constructive, virtual and gaming capabilities. 

The third component of readiness is equipping, arguably 

the most challenging component. Modernized equipment remains 

essential for ensuring that Army Reserve early enablers 

remain both interoperable and readily available as a vital component 

of the operational force. To facilitate readiness in priority 

units, equipping modernization, acquisition and fielding 

must be realigned and rebalanced. 

Leader development is the component of readiness that provides 

our military with a decisive advantage within an increasingly 

uncertain and complex world. The Army Reserve develops 

adaptive and capable leaders within a framework of formal 

training, professional education and operational assignments. 

Moving Forward 

Meeting the defense and security challenges of today and 

tomorrow will require continued access to, and reliance on, the 

An animal care specialist 

with the 448th 

Civil Affairs Battalion 

Functional Specialty 

Team shares best 

practices in Uganda. 


A joint aviation exercise at Davison Army Airfield, Fort Belvoir, Va., includes active Army, Army Reserve 

and Army National Guard troops. 

skills, capabilities and experience of a ready, operational Army 

Reserve. Inherent in this mission are opportunities—and also 

challenges. 

The first and foremost challenge is to meet the demand requirement. 

Army force structure constraints will require the 

Army Reserve to continue to provide technical and sustainment 

capabilities to the total force, especially early deploying 

enablers. That means predeployment training, which is critical 

to the success of our mission. 

We will not always have the luxury of 

extended post-mobilization training 

timelines, so we must plan and train accordingly. 

We must also be ready for 

the unknown. The demand will not always 

include high-end conflict but often 

unexpected emergencies such as the 

Ebola outbreak in West Africa. And of 

course, resources will be a continuing 

challenge now and for the foreseeable 

future. We do not anticipate additional 

resources beyond current projected budget 

submissions. 

In spite of the many challenges we 

have faced and overcome, the highest 

privilege and greatest professional honor 

of my life has been to be a soldier—not 

to have achieved the rank of general, not 

to have been an officer, but to have been 

a soldier, and to have served honorably in 

peace and war among my fellow soldiers. 

Moving forward, the opportunity remains 

to do what soldiers of this great 

Army have done for generations: to 

serve with honor and distinction and, when called upon, to 

fight and win our nation’s wars. 

As I take my leave, I do so knowing that today’s Army Reserve 

is the most battle-tested and experienced in our nation’s 

history, now universally acknowledged as the Army’s global 

operational reserve force. Meeting the security challenges of 

today and tomorrow will not be easy. But one thing we know 

is that it will require continued access to, and reliance on, the 

skills, capabilities and experience of the Army Reserve. ✭ 

Maj. Lisa Jaster, 

center, the first female 

Army Reserve soldier 

to earn a Ranger tab, 

joins Capt. Kristen 

Griest and 1st Lt. 

Shaye Haver, the first 

two female activeduty 

Ranger School 

graduates. 


U.S. Army Pacific 

Building Stronger Ties 

Across 16 Time Zones 

By Gen. Robert B. Brown 


U.S. Army Pacific 

The Indo-Asian-Pacific region continues to be dynamic 

and complex, and U.S. Army Pacific remains 

as focused and engaged as ever before. 

For over 118 years, the U.S. Army has maintained a 

presence in the Pacific region, earning more campaign 

streamers than anywhere else in the world except the 

Americas. Today, in support of the Pacific rebalance and in 

furthering U.S. Pacific Command strategic objectives, we 

regularly project forces from our home stations to west of 

the international date line, where we partner with our 

friends and allies to deter, 

reassure and engage the 

countries of this region. 

The 106,000 personnel of 

U.S. Army Pacific (USAR- 

PAC) operate in an area that 

Cambodian soldiers work with Spc. Miykala Fritz, 

a member of the Idaho Army National Guard, 

during medevac training in Cambodia. 


Soldiers from the U.S., Australia and China, along with U.S. Marines, learn how to build a camp kitchen in Australia. 

Australian Army/Lance Cpl. Kyle Genner 

Gen. Robert B. Brown assumed command 

of U.S. Army Pacific in April. His previous 

assignment was commanding general of the 

U.S. Army Combined Arms Center, Fort 

Leavenworth, Kan. Since earning his commission 

in 1981, he has spent 12 years with 

units focused on the Indo-Asian-Pacific region, 

including commanding general of I 

Corps and Joint Base Lewis-McChord, 

Wash.; deputy commanding general of the 25th Infantry Division; 

training and exercises director J-7 of U.S. Pacific Command; 

and commander of the 1st Brigade Combat Team (Stryker), 25th 

Infantry Division. He holds a bachelor’s degree from the U.S. 

Military Academy, and master’s degrees from the University of 

Virginia and the National Defense University. 

spans 9,000 miles and 16 time zones. Encompassing some of 

the world’s most complex terrains, this region also claims 

more than 80 percent of lives lost due to natural disasters. 

Home to the world’s three largest economies and seven of the 

eight fastest-growing economies of the world, over $5.3 trillion 

in annual global trade transits through this region. The 

Strait of Malacca alone sees over 25 percent of global oil and 

50 percent of all natural gas shipments. With seven of the 

world’s 10 largest armies, this region is not only complex, it 

can be volatile and unpredictable. 

On average, there are over 5,000 USARPAC soldiers engaging 

and operating in more than 10 of the 36 nations in the theater 

and on global missions throughout the world. Along with 

our joint teammates, they provide stability and security as they 

operate in tailored, task-organized teams alongside our partners 

and allies. Together, we are building trust and increasing 

interoperability and readiness in new and creative ways. 

When joined with existing full combined arms maneuver 

capabilities under Eighth Army on the Korean Peninsula, the 

forward-positioned ground-based air and missile defenses on 

continuous alert, and the continuously committed theater-enabling 

commands of the Pacific, the Army presence remains 

robust. This provides a wide array of options to the commander 

of the U.S. Pacific Command for any contingencies. 

With these capabilities, the leaders, soldiers and civilians in 

USARPAC capitalize on the complexity of area of operation 

and leverage joint and combined opportunities, making this 

theater the Army’s largest “battle lab” of innovation. Creativity 

and experimentation are embraced. 

The Pacific Battle Lab 

During this year’s LANPAC Symposium, Navy Adm. 

Harry B. Harris Jr., commander of the U.S. Pacific Command, 

described a future where domains converge. He articulated 

a growing need for the U.S. Army to project its combat 

power from the land into the sea. He challenged the Army, 

while maintaining our dominance in the land domain, to also 

influence the sea domain using cross-domain fires—deny sea 

access using land-based systems. USARPAC welcomes this 

challenge, and we are well-equipped and organized to incor- 


porate this emerging capability into all the other innovation 

and experimentation that we are conducting in our Pacific 

battle lab. 

Pacific Pathways, now in its fourth year, continues to serve 

as the primary venue for innovation and experimentation while 

building readiness across multiple echelons. Using the Army 

Operating Concept as the foundational lens, we are tackling 

the Army’s 20 Warfighting Challenges and invited subjectmatter 

experts from all of the centers of excellence to observe, 

evaluate and capture valuable lessons for the Army. 

Beyond serving as an important investment for the development 

of our future forces, Pacific Pathways also provides 

immediate benefits to the stability and security of the region. 

With an increase in land forces on extended presence west of 

the international date line, Pacific Pathways forces provide 

additional options for the combatant commander during contingency 

operations. In addition, participation in these regional 

exercises allows us to strengthen relationships and increase 

readiness. 

Multicomponent Command 

USARPAC is inherently a multicomponent command and 

draws great strength from the Army Reserve forces and 

aligned Army National Guard commands of the Pacific. 

Leveraging the extensive capabilities resident in the reserve 

components is another key aspect of how we operate. Moreover, 

we continue to benefit from establishing the U.S. 

Army’s first Army Reserve Engagement Cell in 2013. This 

cell provides greater access to units of the U.S. Army Reserve 

Command that further apply their unique capabilities to enhance 

and broaden our total force reach in the region. 

This is a complex region, and we face many traditional security 

dilemmas. Increasingly, though, we also face unconventional 

threats that transcend national borders. From the spread 

of violent extremist ideology to destructive effects of climate 

change on vulnerable populations, these are threats we face together 

with our partners and allies that require a collaborative 

solution and a unified response that has historically been delivered 

by land force teams—people engaging other people. 

We do not operate simply in the land domain. We operate 

in the human domain. In a region that contains more than 50 

percent of the world’s population, our people have always been 

central to our success. As we continue to expand bilateral 

events to multilateral events, we continuously invest in the development 

of our soldiers to better understand social, cultural, 

political and physical influences affecting human behavior. 

Through our many engagements and exercises, we develop 

adaptive leaders who thrive in ambiguity and chaos. We optimize 

individual and team performances and build cohesive 

teams of trusted partners from all backgrounds, professions 

and countries. In doing so, we export our professionalism and 

remain this region’s pre-eminent security partner of choice. 

Future of the Region 

While the Indo-Asian-Pacific region has always been complex 

and unpredictable, with careful and persistent efforts the 

Sgt. 1st Class Brandon Knobloch of the 3rd Infantry Regiment confers with a Filipino soldier during a Pacific Pathways exercise in the Philippines. 


Sgt. Andy Hicks 

coaches a Mongolian 

soldier during minefield 

extraction training 

in Mongolia. 

U.S. Marine Corps/Cpl. Hilda M. Becerra 

region has also experienced about 70 years of relative stability, 

growth and prosperity. While the region has not always been 

peaceful, we have always recognized its importance not only 

to the U.S., but to the international community. We have 

persistently engaged and, at times, fought to preserve that security. 

The trend has always been upward and remains upward 

even during these times of uncertainty. 

Challenges will continue in this region: the nuclear and 

missile tests in North Korea, and the provocations and escalations 

that followed; the uncertainty that is introduced by land 

reclamation and expansionism in the South China Sea; the 

rising tide of violent extremist ideologies; the effects of climate 

change and natural disasters that are becoming more 

and more devastating. 

These are all part of the Indo-Asian-Pacific region that remains 

dynamic and is undergoing rapid change. It’s a region 

where we maintain an array of relationships that require constant 

tending and attention. When we succeed, the relationships 

will endure the challenges and even become strengthened. 

Further, the relationships will prevent misunderstanding 

and miscalculation that would undermine the peace and prosperity 

we all seek here. USARPAC remains committed and 

ready, as we always have, to stand with our partners and allies 

to ensure stability and security in this region. ✭ 

A Republic of Korea soldier guides U.S. and South Korean boats in a raft and bridging exercise on the Imjin River. 


U.S. Army Medical Command 

Keeping the Total Force 

In Top Fighting Shape 

By Lt. Gen. Nadja Y. West 


U.S. Army Medical Command 

and 

Surgeon General of the Army 

Since 1775, Army Medicine has remained one team 

with one purpose: conserving the fighting strength. 

To support our nation’s Army and all those entrusted 

to our care, Army Medicine is comprised of a committed 

team of over 150,000 military and civilian professionals 

who provide a continuum of integrated health services, 

research, training and education that no other health care 

organization in the world can provide. The years of accumulated 

experience, expertise and know-how of our teammates 

combine to create a total medical force without peer. 

Army Medicine has four strategic priorities that are bucketed 

into three categories: 

the current fight, the future 

fight, and the always fight. 

The Current Fight 

Readiness and health and 

health care delivery are part 

of the current fight. We see 

Capt. Cecil Simmons, a physician assistant with 

the 4th Infantry Division, checks Pfc. Lee Vong 

Yang for concussion after a patrol. 


1st Cavalry Division medevac training in Iraq 

readiness and health closely coupled as the Army derives its 

power from the collective strength of its soldiers rather than 

advanced platforms. Soldiers are our most prized and effective 

weapons system, and a soldier’s health is an essential 

component of his or her readiness. 

Medical readiness. We are transforming our understanding of 

medical readiness in order to maximize the fighting strength of 

our nation’s Army. The newly developed Medical Readiness 

Assessment Tool allows command teams, leaders and clinicians 

to proactively identify soldiers who are on a trajectory that 

could result in a permanent deployment-limiting profile. This 

will enable clinicians to determine root causes for health issues 

and develop courses of action that maximize soldier readiness. 

Lt. Gen. Nadja Y. West is the commanding 

general of the U.S. Army Medical Command 

and the 44th Surgeon General of the Army. 

She previously served as joint staff surgeon at 

the Pentagon. Earlier assignments include 

deputy chief of staff, G-1/4/6, Office of the 

Surgeon General; commanding general, Europe 

Regional Medical Command; and commander, 

Womack Army Medical Center, Fort 

Bragg, N.C. She holds a bachelor’s degree from the U.S. Military 

Academy and a doctorate in medicine from the George Washington 

University, Washington, D.C. She is a graduate of the U.S. Army 

Command and General Staff College and the National War College. 

Dental readiness. Go First Class is an Armywide initiative 

that addresses dental readiness, wellness and prevention. 

Since January 2011, this and other initiatives have contributed 

to a 25 percent decrease in acute dental care appointments 

and a 60 percent reduction in all dental treatment 

needs. Go First Class has directly improved soldiers’ dental 

readiness and dental wellness, reaching all-time highs of 96 

percent and 60 percent, respectively. 

Responsive medical capabilities. During the past 15 years of 

combat, we have seen a survivability rate of 92 percent, the 

highest in the history of warfare, despite the increasing severity 

of battle injuries. These advances in combat casualty care 

resulted from our integrated health care system that spans the 

continuum of care across prevention, treatment, and recovery 

or rehabilitation. 

Health of the Force report. In November 2015, the U.S. 

Army Medical Command published the Health of the Force 

report, the Army’s first attempt to review, prioritize and share 

best health-promotion practices at the installation level. Senior 

leaders are now able to track the health of the Army, installation 

by installation, and share lessons learned at different 

ends of the health spectrum. 

Performance Triad. Army Medicine has continued its transition 

from a health care system—a system that primarily focused 

on treating injuries and illness—to a system for health 

that focuses on improving health and wellness of all service 

members, families, soldiers and retirees. Army Medicine has 


partnered with key stakeholders across the Army to develop 

the Performance Triad strategy, investing in soldiers, Department 

of the Army civilians, retirees and their families with 

the goals of enhancing personal health readiness, sustaining 

resilience and optimizing performance. 

Health care delivery. We fully intend to maintain our longstanding 

commitment not only to treat the wounds of war, 

but also the noncombat injuries and illnesses of soldiers, their 

families and retirees. 

Primary care. Primary care is delivered through integrated 

teams of health care professionals who proactively engage patients 

as partners in health with a stronger focus on prevention. 

Army Medicine comprises 134 Army medical homes 

across the U.S., Europe and the Pacific that care for 1.3 million 

beneficiaries. These facilities have been recognized by the 

National Committee for Quality Assurance, representing the 

gold standard of patient-centered medical care. 

Behavioral health. Behavioral health care is a key factor in 

force readiness. In support of Armywide efforts, we continue 

to work to decrease the perception of any stigma that surrounds 

seeking behavioral health care. Programs such as Embedded 

Behavioral Health, Primary Care Behavioral Health 

and School Behavioral Health focus on reaching soldiers and 

their families outside military treatment facilities to improve 

access and reduce any perceptions of stigma. 

Virtual Health. Virtual Health provides clinical services 

across 18 time zones in over 30 countries and territories. 

Army Medicine executes approximately $14 million per year 

on clinical uses of Virtual Health such as Tele-Behavioral 

Health. In fiscal year 2015, Army clinicians provided over 

40,000 provider-patient encounters and provider-provider 

consultations in garrison and operational environments in 

over 30 specialties via Virtual Health. 

The Future Fight 

The future of Army Medicine at the individual, organizational 

and enterprise level is being determined today. Army 

Medicine must continue to develop capabilities that are responsive 

to operational needs with organizations comprised 

of soldiers who are able to effectively operate in a joint/combined 

environment characterized by highly distributed operations 

and minimal, if any, pre-established health services infrastructure. 

The U.S. Army Medical Department Center 

and School/Health Readiness Center of Excellence is leading 

our effort to develop agile and adaptive leaders while continuing 

to design and develop our training, doctrine and capabilities 

to ensure we are postured to support the Army in future 

operations. 

Streamlining structure. Army Medicine continues to align 

its structure to better support the Army and the joint force. 

We have completed transformation of 15 regional command 

headquarters to four multidisciplinary regional health commands 

and by the end of fiscal year 2017, Medical Command 

will transform from 20 to 14 subordinate command headquarters. 

In doing so, Army Medicine is aligning with the 

U.S. Army Forces Command corps and Army service compo- 

An Army clinical staff nurse and a soldier demonstrate an exam using a digital external ocular camera that can transmit images to other installations. 


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A patient administrator 

gathers details from 

two soldiers during 

mass casualty training 

in Afghanistan. 

nent commands in order to be more responsive to operational 

requirements. 

Medical research. The U.S. Army Medical Research and 

Materiel Command is the Army’s medical materiel developer, 

with responsibility for medical research, development and acquisition 

as well as medical logistics management. The command 

manages the full life cycle of medical technologies and 

materiel—from discovery through development, procurement, 

maintenance and disposal—to support the readiness 

and optimal health of our armed forces; to provide our health 

care providers with technologies to protect soldiers from disease 

and injury; and to provide optimal 

care for casualties, particularly on the 

battlefield. 

The command is also continuing biosurveillance 

and virus characterization 

activities through overseas and domestic 

laboratories. Further, it is now working 

in support of the national Laboratory 

Response Network. 

The Always Fight 

We always take care of our soldiers for 

life, Army civilians and families as they 

are our strength. In Army Medicine, we 

say “people first, mission always.” 

For the past 15 years, we have supported 

joint campaigns in Iraq and Afghanistan, responded 

to natural disasters, and taken decisive action during other 

contingencies such as the U.S. government response to the 

Ebola outbreak in West Africa. In doing so, Army Medicine 

continues to prove we are the nation’s premier expeditionary 

medical force meeting the challenges of a complex world— 

and we remain globally engaged, regionally aligned, and 

ready to face the ever-changing challenges of tomorrow. 

Army Medicine will continue to stand as a unique organization 

that has the versatility, agility and scale to adapt to challenges 

that arise at home or abroad. 

✭ 

Capt. David Kassop, a doctor with the 22nd 

Chemical Battalion (Technical Escort) at 

Aberdeen Proving Ground, Md., examines 

a patient. 


U.S. Army Special Operations Command 

Global Engagement on 

Precision Operations 

By Lt. Gen. Kenneth E. Tovo 


U.S. Army Special Operations Command 

After 15 years of conflict, the Army’s special operations 

forces remain fully engaged in globally developing 

relationships, building partner forces that endure 

and succeed, and countering a range of threats 

to our national security and that of our allies. 

On any given day of the past year, the soldiers of Army 

special operations forces (ARSOF) were deployed to more 

than 70 countries supporting geographic combatant commanders 

and other elements of the U.S. government. While 

remaining globally engaged as the Army service component 

command to the U.S. Special Operations Command and the 

special operations component 

of the Total Army, the 

U.S. Army Special Operations 

Command (USASOC) 

continued an extensive reorganization. 

The effort, 

known as ARSOF 2022, 

Special Forces soldiers train Honduran Tigres 

commandos in Florida. 


In Afghanistan, Special Forces soldiers meet 

with local leaders. 

optimized command capabilities for 

more effective execution of operations 

across the spectrum of conflict and 

specifically in the gray zone between 

peace and war. 

The status of the reorganization and 

related capabilities represents one of the 

three milestones discussed in this article. 

Also included are three areas of focus for 

the coming year that will further enable 

ARSOF to provide operational options 

that national decisionmakers need to 

counter violent extremist organizations 

and potential rival nations globally. 

Global Engagement 

Over the past year, ARSOF worked with and through partner 

forces to counter violent extremist organizations as well as 

regional aggression where nation-states such as Russia 

threaten the international order. Our forces also developed 

and strengthened relationships with partner nations; built 

partner capacity; and provided early understanding of trends, 

opportunities and threats in critical regions of the world. 

When called upon, USASOC forces executed precision direct 

action operations that were enabled by special operation 

forces’ unique intelligence, technology and targeting processes. 

In each case, ARSOF soldiers employed their unique skills including 

cultural and language expertise to successfully navigate 

complex operating environments. 

■ In the U.S. Central Command, Army Special Forces 

soldiers maintained pressure on insurgent networks in 

Afghanistan through partnered operations. They also enabled 

host-nation forces to counter extremist threats in Lebanon, 

and empowered security forces to recapture cities from the Islamic 

State group in Iraq. 

■ Special Forces, psychological operations and civil affairs 

Lt. Gen. Kenneth E. Tovo assumed command 

of the U.S. Army Special Operations 

Command in July 2015. He has commanded 

at every level from Special Forces Operational 

Detachment-Alpha to Theater Special 

Operations Command. Most recently, he 

served as the deputy commander of the U.S. 

Southern Command, Miami. His operational 

assignments include the First Gulf 

War, refugee relief operations in Northern Iraq, noncombatant evacuation 

operations in Sierra Leone, two peacekeeping deployments to 

Bosnia, five tours in Iraq, and one tour in Afghanistan. He graduated 

from the U.S. Military Academy in 1983, and holds master’s 

degrees from the U.S. Army Command and General Staff College 

and the U.S. Army War College. 

soldiers worked in the U.S. European Command to professionalize 

Ukrainian special operations force capabilities and 

those of other European allies to counter Russian aggression. 

■ USASOC soldiers in the U.S. Africa Command enabled 

host-nation partners to counter violent extremist organizations 

in countries such as Somalia, Mauritania, Niger and Chad. 

■ In the U.S. Pacific Command, the 75th Ranger Regiment 

conducted partnered training in Korea while other USASOC 

units partnered with host-nation forces in Taiwan, Thailand, 

Nepal, Cambodia, Sri Lanka, the Philippines and Japan. 

■ In the U.S. Southern Command, Special Forces, psychological 

operations and civil affairs teams developed partner 

capabilities in Belize, El Salvador, Honduras, Guatemala and 

Colombia. 

■ In the U.S. Northern Command, USASOC soldiers 

trained, advised and assisted Mexican partner forces and enabled 

their operations against transregional criminal organizations 

through fusion cell activities. 

These examples represent a small number of the training 

events, exercises, engagements and partnered operations executed 

worldwide by ARSOF. Additionally, the U.S. Army 

Special Operations Aviation Command executed engagements 

to build partner aviation capacity in the Africa, Central, 

European and Southern commands. 

In Tunisia, these personnel advised partner forces on rotary 

wing attack tactics. In Lebanon, they taught Lebanese air 

crews aspects of close air support, mission planning and air-toground 

integration. In the United Kingdom, the training effort 

shared tactics and techniques with allied aviators and 

crews. In Brazil, they shared planning practices for time-sensitive 

missions to aid host-nation aviators and planners in 

preparation for their 2016 Summer Olympics security mission. 

2022 Transformation 

ARSOF 2022 reorganized specific USASOC formations 

to provide specialized means to characterize, understand and 

affect operating environments. The reorganization unified 


Special Forces, psychological operations, civil affairs and special 

operations sustainment under the 1st Special Forces 

Command (Airborne) (Provisional) headquarters. It restructured 

the 4th Battalion of each of the five active-duty Special 

Forces groups, creating units of action designed to assist in 

understanding, defining and preparing the operating environment, 

especially for unconventional warfare operations. 

The reorganization also enabled 1st Special Forces Command 

(Airborne) (Provisional) to field a deployable and scalable 

special operations joint task force headquarters to synchronize 

special operations force effects for joint force 

commanders. The command deployed a two-star general officer 

headquarters to establish Special Operations Joint Task 

Force-Operation Inherent Resolve (SOJTF-OIR) as the special 

operations force component headquarters of Combined 

Joint Task Force-Operation Inherent Resolve. 

SOJTF-OIR assumed responsibility for synchronizing regional 

special operations force effects in the fight against the 

Islamic State. Members of Special Forces 4th battalions deployed 

to characterize and gain an advanced understanding of 

the environment in support of SOJTF-OIR and other joint 

commanders around the world. 

Psychological operations special military information support 

operations advanced research teams and civil affairs units 

from the 1st Special Forces Command also deployed in support 

of SOJTF-OIR and other requirements worldwide. 

These deployments move ARSOF 2022 into the employment 

phase, as 1st Special Forces Command soldiers execute missions 

that leverage our optimized capabilities. 

The SOJTF headquarters construct now represents a key aspect 

of special operations forces Mission Command for campaigns 

requiring unification of multiple special operations force 

formations and missions. In Afghanistan, SOJTF-A unified special 

operations forces’ efforts to develop partner capabilities, 

achieve effects with and through partner forces, and deliver precision 

direct action capabilities against complex insurgent targets. 

Partnered operations under SOJTF-A continue to disrupt 

insurgent networks and defeat enemy concentrations while 

capacity-building takes place. In some cases, SOJTF-A 

capacity-building has matured to a point that Afghan partner 

forces now operate unilaterally, as seen with the Afghan 

special operations kandaks, or battalions, under the Afghan 

National Army Special Operations Corps. 

Functioning Together 

As we face dynamic and changing conditions in the global 

security environment, it is more important than ever for special 

operations forces and conventional forces to achieve interdependence, 

interoperability and integration. In 2015, US- 

ASOC initiated efforts to improve the way in which special 

operations forces and conventional forces elements function 

together in training and operating environments. These efforts 

continue and build upon successes achieved in the past 

year through special operations forces-conventional forces 

training at home station and outside the continental U.S.; establishment 

of the John F. Kennedy Special Warfare Center 

and School foreign weapons course for conventional forces 

soldiers; Army Special Operations Aviation Command support 

to the 10th Combat Aviation Brigade preparation for 

campaign plan requirements; Special Operations Center of 

Excellence collaboration and exchanges with the Army centers 

of excellence; 75th Ranger Regiment personnel contributions 

to conventional forces (75th Ranger Regiment Charter); 

and the USASOC partnership with U.S. Army Forces Command 

for special operations forces-conventional forces communications 

and network connectivity testing and validation. 

Additionally, USASOC units are participating in 16 combat 

training center rotations and four of nine Mission Command 

training program iterations in fiscal 2016. ARSOF will also participate 

in 18 combat training center rotations, one Joint Multi- 

A cultural support 

team member 

engages children in 

Kandahar Province, 

Afghanistan. 


Members of the 75th 

Ranger Regiment conduct 

fast rope infiltration. 

national Readiness Center rotation, and five Mission Command 

training programs (warfighter exercises) in fiscal 2017. 

Looking to the Future 

Army Special Operations represent tailorable and scalable 

options for understanding culturally complex environments 

and emerging threats. Persistent engagement with partner nations 

also allows ARSOF to identify where opportunities exist 

to counter the actions of potential rival nations, violent extremist 

organizations and transregional criminal elements. Nations 

such as Iran, Russia, the Democratic People’s Republic of 

North Korea, and the People’s Republic of China challenge the 

current international security dynamic as they seek greater influence 

over regional neighbors. At the same time, a variety of 

violent extremist and criminal organizations continue to seek 

opportunities that advance their agendas transregionally. 

To more effectively counter adversarial state and nonstate 

actions, USASOC is focused on advancing our capabilities in 

unconventional warfare, precision direct action, influence and 

cyber while pursuing ways to more effectively leverage continental 

U.S.-based resources. 

Supporting Unconventional Warfare 

In an effort to address current and future threats to regional 

stability in countries around the world, USASOC is focused 

on enabling low-cost, high-payoff options such as unconventional 

warfare and precision direct action. USASOC will pursue 

technology and methodologies in the coming year that 

support the ongoing application of unconventional warfare by 

deployed elements. 

The focus includes efforts to understand how deployed elements 

are executing unconventional warfare, providing solutions 

to assist forward efforts, cataloging and describing successes, and 

capturing lessons learned in order to recraft institutional doctrine 

and curriculum. USASOC will also seek to creatively employ existing 

and emerging technology in support of partner forces, to 

include MQ-1C Gray Eagles and the 

methodology we use to employ these 

highly effective assets to enable partner 

forces. 

We are also focused on advancing aspects 

of our targeting and information 

synthesis processes to enhance our precision 

direct action capabilities in the 

coming year. As technology evolves 

with increasing speed, ARSOF must 

incorporate emerging means of aggregating 

our data streams and improve the 

speed and ease with which we synthesize 

information. Better tools are needed 

to aggregate existing feeds into a single 

interactive interface through which 

commanders and staffs can plan and execute 

operations. 

Influence and Cyber 

Over the coming year, USASOC will 

explore emerging technologies and 

methods of operation that enable ARSOF military information 

support operations to influence target audiences and control 

the narrative in support of operations at the tactical, operational 

and strategic levels. USASOC will explore new and creative 

ways to influence with and through host-nation forces 

while partnering with DoD and interagency organizations to 

maximize effects. We must also fully integrate cyber-enabled 

operations into our portfolio of capabilities as a means to execute 

targeted information and influence campaigns, digital deception 

and communication disruption at the tactical, operational 

and strategic levels. 

Leveraging U.S.-Based Capabilities 

USASOC is also taking the next step in operationalizing 

the continental U.S. base in support of deployed forces. Over 

the next year, we will seek new ways to leverage continental 

U.S.-based capabilities that connect analytical and other 

means of support with forward-deployed units. The effort will 

explore authorities needed to leverage continental U.S. assets 

and the infrastructure needed to employ capabilities in support 

of deployed forces. By leveraging the continental U.S. base, 

USASOC can deploy fewer people forward while maximizing 

their employment in support of operational requirements. 

The future operating environment will present challenges 

that demand ARSOF to be adaptive, flexible, rapidly responsive, 

and capable of succeeding in ambiguous circumstances. 

In an effort to prepare the ARSOF capabilities needed in the 

future by our Army, the Special Operations Command and 

the nation, USASOC developed and published USASOC 

Strategy-2035. It predicts how the future operating environment 

will challenge our forces, and identifies capabilities 

needed within our formations to address nation-state and 

nonstate threats. By taking deliberate steps to prepare our 

force for the future, we remain committed to the ARSOF 

soldier’s promise to protect the nation without fear, without 

fail, without equal. 

✭ 



Space, Missile Defense 

Vital for Joint Forces 

By Lt. Gen. David L. Mann 

Commanding General, U.S. Army Space 

and Missile Defense Command/ 


The United States is a global power with global responsibilities. 

Meeting these responsibilities to deter, 

deny and defeat potential adversaries in an increasingly 

volatile, uncertain, complex and ambiguous 

global security environment results in joint warfighter demands 

for unique Army forces and capabilities. 

Army space and global missile defense (GMD) forces 

stand out among the unique forces and capabilities in high 

demand. The U.S. Army Space and Missile Defense Command/Army 

Forces Strategic Command (USASMDC/ 

ARSTRAT) provides operational space and GMD forces 

and capabilities critical to 

successful joint campaigns 

while enabling joint force 

commanders’ daily theater 

activities. 

Our adversaries continue 

to increase their capabilities 

A soldier with the Alaska Army National 

Guard’s 49th Missile Defense Battalion, based 

at Fort Greely, Alaska, stands watch against 

limited intercontinental ballistic missile attacks. 


The Wideband Satellite Communications Operations Center, Landstuhl, Germany 

and capacities. Recent Iranian and North Korean activities illustrate 

growing threats to the U.S. homeland, deployed forces, 

allies and mission partners. Further, ambitions of a resurgent 

Russia, and the intentions of the People’s Republic of China to 

exert itself regionally as well as beyond the first island chain 

into the South China Sea, are bound to increase friction wherever 

our interests intersect. These and many other countries already 

possess significant space and missile capabilities and a 

few have recently employed them, as demonstrated during operations 

in Syria, Yemen, Crimea and elsewhere. With these 

challenges, Army space and GMD operations in contested operations 

should now be considered the norm. 

11 Time Zones, 22 Global Locations 

Army space and GMD forces offer joint warfighters the 

means to conduct operations despite adversarial efforts to 

disrupt or degrade reliance on space-based capabilities, or 

the ability to project combat power under the risk of missile 

attack. Leading that effort, USASMDC/ARSTRAT is a 

uniquely organized, multicomponent command with soldiers 

and civilians deployed across 11 time zones and from 

22 global—often isolated—locations. As the Army service 

component to the U.S. Strategic Command, USASMDC/ 

ARSTRAT is responsible for planning, integrating and coordinating 

Army space and GMD missions. 

Lt. Gen. David L. Mann became the commanding 

general of U.S. Army Space and 

Missile Defense Command/Army Forces 

Strategic Command in August 2013. He has 

served in various command and staff positions, 

including commanding general of the U.S. 

Army Recruiting Command at Fort Knox, 

Ky., and commanding general, 32nd Army 

Air and Missile Defense Command, Fort 

Bliss, Texas. He holds master’s degrees from the George Washington 

University, Washington, D.C.; and the U.S. Naval War College. 

Additionally, as the Army’s space, GMD and high-altitude 

proponent, USASMDC/ARSTRAT develops space and 

GMD forces and capabilities to sustain our decisive advantage. 

The command is also the Army’s technical lead to conduct 

space, high-altitude, and air and missile defense-related 

research and development. Complementing the Army-specific 

functions, the commander of USASMDC/ARSTRAT 

also serves as the commander of U.S. Strategic Command’s 

Joint Functional Component Command for Integrated Missile 

Defense. In this role, USASMDC/ARSTRAT is responsible 

for synchronizing planning, recommending force allocations, 

and advocating for future capabilities to address 

homeland defense and combatant commander requirements. 

USASMDC/ARSTRAT space and GMD forces are decisively 

engaged in the current fight, providing trained and 

ready forces in support of joint warfighter requirements. The 

1st Space Brigade provides satellite communications, missile 

warning and Army space support to the warfighter while the 

soldiers of the 100th Missile Defense Brigade (Ground-based 

Midcourse Defense) stand watch 24/7/365, providing the nation’s 

only defense against an intercontinental ballistic missile 

attack. On any given day, the command maintains nearly 900 

personnel directly supporting joint campaigns through forward 

deployed and committed forces. 

Army Largest User 

The U.S. Army is the largest user of space capabilities. The 

1st Space Brigade elements such as Army space support 

teams provide critical support to joint operations and exercises. 

Army space coordination elements and space situational 

awareness electronic detachments are also integrated with 

joint operations. Of note, USASMDC/ARSTRAT has met 

exponential joint warfighter demand for electronic detachments 

by increasing Total Army force structure. 

The Army Space Personnel Development Office ensures 

space professionals are also integrated into the joint force. 

The Army space cadre, approximately 4,000 strong, are sol- 


diers and civilians with unique training and experience in the 

space domain. Further enhancing space domain situational 

awareness, the command supports friendly force tracking as 

well as tagging, tracking and locating missions, processing 

over 500,000 track reports daily and disseminating data to 

over 250 users. Friendly force tracking capabilities provide 

global location of friendly and allied forces. 

Charged with implementing the Army’s Space Training 

Strategy, the command trains and educates soldiers to conduct 

unified land operations in a contested environment. Our space 

training kits, training aids and support to the numerous combat 

training centers with space professionals assist in increasing 

the operational readiness of the force to fight and win decisive 

operations. Given brigade combat team reliance on over 

2,500 pieces of precision navigation and timing-enabled 

equipment, and over 250 pieces of satellite communicationsenabled 

equipment, training on battlefield effects in contested 

space environments is imperative. The Space Training Strategy 

support to home-station training and combat training 

center rotations now includes the Mission Command training 

program, facilitating space training at the division level. 

International Partners 

Joint warfighters also rely heavily on satellite communications 

capabilities, enabled through payload characterization 

and management of wideband global satellite 

communications. With the seventh of 10 planned 

wideband global satellites launched, this U.S.-Australian 

venture provides increased capacity in the super-high-frequency 

band (high data rates for tactical 

users). Agreements with other international partners 

support a wideband global satellite launch in early 

2017. Regional satellite communications support 

centers, our consolidated satellite communications 

system experts and our globally deployed wideband 

satellite communications operations centers ensure 

satellite communications support for national leaders 

down to the individual warfighter. 

Additionally, globally deployed joint tactical 

ground stations provide joint warfighters with a 24/7 

source of missile attack warning, and the ongoing 

joint tactical ground stations modernization program 

will significantly improve early warning for deployed 

forces and allies. This space-based capability is further 

complemented by AN/TPY-2 radars. These 

radars provide tracking and discrimination for regional 

and homeland GMD. An essential element of 

the joint GMD kill chain, they are also integrated 

with ground-based interceptors at Fort Greely, 

Alaska, and Vandenberg Air Force Base, Calif. Operated 

by the 100th Missile Defense Brigade, 

ground-based interceptors provide the nation’s only 

defense against an intercontinental ballistic missile 

attack on the U.S. homeland. 

This year, the breadth and effectiveness of U.S. 

coverage was extended by fielding a ground-based interceptor 

in-flight communications data terminal at 

Fort Drum, N.Y. Next year, the ground-based interceptor 

capacity at Fort Greely will increase with 14 additional 

interceptors, providing greater defensive depth and engagement 

options for GMD. 

As the Army’s proponent and U.S. Army Training and Doctrine 

Command capability manager for GMD, USASMDC/ 

ARSTRAT supports the DoD Missile Defense Agency’s 

test program, which provides further opportunities to validate 

the readiness of the GMD system. To simulate the joint 

warfighter’s missile defense challenges, their regional architectures 

are replicated and tested at the Pacific Missile Range 

Facility in Hawaii and the Reagan Test Site on Kwajalein 

Atoll, Republic of the Marshall Islands. 

The Reagan site also supports the testing of other missile 

defense systems and capabilities such as terminal high-altitude 

area defense and Aegis. In addition to missile defense test 

support, the site provides tracking and instrumentation for 

Minuteman missile launches, supporting the nation’s strategic 

deterrence demonstrations. The site’s location and unique capability 

also allow personnel there to conduct continuous deep 

space surveillance and object identification missions, supporting 

U.S. Strategic Command’s space situational awareness. 

In the spring, the U.S. Air Force began construction of 

their most advanced surveillance system: the Space Fence on 

Kwajalein Island. In a few years, this improved surveillance 

A ground-based interceptor 

is placed in a missile silo at 

Fort Greely, Alaska. 


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The High Energy Laser Mobile Test Truck has a solid-state laser system. 

capability will enable enhanced space situational awareness 

while complementing existing systems at Reagan. The site is a 

national asset supporting U.S. space superiority, contributing to 

space situational awareness and uniquely positioned to track 

new foreign launches (approximately 80 percent of launches 

originating from Asia and Europe). 

Strengthening Readiness 

USASMDC/ARSTRAT also conducts space and GMD 

force modernization, materiel development, and research and 

development. Our Future Warfare Center conceptualizes and 

integrates space and GMD into joint operations, building tomorrow’s 

forces. Our technical center researches and develops 

technologies, to be employed by current and future space and 

GMD forces. These Army space and GMD forces will 

strengthen readiness for the future fight. 

A rapidly developing technology that the command is pursuing 

is directed energy. Directed energy weapons offer the means 

to close the counter-rocket, artillery and mortar and counterunmanned 

aerial system cost curve by augmenting missile and 

gun systems costing upward of $100,000 per engagement and 

having limited rounds with lasers that cost pennies per shot and 

have a nearly endless magazine. Following scheduled demonstrations 

with a 10 kilowatt-class laser, integration of a 50 kWclass 

laser system onto a mobile platform will occur in 2018. 

The objective 100 kW system is planned for the early 2020s. 

Future fights will be conducted in degraded, disrupted or denied 

space operational environments (D3SOE). In response, 

the command is activating a space aggressor capability to further 

enhance realism of home station and combat training center 

training, and support space protection operations. Training aids 

are being evaluated for utility in simulating D3SOE conditions. 

A direct result of D3SOE is the demand on Space Situational 

Awareness electronic detachments. To meet this demand, we 

will activate an Army Reserve company in 2017 followed by a 

Reserve battalion headquarters in 2018, with additional electronic 

detachments activating in 2020 through 2022. 

The command also supports efforts to provide additional 

narrowband (UHF-band) satellite communications to the 

warfighter. The Mobile User Objective System will provide 

10 times the capacity of legacy UHF. The system is designed 

to support mobile, dispersed joint forces in any setting. The 

system also provides roaming satellite communications for 

joint forces operating in austere areas. 

Nanosatellites Augment Programs 

Correspondingly, satellite communications programs are 

augmented by nanosatellites. USASMDC/ARSTRAT’s nanosatellite 

program will provide joint warfighters with communications 

support. Nanosatellite program technology demonstrators 

are providing beyond-line-of-sight communications to the 

tactical level. High-frequency Ka-band nanosatellites and Army 

resilient global on-the-move satellite communications provide 

information resilience in austere environments. 

On-demand imagery is another focus. Kestrel Eye is an 

electro-optical imagery nanosatellite for tactical-level commanders. 

Capable of producing 1.5-meter imagery, Kestrel 

Eye’s data will be downlinked directly to the warfighter. The 

goal is to provide the warfighter with timely satellite communications 

and imagery support in austere environments. 

As we look to counter the ever-growing space and missile 

threat, USASMDC/ARSTRAT is committed to enabling 

the joint warfighter with Army space and GMD forces and 

relevant capabilities. We are continuing with our efforts to 

leverage the right resources and invest in the right people and 

technologies. Through this, we can bring to bear our most effective 

systems and processes in support of the warfighter. 

Ultimately, it will fall to joint warfighters to execute the 

tasks they were trained on, with ready equipment, under the 

direction of capable leaders. As always, we must keep protection 

of our homeland, our warfighters and our allies and 

coalition partners at the forefront. Our nation and our men 

and women on the battlefield deserve every advantage we can 

provide. 

✭ 


U.S. Army Corps of Engineers 

Engineers Build Foundation 

of Nation’s Readiness 

By Lt. Gen. Todd T. Semonite 

U.S. Army Chief of Engineers 

and 


U.S. Army Corps of Engineers 

In this, my first year as the 54th chief of engineers and 

commanding general of the U.S. Army Corps of Engineers, 

I am energized by the diverse and vital missions 

of Army engineers. A ready and resilient Army and 

nation are kept ready and resilient through engineers. 

I serve as a principal adviser to the secretary 

of the Army and other leaders on matters 

related to general, combat and geospatial 

engineering; construction; real 

property; and natural resources science and 

management. I also serve as head of the 

Engineer Regiment and commander of the 

U.S. Army Corps of Engineers (USACE). 

These responsibilities require me to 

lead personnel who are, themselves, leaders 

among their peers. They are innovators 

at the forefront of science, engineering, 

Construction crews with the U.S. Army Corps of Engineers 

Sacramento (Calif.) District lower a bulkhead gate into place 

at the Folsom Dam Auxiliary Spillway. 


Lt. Gen. Todd T. 

Semonite, U.S. Army 

chief of engineers 

and commander of 

the U.S. Army Corps 

of Engineers, tours 

the Olmsted Lock 

and Dam project in 

Illinois. 

critical infrastructure, national security and public participation. 

Together, we are 90,000 engineer-soldiers within the 

active-duty Army, Army Reserve and Army National Guard, 

and 32,000 civilians within USACE. We are a globally engaged 

force, providing unmatched strength and value to our 

stakeholders. We exist to deliver vital public and military engineering 

services, partnering in peace and war to strengthen 

our nation’s security, energize the economy, and reduce risks 

related to disasters. Our readiness will not fail. 

We have been solving the nation’s toughest challenges 

since before America was a nation. We built early forts for 

defense and roads for commerce. We developed waterways 

for navigation and trade, built dams and levees to reduce loss 

of life and property due to flooding, and identified and preserved 

natural resources for the benefit of the American people 

long before the founding of the National Park Service. 

With such an illustrious history, I recognize I must maintain 

the highest standards and clearly show how the Army 

Lt. Gen. Todd T. Semonite has been the 

U.S. Army chief of engineers and commanding 

general of the U.S. Army Corps of Engineers 

since May. Previously, he established 

the Army Talent Management Task Force 

and served as its first director. He also was 

the commanding general for the Combined 

Security Transition Command-Afghanistan, 

responsible for the building of the Afghan 

army and police through management of a $13 billion budget to support 

a 352,000-individual force. He is a graduate of the U.S. Military 

Academy, and has master’s degrees from the University of Vermont 

and the U.S. Army Command and General Staff College. He 

is a registered professional engineer in Vermont and Virginia. 

engineer total force is delivering remarkable results through 

accountability, monitoring and evaluation. 

Within USACE, we: 

■ Provide engineering, construction and real estate services 

for the Army, Air Force, various other government 

agencies and, where appropriate, foreign nations. 

■ Secure, operate and maintain water resources: We maintain 

more than 12,000 miles of inland navigable waterways, 

900 ports and harbors, 14,000 miles of levees, 700 dams, 230 

lock chambers, 75 hydropower plants and 4,000 recreation areas. 

We prevent an estimated $48.5 billion in damages annually 

from storms and severe weather. We also manage inland 

waterways that move about 15 percent of the nation’s freight 

at half the cost of rail and one-tenth that of truck transportation, 

all while reducing air pollution and traffic. 

We maintain harbors that handle 95 percent of America’s 

import and export trade; and operate hydropower projects 

that produce an annual average of 75 billion kilowatt-hours of 

clean energy a year. This makes USACE the nation’s fifthlargest 

electric supplier, with no greenhouse gas emissions, 

and yields about $1.5 billion in revenue to the treasury. 

■ Protect, restore and enhance the environment. 

■ Provide timely engineering support for national response 

efforts to emergencies and disasters: We obligated almost $1 

billion in 2014 in recovery and risk reduction in areas affected 

by Superstorm Sandy and completed 120 related repair and recovery 

projects. We also completed the $14.5 billion New Orleans 

Hurricane and Storm Damage Risk Reduction System. 

■ Research, develop, transfer and leverage innovative 

technologies to solve national engineering challenges. These 

include warfighter protection and dual-use technologies. 

Each year, the list of stakeholders who rely on our unmatched 

expertise grows more diverse. In the last year alone, 


our stakeholders included every state in the union, combatant 

commanders, the U.S. Department of Energy, VA, Customs 

and Border Protection, State Department, Agency for International 

Development, Coast Guard, Air Force, NASA and 

the Federal Emergency Management Agency. We also provided 

national security and humanitarian assistance to more 

than 110 foreign nations. 

The Engineer Regiment, which includes USACE, is a vital 

enabler, integrating capabilities across our vast portfolio to respond 

to the changing needs of the nation. By combining 

civilian and military expertise across our military programs, 

civil works, contingency operations, and research and development 

missions, we deliver scalable solutions to support the 

Army and the joint force in remaining ready, resilient, globally 

responsive and regionally engaged. 

Urgent Priorities 

Stakeholders rely on us because we deliver world-class engineering 

solutions, but I have urgent priorities for the Engineer 

Regiment that must be addressed to make sure we can 

continue to support a ready and resilient nation, as we have 

for 241 years and counting. 

Austere budgets will make achieving priorities more challenging, 

so we have redoubled efforts to employ ingenuity, 

prudent fiscal stewardship, insightful decisionmaking, and robust 

collaboration with partners to achieve priorities despite 

challenges. We see constrained resources as an opportunity 

for current and potential stakeholders to see the incomparable 

value and service the Engineer Regiment offers them. Our 

value as trusted professionals and partners has become increasingly 

important to our stakeholders as they strive to accomplish 

their missions in an environment of fiscal uncertainty, 

greater accountability and increasing risk. 

Within USACE, we will continue to strategically execute, 

evaluate and adapt our USACE Campaign Plan, which 

guides how we organize, train and equip our personnel; how 

we plan, prioritize and allocate resources; and how we respond 

to emerging requirements and challenges. 

Our four broad goals within the campaign are: 

■ Support national security: Deliver innovative, resilient 

and sustainable solutions to DoD and the nation. 

■ Transform civil works: Deliver enduring and essential water 

resource solutions using effective transformation strategies. 

■ Reduce disaster risks: Deliver support that responds to, 

recovers from and mitigates disaster impacts to the nation 

while ensuring sustainable operations. 

■ Prepare for tomorrow: Build resilient people, teams, systems 

and processes to sustain a diverse culture of collaboration, 

innovation and participation to shape and deliver strategic 

solutions. 

My top priorities for the 90,000 engineer soldiers within 

the active-duty Army, Reserve and National Guard include 

continuing to develop engineer leaders who are highly capable 

of providing brigade combat teams with world-class engineering 

expertise, significantly improving the readiness of the 

Army’s terrain-shaping capability, and realizing a combat vehicle 

modernization plan. 

Engineers must be recognized as the engineering experts of 

the combined arms team. They are combined arms experts 

who are innovative, adaptive and situationally aware, and they 

are leaders solving the most complex problems. 

Engineers who support brigade combat teams must be 

high-performance engineering subject-matter experts and 

leaders who are able to first advise the commander on the op- 

An engineer with 

the U.S. Army Corps 

of Engineers Jacksonville 

(Fla.) District 

stands inside a bucket 

aboard the mechanical 

backhoe dredge 

used to excavate 

Miami Harbor. 


The 361st Engineer 

Company (Multi-Role 

Bridge) rafts Polish 

army troops across the 

Vistula River during 

Exercise Anakonda 16; 

below: Debris clogs 

the Battery Park 

Underpass in New 

York City after Superstorm 

Sandy in 2012. 

timum use and integration of combat, general and geospatial 

engineering and then aggressively execute as part of the combined 

arms team for decisive action. 

Engineers must also shape the operational environment. 

To win decisively, U.S. forces must shape and control physical 

terrain. The degraded-terrain shaping capability requires 

the re-energizing of Volcano and Gator land mine replacement, 

compliant with national policies and directives. 

U.S. forces must visualize, understand, shape and control 

terrain in order to most efficiently and effectively use forces 

and capabilities from and into numerous locations, presenting 

multiple dilemmas to an enemy, limiting options, and avoiding 

an enemy’s strengths. 

Engineers must also develop and realize a feasible combat 

vehicle modernization plan. This includes divesting the M113 

Armored Personnel Carrier and replacing it with the Armored 

Multi-Purpose Vehicle, Bradley Fighting Vehicle or Stryker; 

fielding the Joint Assault Bridge; replacing the Armored 

Combat Earthmover; and complete 

fielding of the Assault Breacher Vehicle. 

Engineers must have the same mobility, 

survivability, crew protection, Mission 

Command systems and modernization 

levels as the maneuver forces they 

support. They must be able to execute 

multiple missions in support of the combined 

arms team across a broad range of 

areas including mobility, countermobility, 

bridging, route clearance and general 

engineering. 

Our highest priority is to transition 

those echelons above brigade engineer 

forces out of the M113 as soon as possible. 

These forces provide 75 percent of 

the required engineer effort to the 

brigade combat teams. 

We will also continue to make great 

strides in gender integration and talent 

management as well as optimize the use 

of geospatial science, technology, education 

and certifications. 

We are a world-class organization committed to improving 

the security and prosperity of our nation. Everything we do 

supports the Army and our nation’s readiness. We fully understand 

the importance of the American people’s voice in 

defining our missions, and in our legislators and leaders to resource 

them. We will continue to support the readiness of the 

nation as trusted and respected partners and members of the 

Army team. 

Engineers can take great pride in the significant role they 

play in developing, enhancing and protecting our nation. The 

future will surely present more challenges while our infrastructure 

continues to age, our population continues to grow, 

and new threats emerge. Engineers will continue to hone our 

competitive edge and deliver vital engineering solutions to secure 

our nation, energize our economy, and reduce risks associated 

with disaster. When engineers are needed, we will be 

there, now and in the future. 

✭ 


Deputy Chief of Staff, G-1 

Talent Investment Vital 

To Facing Challenges 

By Lt. Gen. James C. McConville 


The U.S. Army is the most formidable ground combat 

force on earth and regardless of the challenges the 

nation faces, we must ensure the Army remains 

ready to fight and win. Soldiers, civilians, families, 

retirees and veterans are our greatest asset, and they exemplify 

the “Soldier for Life” mindset in their everyday commitment 

to the Army and the nation. 

As the Army continues to draw down to the lowest level 

since before World War II, we truly appreciate the 

strength, devotion and service of soldiers, civilians, retirees, 

veterans and their families as they either continue to serve 

or reintegrate into civilian 

life. This year, with the Soldier 

for Life program, we 

continue to partner with 

private industry to hire 

qualified veterans who have 

Sgt. Julie Jaeger receives her new rank during 

a promotion ceremony at Fort Meade, Md. 


Cadets begin basic training at the U.S. Military Academy. 

gained valuable skills, knowledge and experience in the Army. 

We also call to action all soldiers for life to share their experiences 

in the Army and inspire other extraordinary young men 

and women to be part of something bigger than themselves 

and join the 1 percent of Americans who serve their country 

during this time of conflict. 

As the Army draws down, we must ensure we have both a 

ready force and a quality force. This drawdown is performance-based, 

and we have strived to conduct necessary separations 

with the utmost compassion and care while remaining 

committed to giving soldiers the benefits they’ve earned and 

the dignity and respect they deserve. Simultaneous to the 

drawdown and to shape the future force, we still must recruit 

resilient and fit soldiers of character and retain the most talented 

soldiers with the experience and skills necessary to meet 

our current and future needs. 

To ensure we take advantage of the best talent the nation 

has to offer, we have expanded opportunities for women. For 

the first time in history, all MOSs are now open to anyone 

Lt. Gen. James C. McConville is the 

deputy chief of staff, G-1. He previously 

served as the commanding general of the 

101st Airborne Division (Air Assault) at 

Fort Campbell, Ky., with service in Operation 

Enduring Freedom. He also was commander 

of the 4th Brigade, 1st Cavalry Division, 

Fort Hood, Texas, with service in 

Operation Iraqi Freedom, and was executive 

officer to the vice chief of staff of the Army. A 1981 graduate of the 

U.S. Military Academy, he holds a master’s degree from the Georgia 

Institute of Technology. 

who qualifies and meets the specific standards of the job. 

We’ve taken a “leaders first” approach to integrating women 

into combat-arms specialties and have placed female officers 

and NCOs into newly integrated units to serve as role models 

and mentors for female enlisted soldiers. Going forward, 

Army leaders at every level will ensure that all soldiers have 

the opportunity to reach their full potential by assigning 

tasks, jobs, training and development opportunities commensurate 

with a soldier’s ability, not gender. 

To sustain a high-quality Army that is trained and ready, 

we must leverage all available talent and ensure that every soldier 

is deployable and can get on the field and play his or her 

position both at home and away. We are committed to optimizing 

the human performance of every soldier and civilian 

in the Army total force, and we seek to build cohesive teams 

of trusted professionals who thrive in ambiguity and chaos. 

To that end, we have established a Talent Management Task 

Force to integrate and synchronize Army efforts to acquire, 

develop, employ and retain a high-quality force that can fight 

and win against any foe in the world on the battlefield. 

Acquiring Talent 

This year, the Army expanded its talent-based branching 

model for newly commissioned Army officers to the ROTC. 

This new approach, which was inaugurated at the U.S. Military 

Academy, is now used in ROTC to gather detailed information 

on the unique talents possessed by each cadet as well 

as on the unique talent demands of each Army basic branch. 

This allows for the creation of a “talent market” that identifies 

the strengths of every officer and places individuals into a career 

field where they are most likely to thrive and be engaged, 

productive and satisfied leaders. 


Future soldiers will continue to take the Armed Services 

Vocational Aptitude Battery as a predictor of their ability to 

meet the academic requirements needed to do well in a particular 

MOS. Additionally, recruits will take a new Occupational 

Physical Assessment Test to predict their ability to perform 

physically demanding tasks required for their specific 

MOS. These two tests will better match soldiers to those jobs 

where they are most likely to be successful and maximize their 

talents. 

Developing Talent 

The Army has always been known for developing worldclass 

leaders. To ensure we are ready for the future fight, 

we’ve instituted two key initiatives for the NCO corps. First, 

the Select, Train, Educate, Promote model was implemented 

to ensure the appropriate training, education and experience 

is completed before promotion, to prepare NCOs to lead and 

win in a complex world. Second, we fielded a new NCO evaluation 

report. It allows the Army to differentiate talent and 

better determine those NCOs with the very best performance 

and potential. For our officer corps, we are the midst of conducting 

a review that will ensure all developmental opportunities 

are based on performance and future potential. 

Employing Talent 

We are in the process of developing and implementing 

the Integrated Personnel and Pay System-Army. This is 

critically important for the Army because for the first time, 

we will have complete visibility of the total force in one human 

resources system while simultaneously being able to 

manage the talents of the total force based on soldiers’ 

knowledge, skills and behaviors. Additionally, this system 

provides an audit capability for pay and benefits to ensure 

the best use of Army dollars for its human capital. The system 

will provide greater permeability and transparency 

among all components of the Army, enabling us to employ 

and retain our very best. 

Retaining Talent 

The secretary of defense recently announced his intent to 

seek additional authorities from Congress to allow greater 

flexibility in the military’s “up or out” system. While this system 

continues to serve its purpose today, it does not unequivocally 

ensure the best utilization of talent and potential. A 

shift to a more deliberate and individualized career management 

talent system will provide the Army greater flexibility to 

use a soldier’s skills and expertise where they are most needed 

and best retained. 

At the end of the day, the Army is people. The men and 

women who serve our nation, along with their families, are 

our most important asset. We must ensure we provide the required 

resources and have the right person with the right 

skills in the right place so the Army is ready when called upon 

to fight and win the nation’s wars. 

✭ 

Cpl. Jesus Rivera of the 82nd Airborne Division re-enlists aboard a C-130 before a jump at Fort Bragg, N.C. 



Keeping Trained, Ready 

For Variety of Threats 

By Lt. Gen. Robert P. Ashley Jr. 


The readiness of the Military Intelligence Corps is our 

first priority. Our adversaries are investing in emerging 

and disruptive technologies that could narrow our 

technological advantage or be adapted to create unexpected 

or asymmetric advantages. The evolving conditions of 

the strategic operating environment and the potential for an 

unbalanced, multipolar global power structure could increase 

instability and cultivate opportunity for simultaneous multiple 

crises that will strain the capability and capacity of our Army. 

To meet the challenges of the operational environment, 

the Military Intelligence Corps must balance the demand 

to sustain readiness while 

concurrently developing the 

means to support an Army 

in ground combat against a 

variety of threats ranging 

from insurgent networks to 

a near-peer competitor. 

A soldier with the 504th Military Intelligence 

Brigade from Fort Hood, Texas, mingles with 

Afghan children. 


Imagery analysts travel to a training 

site at Fort Huachuca, Ariz. 

Lt. Gen. Robert P. Ashley Jr. became the 

U.S. Army G-2 in March. Before that, he 

was the commanding general of the U.S. 

Army Intelligence Center of Excellence and 

Fort Huachuca, Ariz. During his career, he 

has commanded at the company, battalion, 

squadron and brigade levels. He also served 

as director of intelligence, U.S. Army Joint 

Special Operations Command; director of intelligence, 

U.S. Central Command; and deputy chief of staff, intelligence, 

International Security Assistance Force and director of intelligence, 

U.S. Forces-Afghanistan. He holds a bachelor’s degree from 

Appalachian State University, N.C., and master’s degrees from the 

Defense Intelligence College and the U.S. Army War College. 

As the Army continues to train 

within the decisive action training 

environment, rigorous multicomponent, 

joint and multinational 

training scenarios are required to 

hone our intelligence warfighting 

skills. The U.S. Army Forces 

Command, U.S. Army Reserve 

Command, U.S. Army National 

Guard, and U.S. Army Intelligence 

and Security Command are 

developing home station training 

environments to provide commanders 

access to critical information 

across the entire intelligence 

enterprise. Our training 

strategy must sustain and enhance the readiness of the intelligence 

warfighting function at every echelon, leveraging ground 

and aerial intelligence, surveillance and reconnaissance sensor 

synergies across the enterprise to add depth to our capabilities 

and capacity. 

Our multicomponent, regionally aligned intelligence units 

will continue to employ the Distributed Common Ground 

System-Army (DCGS-A) to collaborate with one another, 

and to align with theater and regional intelligence partners 

and the intelligence community. This system enables our soldiers 

to develop and sustain core intelligence competencies by 

leveraging multidiscipline intelligence sensor collection. 

The Military Intelligence Corps’ emphasis is to provide soldiers 

at echelons brigade and below with a simpler and easier 

to use expeditionary system to operate in austere and disconnected 

environments, expand situational awareness and enhance 

decisionmaking. The Army is now training and fielding 

DCGS-A Increment 1, Release 2, which addresses soldiers’ 

ease-of-use concerns, extends capabilities to top-secret networks, 

provides improved advanced analytics, enhances cybersecurity 

and increases systems reliability. DCGS-A capabilities 

are nested with the Army’s No. 1 priority of readiness. 

To cultivate more adaptive, agile leaders and bridge institutional 

force training with operational force readiness, the U.S. 

Army Intelligence Center of Excellence is employing innovative 

methods. They include the digital intelligence systems 

master gunner course, and the development of military intelligence 

gunnery manuals. 

The digital intelligence systems master gunner course is a 

partnered endeavor with the center and Forces Command, 

Intelligence and Security Command, and the Army National 

Guard to train intelligence leaders to plan, develop and integrate 

dynamic digital structures utilizing the DCGS-A family 

of systems within complex environments. 

Military intelligence gunnery manuals are designed to assist 

military intelligence company commanders in objectively assessing 

their soldiers’ readiness and identifying common 

readiness standards for training plan development. Presently 

focused on six of the intelligence MOSs found within the 

brigade combat team’s military intelligence company, military 

intelligence gunnery will expand to include all military intelligence 

company-related MOSs and those within the larger 

brigade combat team intelligence warfighting function. 

Our most important resource has been and always will be 

the intelligence soldier. The Military Intelligence Corps will 


continue to focus efforts on building proficient and competent 

intelligence leaders and teams at all levels to support deployed 

forces under any contingency. In addition to realistic and effective 

home station training, a key enabler to the readiness 

and regional expertise of our multicomponent intelligence 

forces remains the Foundry 2.0 training program. Also, in response 

to requests from the field and lessons learned from the 

combat training centers, the Intelligence Center of Excellence 

and Forces Command built brigade combat team- and battalion-level 

S2 courses that immerse company and field grade officers 

in the fundamental and essential skill sets to effectively 

function in a decisive action environment at the tactical levels. 

Multinational Partners 

An essential measure of our readiness to function in any 

operating environment is our ability to integrate and interoperate 

with our multinational partners. Technology development 

efforts will incorporate our requirement to interact and 

exchange data with our partners. Whether conducting combined 

collection or processing, exploitation and dissemination, 

technology and enabling policies must enable our requirement 

to share resources and work together. 

Throughout the Army service component commands and 

special operations forces, our intelligence soldiers and civilians 

are forging enduring relationships with allies and partners 

through regional exercises that enable combined intelligence 

training and operations, exchanges of best practices and 

lessons learned, and collaborative production efforts that increase 

interoperability. 

Facilities such as the Multinational Intelligence Readiness 

Operations Capability in Germany provide the Army, joint 

service members and allies the ability to function as one team 

to develop and implement common practices that address the 

exercise scenario requirements and provide a template for 

how we will collaborate in any global operating environment. 

Our service component commands, G-2 staffs and Intelligence 

and Security Command’s service component command-aligned 

military intelligence brigades-theater continue 

to seize opportunities to interact with their partners. 

Shared with the regionally aligned force intelligence staffs, 

this partnership promotes common core intelligence relationships 

that develop adaptive leaders, enhance combined unit 

readiness, assure our allies, and create a unified effort against 

any adversary. 

As we look to 2030, we are conducting a holistic assessment 

of our intelligence, surveillance and reconnaissance strategy 

from the ground up. After five years, the modernization efforts 

outlined within our aerial ISR strategy remain on track. As we 

focus on terrestrial layer requirements, we are modernizing 

legacy ground signals intelligence systems that include enhanced 

signal processing and increased collection range against rapidly 

evolving threats. 

As we look forward, we are developing a capability that will 

converge signals intelligence, cyber, electronic warfare, human 

intelligence and counterintelligence into one common terrestrial 

system of systems within the brigade combat team military 

intelligence company and corps-level expeditionarymilitary 

intelligence brigade. 

These platform and sensor upgrades continue to expand the 

Army’s mix of aerial and ground ISR capabilities in response to 

A soldier from the 

780th Military Intelligence 

Brigade inside 

a Stryker at Joint Base 

Lewis-McChord, Wash. 


Staff Sgt. John 

Granado, a cryptolinguist 

with the 201st 

Expeditionary 

Military Intelligence 

Brigade, gets a status 

report after entering 

a mock town at Joint 

Base Lewis-McChord, 

Wash. 

increasing demand in an ever-more complex operating environment. 

As the Army’s collection capabilities increase, however, 

so must our capacity to process accumulated data. Therefore, 

in a resource-constrained environment, we must explore 

and develop technologies that reduce the burden imposed by 

the vastness of available sensor data on our analytic force. 

Fort Gordon, Ga., is the heart of Army service-retained 

processing, exploitation and dissemination for sensors supporting 

operations around the world. While the Army expands 

this enterprise to federate with expeditionary-military 

intelligence brigade processing, exploitation and dissemination 

at home station, our home station Mission Command 

architecture will remain tailorable to support diverse mission 

sets; possess the capability and capacity to project expeditionary 

processing, exploitation and dissemination to underdeveloped 

theaters; minimize forward presence by providing 

reach-back; and interoperate with special operations forces, 

joint service and allied processing, exploitation and dissemination 

centers. Our processing, exploitation and dissemination 

capability remains an essential element of the intelligence 

warfighting function and will continue to evolve to adapt to 

complex, rapidly changing operational environments. 

As we field technologies and capabilities essential to inform 

and enable Mission Command, we must also field a force 

with the correct mix of intelligence disciplines—signals, human, 

geospatial and open source intelligences—and capabilities—cyber, 

electronic warfare—within their formations to 

access data collected by their organic sensors as well as reporting 

from the intelligence community. In fiscal 2017, we will 

execute a bottom-up review of our force and its architecture, 

from company intelligence support team to echelons above 

corps, to assess how we are optimizing our organizational and 

capabilities framework to meet the requirements of an expeditionary 

Army to engage in the full range of military operations. 

Our intent is to identify areas where we need to invest 

resources to balance the military intelligence force to meet the 

Army’s future requirements. 

Soldiers and Technology 

In our pursuit of technological and human domain advantages, 

we will explore and cultivate the functional relationship 

between soldiers and technology to generate a ready force 

that is expeditionary and agile, a military intelligence force 

that thrives in a complex and multifaceted environment 

across the full spectrum of military operations. As we modernize 

our ISR capabilities, we will explore how capabilities 

such as micro drones and ad-hoc, cognitive, on-demand networking 

can defeat anti-access/area-denial environments. In 

partnership with the Intelligence Center of Excellence, academia 

and industry, we will study the impacts of the ubiquity 

of social media, emerging cyber environments and evolving 

urban areas such as megacities. 

In these endeavors, we will field capabilities and train soldiers 

and civilians to support the tenets of the Army Operating 

Concept and Force 2025 and Beyond. Whether the Army 

is engaged in the full spectrum of operations around the 

globe, posturing for decisive action and hybrid warfare, or 

countering insider threats, the Military Intelligence Corps 

will continue to invest in the readiness of its most important 

asset, its soldiers and civilians, and empower them with cutting-edge 

technology to defeat any adversaries, now and in 

the future. 

✭ 


Deputy Chief of Staff, G-3/5/7 

Unpredictable World Feeds 

High Operational Tempo 

By Lt. Gen. Joseph Anderson 

Deputy Chief of Staff, G-3/5/7 

The Army’s role as the cornerstone of the joint force 

continues to be affirmed by its ongoing commitments 

to missions both overseas and at home. Demonstrating 

the Army’s flexibility and competence, these missions 

encompass the full range of military operations including 

fighting terrorists around the world, providing 

deterrence in Europe, training the armed forces of Iraq and 

Afghanistan, offering security assistance in Africa, and conducting 

homeland defense activities across the U.S. 

While the Army is capable and effective in accomplishing 

these tasks, the greatest risk, given this high operational 

tempo, is to be illprepared 

to respond to 

emerging threats and major 

contingencies with ready 

and available units. For this 

reason, readiness is the 

Army’s No. 1 priority. 

Col. Colin P. Tuley of the 82nd Airborne Division 

during a multinational exercise in Germany 


American soldiers 

take part in the 

opening ceremony 

of Noble Partner 16, a 

multinational exercise 

in the Republic of 

Georgia. 

Readiness translates into the Army’s ability to meet known 

decisive action, joint and Army requirements while simultaneously 

retaining sufficient full-spectrum capabilities and the 

capacity to meet the requirements of the national military 

strategy. Therefore, a ready Army is one that’s able to project 

continuous, simultaneous combinations of offensive, defensive 

and stability support globally while simultaneously providing 

support to civil authorities at home. 

As the Army’s new Force Generation methodology, Sustainable 

Readiness is foundational to recovering this decisive 

action proficiency. The Army sustains readiness by providing 

leaders the tools to more effectively optimize resources and 

synchronize activities to train in a way that maximizes readiness. 

These key resources and activities include staffing, 

equipping, sustaining, installation support, leading and training. 

This Readiness Generation methodology enables the 

Lt. Gen. Joseph Anderson assumed the duties 

of deputy chief of staff, G-3/5/7 in May 

2015. Previously he was commanding general 

of XVIII Corps, Fort Bragg, N.C., and 

deputy commanding general of U.S. Forces- 

Afghanistan. During his more than 34 

years of service, he has commanded units 

from platoon to corps, including the 4th Infantry 

Division and Fort Carson, Colo. 

Other significant assignments include chief of staff of Multinational 

Force/U.S. Forces-Iraq; chief of staff of the 101st Airborne 

Division (Air Assault) at Fort Campbell, Ky.; and aide-de-camp 

to the commanding general of U.S. Army Pacific at Fort Shafter, 

Hawaii. Operational deployments and combat tours have taken 

him to Albania, Kosovo, Iraq and Afghanistan. A 1981 graduate 

of the U.S. Military Academy, he holds master’s degrees from Central 

Michigan University and the Naval War College. 

Army to understand what a ready Army looks like and more 

importantly, how ready a force the chief of staff of the Army is 

able to generate. 

Sustainable Readiness reframes key decisions to ensure senior 

leaders clearly understand strategic context and the consequences 

of the Army’s ability to accomplish its missions as a 

part of the joint force in support of contingency requirements. 

This means the Army always deliberately balances the risk for 

current demand against the preparedness for war plans. 

In addition, Sustainable Readiness provides the Army with 

much-needed flexibility to respond to the broad array of security 

challenges that characterize the contemporary operating 

environment. 

The Army is building and preserving the highest possible 

unit and overall strategic readiness while minimizing risk to 

meeting operational demands within existing resources. This 

affords Army leaders with the analytic tools to assess readiness 

requirements, and also to align appropriate resourcing 

and synchronization decisions. 

Ultimately, the objective of this process is to sustain an optimal 

level of readiness throughout the Total Army to meet 

the requirements of an engaged and operational force that includes 

not only early deployers but also the operational and 

strategic depth residing in follow-on forces. 

Given that the Army is at its smallest size since World 

War II, operationalizing the Army National Guard and 

Army Reserve is imperative to success. The requirement for 

National Guard and Reserve forces now extends far beyond 

just providing key enablers and depth. The Army depends on 

the reserve components to provide well-trained and well-led 

combat and combat support formations. By providing additional 

resources for enhanced premobilization training at 

home station, Sustainable Readiness allows these units to deploy 

in less time after they reach a mobilization station. Addi- 


tionally, Sustainable Readiness allows us to normalize staffing 

and to synchronize both equipping and modernization timelines 

to meet operational demand requirements. 

Sustainable Readiness Process 

Unlike the Army Force Generation process, Sustainable 

Readiness forecasts unit readiness against anticipated demands 

on a quarterly basis through the first two years of each Future 

Year Defense Program. This forward-looking methodology 

synchronizes Army activities and resources by placing units in 

one of three modules: prepare, ready or mission. As the Army 

strives to maximize training opportunities and combat effectiveness 

in each of these three modules, it is no secret that modernization 

efforts have been negatively impacted due to budgetary 

constraints and sequestration. As a result, Sustainable Readiness 

prioritizes the building and preservation of decisive action-ready 

units that are optimally staffed, equipped, trained and led. 

The overall goal is to sustain the highest number of units 

within the band of excellence. For the Regular Army this 

means ready for immediate deployment, while the reserve 

components are either ready for immediate deployment or 

sufficiently ready to quickly advance with post-mobilization 

training to meet the readiness requirements of the National 

Military Strategy. 

Central to the “prepare” module is the unit’s home station 

training plan. Home station training is critical to developing 

and then sustaining these objective readiness levels for longer 

periods. As commanders develop their home station training 

plans, they focus on the individual and collective tasks required 

to accomplish their overarching mission-essential tasks. 

This training includes the integrated training environment 

with live, virtual and constructive tools consisting of live-fire, 

Mission Command and maneuver scenarios conducted in decisive 

action training environments against a hybrid threat. 

In the prepare module, commanders train their units to execute 

the full range of military operations using objective 

baselines for assessing collective training proficiency. Using 

these standards, all Army units will undergo external evaluations 

led by commanders two levels up prior to reporting a 

trained proficiency level. These evaluations include modified 

table of organization equipment-specific key training activities 

such as company combined arms live-fire exercises, battalion 

live-fire exercises for a field artillery battalion, and platoon 

convoy live-fire exercises for brigade support battalions. 

The deputy chief of staff for operations and plans is implementing 

a common objective standard called Objective T for 

reporting and assessing training readiness across the Total 

Army. Once implemented, all Regular Army and mobilized 

Reserve or National Guard units will report their monthly 

readiness status using Objective T standards via the unit status 

report system. 

In addition, all nonmobilized Reserve and National Guard 

units will report on the same Objective T standards on a 

quarterly basis. With the standards prescribed under Objective 

T and increased reliance on third-party external evaluations, 

unit commanders will have the resources to train and 

sustain proficiency on their mission-essential tasks as well as 

the tools needed to more accurately and confidently report 

the readiness they’ve achieved to common, easily quantified 

and measurable standards. 

Units in the “ready” module sustain decisive action levels of 

readiness and are in the band of excellence. Units in this 

module are at the highest readiness levels and are prepared for 

immediate deployment in support of emergent requirements 

and contingencies. The ready module includes those reserve 

component units receiving additional training days and other 

resources to achieve decisive action readiness. The Army goal 

for both service retained and assigned units in this module is 

to build and sustain the highest levels of decisive action readiness, 

thus keeping units in the band of excellence by effectively 

managing resources and activities. 

Maneuver Combat Training Centers 

Combat training center rotations are generally conducted 

while units are in the ready module, where they have sufficiently 

high levels of readiness at entry to the centers to take 

A 1st Cavalry division 

M1A2 Abrams during 

live-fire training at 

Fort Hood, Texas 


A scene at the National Training Center, Fort Irwin, Calif. 

full advantage of a more competitive and challenging training 

environment. Combat training centers provide a crucible experience 

for units and leaders through training in a complex, 

realistic environment designed to replicate combat by stressing 

every warfighting function in ways that cannot be replicated 

at home station. Part of the Army’s strategy to rebuild 

combined arms proficiency is to have leaders iteratively participate 

in multiple combat training center rotations throughout 

successive jobs in operating force units. 

For Army National Guard brigade combat teams, the combat 

training centers represent a capstone training event that enables 

them to transition from the prepare module to the ready module. 

The Army’s combat training center program also affords 

commanders with a key tool for assessing combat readiness and 

is a cornerstone of a unit’s integrated training program. 

The Army recently decided to increase the number of annual 

combat training center rotations for Army National Guard 

brigade combat teams from two to four beginning in fiscal year 

2018. This will result in a greater level of combined arms proficiency 

and overall readiness in every component of the Army. 

Regionally Engaged, Globally Responsive 

As needed, units will transition from the ready module to 

the “mission” module when they deploy to meet combatant 

commander requirements. Sustainable Readiness facilitates 

meeting known demands by appropriately resourcing training, 

staffing and equipping requirements throughout the prepare 

phase in order to achieve readiness outcomes consistent with 

the requirements of forces apportioned to combatant commanders. 

The Army validates assigned mission readiness through 

exercises such as Swift Response and other emergency deployment 

readiness exercises. For this reason, a key objective of 

Sustainable Readiness is maximizing the number of Army 

units in this module while still meeting all joint requirements. 

The 82nd Airborne Division’s designated global response 

force illustrates the flexible role of units in the mission module. 

The global response force conducted a joint forcible entry 

exercise known as Swift Response in June. Swift Response 

was a U.S. Army Europe-led multinational exercise that 

highlighted the ability of the global response force to quickly 

project national power from an intermediate staging base in 

Europe to conduct multiple airborne operations and followon 

missions on short notice. 

Similarly, the 30th Armored Brigade Combat Team is an 

example of a National Guard unit operating within a mission 

module. The team was assigned to NATO’s peacekeeping 

mission in Kosovo last year. In preparation for this rotation, 

the team conducted an extensive readiness exercise during the 

annual training event at Fort Pickett, Va. Kosovo Forces is a 

NATO-led international peacekeeping mission that U.S. 

Army Europe oversees each year. 

Forecasting Readiness 

A critical aspect central to Sustainable Readiness is the 

Army’s ability to predict readiness outcomes resulting from 

programmed expenditures. The Army projects readiness by 

assessing leading indicators tied to the key strategic readiness 

tenets of staffing, training, equipping, leading, installations 

and sustaining. These indicators will help Army senior leaders 

shape budgetary program projections to maximize readiness. 

Leaders who are attuned to the cost of training can better enable 

the Army to align training dollars to ensure commanders 

are able to maintain a proper balance with modernization and 

manpower accounts. To this end, the Army seeks predictable 

and consistent funding so it can appropriately plan and synchronize 

activities in order to generate needed readiness. 

The Army will continue to answer the call when required. 

But to do so effectively and efficiently and accomplish the 

mission, we must remain agile, flexible and globally responsive. 

Sustainable Readiness synchronizes the resources essential 

to enabling realistic training, staffing, equipping and leader 

development to deliberately build and sustain readiness. 

Even when resource shortfalls exist, Sustainable Readiness 

provides Army leaders with feasible mitigation strategies. 

With the implementation of this process, leaders at all levels 

will identify requirements, develop training objectives and execute 

training plans in order to produce trained and ready 

units postured to meet joint force operational and contingency 

demands. A ready Army is what we need; Sustainable 

Readiness is how we will get there. 

✭ 



How to Project, Sustain 

An Expeditionary Force 

By Lt. Gen. Gustave F. Perna 


This year, Army logisticians in the G-4 reviewed numerous 

initiatives and proposed policy changes, and 

we evaluated them using three key criteria: Will they 

help us build, manage or sustain readiness? 

The results are several strategic enhancements—from 

how we train and organize to how much 

equipment we stock and how we get 

soldiers their individual kits—that are 

helping to develop a more expeditionaryfocused 

logistics force. While much work 

remains, we have made good progress in 

our ability to project and sustain an expeditionary 

Army. 

Building Readiness 

What encourages me most is that the 

effort to build expeditionary capabilities is 

leader-led. Partnering with the U.S. Army 

Soldiers from the 3rd Brigade Combat Team, 101st Airborne 

Division (Air Assault) load vehicles onto a Navy ship as part 

of the Army’s first Sealift Emergency Deployment Readiness 

Exercise in more than a decade. 


Logistics leaders discuss 

readiness and the 

expeditionary force 

during a Hot Topics 

Forum sponsored by 

the Association of the 

U.S. Army. 

Combined Arms Support Command and the operational 

force, we established a leader development campaign to ensure 

logistics leaders are well-versed in their functional areas 

as well as in understanding how logistics can impact and 

shape any phase of an operation. 

Our expeditionary capabilities atrophied during the wars in 

Iraq and Afghanistan. They were not needed because of the 

mature logistics architecture and also because contractors 

handled many of the maintenance and sustainment functions. 

Through exercises at home stations, rotations to training centers, 

and engagements with joint and international partners, 

leaders are helping the force regain skills to execute logistics 

from fort to port, port to port, port to foxhole, and beyond. 

Collectively, our focus is on executing core logistics missions 

to standard, missions that provide the basis for everything else 

we do in supporting the warfighter. 

This year, we expanded the use of the Army Prepositioned 

Stocks Program, our go-to-war assets positioned afloat and 

ashore around the world. Units used equipment from these 

Lt. Gen. Gustave F. Perna assumed duties 

as deputy chief of staff, G-4, in September 

2014. Previously, he served as deputy chief of 

staff, G-3/4, U.S. Army Materiel Command; 

commander of Joint Munitions Command 

and Joint Munitions and Lethality 

Life Cycle Management Command; commander 

of Defense Supply Center Philadelphia, 

Defense Logistics Agency; and commander 

of 4th Sustainment Brigade. Key staff assignments include 

director of logistics, J4, U.S. Forces-Iraq, and Division Support 

Command executive officer and G-4, 1st Cavalry Division. He is a 

graduate of Valley Forge Military Academy, the University of 

Maryland and the Florida Institute of Technology. 

stocks while participating in regionally aligned force rotational 

exercises to further strengthen U.S. presence and allied 

partnerships around the globe. 

We also initiated plans to use the stocks in support of the 

U.S. European Command’s expanding mission requirements 

to deter Russian aggression. Over the next few years, we plan 

to build several more training activity sets for humanitarian and 

sustainment assistance in Southeast Asia and Africa, and in 

support of special operations in the Middle East. 

We expanded our emergency deployment readiness exercises, 

which involve the entire deployment chain and allow us 

to test the deployment system and ensure the readiness of units 

and the installations that support them. The Army executed 

four deployment exercises, including the first Sealift Emergency 

Deployment Readiness Exercise (SEDRE) in more than 

a decade. From March to May, the 3rd Brigade, 101st Airborne 

Division conducted a SEDRE from Fort Campbell, Ky., 

through the Port of Jacksonville, Fla., to their rotation at the 

Joint Readiness Training Center at Fort Polk, La. 

In the future, our intent is to continue incorporating emergency 

deployment readiness exercises as part of brigade deployments 

to the combat training centers. They will enable the 

Army to fully test its rapid expeditionary deployment capability 

to meet global combatant commander requirements, which is 

especially important as the Army is now more continental U.S.- 

based and must develop the ability to project forces rapidly. 

There is no bigger logistics game-changing technology to 

improve readiness than the Global Combat Support System- 

Army (GCSS-Army), which is replacing legacy information 

systems. Last year, we completed fielding the system at the 

Army’s 281 warehouses, modernizing their supply operations. 

With the great progress we made this year, GCSS-Army is 

now in 40 percent of our supply rooms, motor pools and 

property book offices, and will be in all of them by next year 


as we reach our goal of 140,000 users worldwide. 

This is not just another computer in the room. It is a 

huge enabler to those who have been using it. It combines 

maintenance, property accountability and unit supply systems 

into one solution. It saves time and allows leaders to 

see their organizations. 

GCSS-Army also moves us away from the “canned” reports 

of our legacy information technology systems to a new, 

self-service model. With it, we can better measure and report 

on our business operations. We are now challenging our logisticians 

to move away from a class of supply mindset to one 

that cuts across supply classes and focuses on end-to-end 

processes and functional capabilities. 

We also are prioritizing readiness into our sustainment 

funding, ensuring that as the Army budget declines, we mitigate 

risks to readiness. And we are committed to improving 

operational contract support, including the Logistics Civil 

Augmentation Program, which provides a rapid way to supplement 

military forces anywhere in the world. 

Last year, the Army designated Combined Arms Support 

Command to shape the future of operational contract support. 

The goal is to ensure contract support is an integrated 

military capability, taught throughout professional military 

education and exercised in training events. The key to integrating 

operational contract support is recognizing that all 

staff sections have a role in its planning and that contractors 

are part of total force readiness. 

Managing Readiness 

The success of logistics commanders to improve Army 

readiness also hinges on our management practices. Are we 

organized with the right roles and responsibilities? Do these 

organizations create the best interactions and synergies to 

make us more effective and efficient? 

Mission Command is key. As sustainment leaders, we often 

have to look past a solid or dashed line on an organization chart 

and focus on all the critical relationships to fight and win. As a 

mentor once told me, “You don’t have to own it to control it.” 

In my view, when support elements are integrated with 

maneuver forces, we are at our best. As integrated elements, 

the sustainment community delivers flexibility when plans 

change, and adaptability when operational variables shift. We 

can remain synchronized at the point of requirement to sustain 

combat power over time. 

To make it work, sustainment commanders need to partner 

with organizations that they may not own, but that they can 

influence. They have to understand who is providing the capabilities 

and how they fit into the big picture. That is why 

we have encouraged commanders to look outside their organization 

and to build relationships with organizations such as 

Defense Logistics Agency Disposition Services, Army field 

support brigades and logistics readiness centers. 

Currently, we are finding that materiel management gaps 

are degrading commanders’ abilities to responsively manage, 

direct, account and retrograde major end items at home station 

and deployed. To address any gaps, sustainment brigades 

will be authorized a dedicated major end items materiel management 

function within the support operations section. This 

change will integrate and synchronize major end item assets 

for units operating in the division area; coordinate supply 

transactions, receipt and distribution; facilitate retrograde of 

items; and integrate new materiel across the division both at 

home and in deployed environments. 

Recently, thorough studies also were conducted to determine 

wartime and doctrinal requirements for personnel and 

cargo parachute rigging with the goal of increasing readiness, 

safety and Mission Command. As a result, changes are being 

made to expand rigger support at the corps, division and the- 

Excess property is 

inventoried at 

Fort Bliss, Texas. 


ater levels, as well as to improve support for separate airborne 

brigade combat team operations. Additional supervisors and 

inspectors will enhance unit readiness, oversight and safety. 

Sustaining Readiness 

We made a big push this year to identify assets to divest or 

laterally move. Divestiture is not about saving money; it is 

about getting rid of assets the Army does not need so we are 

not consuming time, space or any other resource. 

Experience has taught us that laterally transferring equipment 

or divesting it poses significant challenges across the 

force. Many of the challenges are administrative in nature, 

while others reflect a lack of capability at installations. 

To streamline the process, the G-4 staff worked closely 

with commands, the U.S. Army Materiel Command and the 

Defense Logistics Agency. Fort Hood and Fort Bliss in Texas 

were the first installations to execute operations using the new 

process, and they had excellent results. For example, at Fort 

Bliss, the 2nd Brigade, 1st Armored Division turned in almost 

7,000 pieces of equipment during one week in April. 

The keys to success were primarily due to the units’ decisions 

to operationalize the events and place significant command 

emphasis on clearing out excess. They executed detailed 

rehearsal of concept drills and established command 

cells at critical locations to manage the operations. As we 

move forward, we must continue to provide this level of effort 

if we hope to build readiness through lateral transfers and rid 

the Army of obsolete equipment. 

This year, we also continued our Campaign on Property 

Accountability, which has executed $416 billion in property 

book transitions. Equipment on-hand readiness is dependent 

on knowing what we have, where it is, and then getting it to 

where it is required. The campaign has helped re-establish a 

culture of supply discipline, bringing all property to record 

and eliminating excess. 

Behind the scenes, the Army’s organic industrial base is helping 

us sustain equipment readiness 

and providing significant surge capability. 

This year, our five maintenance 

depots and three manufacturing 

arsenals sustained critical 

equipment readiness requirements 

including UH-60 Black Hawks; 

Patriot and Avenger missile systems; 

Abrams and Bradley tanks; 

combat and tactical wheeled vehicles; 

and communications equipment. The depots also supported 

876 foreign military sales work orders, which included 

M1A1 tanks and associated components for Morocco and 

Saudi Arabia. 

The G-4 drove several initiatives to help them operate 

more efficiently, including aligning workloads to the designated 

centers of industrial and technical excellences; reassessing 

their capabilities and capacity requirements; and enhancing 

public-private partnerships to optimize use of our critical 

artisan skill sets. 

Every soldier cares about his or her uniform, but few know 

the complex mechanics in getting uniform items approved, 

programmed, purchased, distributed, stored, introduced and 

issued to a million soldiers. Unfortunately, right now the 

process is slow, we carry too much inventory, and our facility 

and operating costs are too high. 

So the G-4 is looking to modernize the process. The goal is 

to reduce from more than 200 to just five core soldier equipment 

menus, as well as to reduce the number of central issue 

facilities across the total force. We also are looking at alternative 

capabilities and web-based systems to provide clothing directly 

to units and soldiers when and where they need it. 

Along the same lines, we are looking to modernize our garrison 

dining operations. Dining facility utilization has declined 

sharply over the last decade because operations have 

not been updated to meet changing demographics, desires for 

selection and taste, or nutritional and commander mission requirements. 

Our goal is to bring food service operations to a 

21st-century performance standard where we reduce infrastructure, 

incorporate mobile services, and provide healthy 

meals that soldiers desire—all while lowering costs. 

No question, all of these initiatives will serve us well as we 

build, manage and sustain a more expeditionary force. As 

leaders, we must continue to adapt and drive readiness while 

preparing for the future so when the Army is called, it will be 

prepared to fight and win. 

✭ 

An M1 Abrams is secured for loading 

onto a vessel at the Port of Klaipeda, 

Lithuania. It will be shipped to 

Mannheim, Germany, for prepositioning. 


Chief Information Officer, G-6 

Uninterrupted Information 

Crucial to Agile Army 

By Lt. Gen. Robert S. Ferrell 

Chief Information Officer, G-6 

Aglobally engaged, agile and expeditionary Army relies 

on a network that is integrated and secure and 

provides uninterrupted access to the type of information 

that makes Mission Command—both as a 

philosophy and as a warfighting function—possible. Getting 

the right information to the right place at the right 

time allows soldiers and commanders to engage in rapid, 

decisive action across every domain of conflict to include 

land, air, space, maritime and cyber. 

Today’s Army has more than 190,000 soldiers deployed 

to 140 countries, performing complex missions from combating 

terrorism in the Middle 

East to defending allies 

and partners across the globe 

and responding to hurricanes 

and floods at home. 

As a result, a resilient, joint, 

An 82nd Airborne Division mortar team sets up 

in Ghazni Province, Afghanistan. 


A U.S. Army Reserve 

signal soldier validates 

equipment at Fort 

Eustis, Va. 

interoperable network connected across the tactical, strategic 

and enterprise levels is more critical than ever. In the complex 

environments we confront, a modernized Army Network is 

one of our force’s key capability areas and a foundation that 

ensures we remain ready to fight tonight. 

Joint Information Environment 

Today’s Total Army provides trained and ready units 

throughout each of our combatant commands and across the 

joint force. The joint nature of our operations means Army 

Network and information technology (IT) systems must support 

coordination and information-sharing with our joint and 

multinational teammates. 

To enhance joint collaboration, DoD is moving to a construct 

called the joint information environment. It brings together 

DoD’s many disparate networks into a single joint 

platform to better enable the wide range of missions the joint 

force performs. The joint information environment consists 

of a shared IT infrastructure with one set of standards and 

one security architecture across all of DoD. 

Lt. Gen. Robert S. Ferrell assumed his duties 

as chief information officer, G-6 in December 

2013. In addition to traditional 

company and field grade-level assignments, 

he has commanded at every level from platoon 

to major subordinate command. He 

has served in the U.S., Korea and Europe 

and deployed to Bosnia and Iraq. He enlisted 

in the Army and attained the rank of 

sergeant, then completed his undergraduate degree at Hampton 

University, Va., and was commissioned as a Signal Corps officer. 

He holds master’s degrees from Central Michigan University and 

the Army War College. 

Each service is committed to enabling the overall joint information 

environment, and the Army has worked aggressively 

to implement a major component called Joint Regional 

Security Stacks (JRSS). Employing it is like putting the Army 

Network behind a firewall on steroids. JRSS reduces the network’s 

internet access points from over 1,000 to less than 50, 

minimizing a key vulnerability. During fiscal years 2015–16, 

we successfully migrated 19 Army installations behind JRSS 

and plan to have a total of 44 installations migrated by the 

end of fiscal 2017. Of note, we are accelerating JRSS migration 

in Europe and have successfully moved the U.S. Army 

Reserve network on to JRSS as well. 

By working closely with the U.S. Army National Guard 

and U.S. Army Corps of Engineers in the continental U.S., 

we are initiating their respective network migrations, with a 

goal of completing the Guard during 2016 and the Corps of 

Engineers in 2017. This will result in over 60 percent of the 

Total Army operating within JRSS, representing a significant 

enhancement to the cybersecurity posture of the force. 

In addition to JRSS, we are working closely with our 

multinational and mission partners to improve the communication 

and IT interoperability of our forces. In Europe, interoperability 

across NATO and our coalition partners is key to 

confronting the increased threat in that theater. In Korea, we 

continue to enhance interoperability while also investing in 

upgraded, secure network infrastructure to support the mission 

and priority initiatives such as the Yongsan Relocation 

Plan and Land Partnership Plan. 

Cloud Capabilities 

The chief information officer, G-6 published the Army 

Cloud Computing Strategy that offers direction for the force 

as we move to take advantage of the benefits offered in a 

cloud environment. For the Army, transitioning capabilities 


to the cloud enhances Mission Command, improves global 

information access, and creates a more common user experience. 

It also reduces overall IT costs and decreases the physical 

footprint required to support our forces from the home 

station to the tactical edge. 

A number of approaches are currently under review to inform 

our cloud “way ahead.” These include use of government 

and commercial cloud providers; use of on-premises 

cloud facilities such as a government or commercial facility 

under the direct control of DoD personnel and security policies; 

use of off-premises cloud facilities; and hybrid constructs 

incorporating elements of each. 

We are developing a cloud pilot at Redstone Arsenal, Ala., 

using an on-premises, commercially owned and operated 

cloud platform that consolidates 11 Army data centers, along 

with potential participation from other federal partners located 

on the arsenal. It’s important to remember that not all 

Army capabilities will move to the cloud, and pilots like this 

one will help develop a synchronized cloud approach that ensures 

security of data while increasing the capacity and readiness 

of Army Network and IT systems. 

Transitioning to a cloud environment also enhances our data 

center consolidation effort. Like many federal agencies, the 

Army is required by the Office of Management and Budget to 

reduce the number of data centers it operates. Since 2011, the 

Army has closed approximately 400 data centers, with plans to 

close more than 750 by fiscal 2018. Consolidating the data 

hosted and managed by the Army and, where appropriate, 

maximizing use of cloud capabilities to gain further data center 

efficiencies is critical to meeting our data center closure objectives 

and increasing the security and utility of our data. 

In addition, to further improve our overall approach to data 

management, this year we released the first Army Data Strategy. 

It guides data producers and owners in making our data 

more visible, accessible, understandable, trusted and interoperable. 

This new strategy is key to ensuring leaders and soldiers 

as well as our joint and mission partners have appropriate 

access to data when they need it. 

The Army is also building a Unified Capabilities platform 

that consists of integrated voice, video, instant message, chat 

and data services delivered across a secure network. Think of 

the platform as similar in user experience to the kind of smartphones 

and devices we use today. Unified Capabilities enables 

improved collaboration through a common-user experience 

from the phone in your office to the device in your hand. It 

also offers benefits to include reduced IT operations and 

maintenance costs as well as divestiture of legacy equipment. 

Readiness and Cybersecurity 

As most are aware, the number of cyberattacks against 

our DoD systems continues to grow as our adversaries have 

become increasingly aggressive across the cyber domain. Accordingly, 

there is a comprehensive effort across all of DoD 

to improve the cybersecurity of our force. Many cyberattacks 

against DoD seek to exploit preventable, well-known vulnerabilities 

due to an absence of effective, basic cyber hygiene. 

To improve the cybersecurity of our networks and systems, 

DoD has established a “cyber scorecard” that tracks key elements 

of cybersecurity throughout the department. In support 

of this effort, the Army has undertaken a number of initiatives 

to include ensuring all IT systems administrators use dualauthentication 

to access IT systems; that all Army users access 

our networks via public key infrastructure-based authentication 

and credentials; and that Army public-facing servers—such as 

computers that host websites and other data potentially accessible 

from the public internet—are supported by DoD-approved 

firewalls. In coordination with our partners across the U.S. 

Army Cyber Command, our sister services and DoD, we are 

continually assessing our cyber hygiene 

to improve our ability to defend the network 

against attack. 

To further improve the cybersecurity 

of our force and to enhance interoperability, 

standardization and efficiency 

across the joint team, DoD will transition 

to the Windows 10 operating system. 

It offers benefits and security advantages 

over older operating systems. 

Moreover, migrating to a single operating 

system across DoD lowers IT costs 

and streamlines the IT operating environment 

through more efficient upgrades, 

patching and software support. 

A Colorado Army National Guard member 

operates a network computer in Slovenia. 


This Humvee near Fort Bliss, Texas, 

is outfitted with radar. 

The Windows 10 transition represents an enterprisewide 

upgrade for the Army and will be applied to most existing 

systems and devices including desktops, laptops and tablets, 

along with mission and weapon systems to the maximum extent 

practical. Some systems will migrate before January 

2017; others will take longer. 

This is the first time DoD has simultaneously migrated to a 

single operating system, and the effort requires close coordination 

across the DoD chief information officer, the U.S. Cyber 

Command, the Defense Information Systems Agency 

and our service teammates. The bottom line is that a synchronized 

move to Windows 10—while a challenge for a large 

and complex force—is the right approach to enhance security, 

interoperability and efficiency. 

Network of the Future 

To ensure our network readiness and modernization efforts 

are aligned with the Army Operating Concept, the chief information 

officer, G-6 published an updated Army Network 

Campaign Plan with accompanying implementation guides 

for both the near-term of fiscal 2016–17 and the midterm of 

fiscal 2018–22. The plan provides updated information on 

our plans for accelerating the modernization of the Army 

Network; improving our approach to developing a common 

operating environment for our force; and guidance on funding 

and resourcing implications for our many efforts. Our 

stakeholders throughout the Army, DoD, industry and academia 

are encouraged to review the plan to better understand 

how the Army aligns enterprisewide hardware, software, applications, 

warfighting capabilities and business operations to 

support the readiness of the force. 

In addition, in March we published Shaping the Army Network: 

2025–2040. This document reflects our long-term view 

of where the network and related science, technology, research 

and development efforts are headed—and how we are shaping 

that future environment now. Key technology areas affecting 

our networks include dynamic network transport, computing 

and edge sensors; data-driven decision support; enhancements 

to human cognitive, intellectual and decisionmaking abilities; 

and robotics and autonomous operations. 

Specific capabilities the Army is seeking for the 2025–40 

time frame involve incorporating the internet of things in our 

planning and operations; software-defined networking; advanced 

analytics; employing diverse sensors and actuators; 

and developing self-healing networks. Our intent is to drive 

our approach to research, development and investment, and 

set the right conditions to build the future Army. 

Soldier-Civilian Workforce 

Although technology is key to a modernized, secure, global 

and responsive Army Network, dedicated soldiers and Army 

civilians remain the foundation of our readiness. Our top priorities 

include recruiting, developing and retaining a high-quality 

team of IT professionals. We work closely with our partners at 

the Cyber Center of Excellence, Fort Gordon, Ga; Headquarters, 

Department of the Army, deputy chief of staff/G-1; U.S. 

Army Human Resources Command, Fort Knox, Ky.; and others 

to develop soldier and Army civilian career programs relevant 

to the rapidly evolving IT and cyber fields. 

In addition, we are engaged in a pilot effort to determine 

the optimal Signal Corps force structure to support the mission 

requirements of our operational and joint forces. One of 

the key lessons of the past 15 years of conflict is the absolute 

need for trained, ready Army signal forces that enable uninterrupted 

Mission Command across the full spectrum of 

Army missions. 

A ready Army depends on a ready Army Network. All of 

our efforts—to include moving our networks to JRSS, enhancing 

cloud capabilities, improving cybersecurity, developing 

our workforce, and implementing the most effective Signal 

Force structure—are aligned with the Army Operating 

Concept. Working closely with our many stakeholders and 

partners, the chief information officer, G-6 team remains 

committed to ensuring the readiness of our force and to 

building the agile, adaptive Army Network our future force 

needs to meet its many complex and demanding missions. ✭ 



Modernization Vital 

to Joint Force Success 

By Lt. Gen. John M. Murray 


The Army, as part of the joint force, must remain 

ready to prosecute ongoing operations and face unforeseen 

contingencies while preparing for future 

challenges. Today the Army can meet its obligations 

under the current strategic guidance but as the world becomes 

more complex and dangerous, the level of risk increases. 

Specifically, there is a clear and growing divide between 

Budget Control Act of 2011 funding and the reality 

that confronts the Army across Europe, the Middle East 

and the Indo-Asian-Pacific region. 

We do not know where and when the next conflict will 

occur; however, we do know 

that the Army must be ready 

to face near-peer competitors, 

regional actors and 

transnational terrorism. Our 

Army is busy and remains 

An artillery crew fires a howitzer during 

training at Fort Bragg, N.C. 


Paratroopers with the 82nd Airborne Division’s 1st Brigade Combat Team engage insurgents in 2012 in Ghazni Province, Afghanistan. 

engaged in a wide array of missions across the globe. On any 

given day, there are approximately 185,000 soldiers assigned or 

allocated in support of global operations in over 140 countries. 

In Eastern Europe, soldiers reassure our allies and deter a revanchist 

Russia. In Afghanistan and Iraq, soldiers train local 

security forces and conduct a counterterrorism mission against 

al-Qaida, the Taliban and the Islamic State group. Soldiers 

support military-to-military engagements in the Pacific to 

strengthen our partnerships and alliances and deter potential 

adversaries in places such as Thailand, the Philippines, 

Malaysia, Australia, Indonesia and the Republic of Korea. 

And, of course, the Army remains ready to prevent and respond 

to attacks and emergencies inside the homeland. 

Lt. Gen. John M. Murray assumed his duties 

as deputy chief of staff, G-8 in August 

2015 after serving as commanding general 

of the 3rd Infantry Division, Fort Stewart, 

Ga., and Joint Task Force-3, Operation 

Freedom’s Sentinel. Other command assignments 

include deputy commanding general-support 

for U.S. Forces Afghanistan; 

commander, Bagram Airfield, Afghanistan; 

deputy commanding general (maneuver), 1st Cavalry Division, 

Fort Hood, Texas; and deputy commanding general (maneuver), 

Multi-National Division-Baghdad, Operation Iraqi Freedom. 

A graduate of the Ohio State University, he earned a master’s degree 

from the U.S. Army War College. 

As the Army approaches an end strength of 980,000 soldiers 

by the end of 2018, we must constantly assess the impact 

of operational tempo on the health, viability and modernization 

of the force. We must ensure that we have both the capability 

and the capacity to respond to unforeseen demands, and 

to rebuild and then sustain high levels of readiness. 

Reason for Concern 

The Army has enjoyed a technological edge over potential 

enemies through most of our recent history, but this is no 

longer the case. Russian operations in Crimea, Ukraine and 

Syria have highlighted advanced Russian capabilities. Russia’s 

use of long- and short-range air defense artillery, the use of 

drones to complement indirect fires, and unexpectedly advanced 

electronic warfare and cyber capabilities give us reason for concern 

as we take a hard look at our modernization programs. 

These technologies and methods will proliferate; we do not 

know when or where we will face them. For the first time since 

World War II, our technological overmatch is being challenged. 

Army modernization requires attention and resources. 

The Army allocates available resources into three broad 

categories: structure, near-term readiness and capital investments. 

The science of building a budget is relatively straightforward, 

but the art of balancing resources among the three 

categories to minimize risk is not. That is the fundamental 

challenge the Army faces, and unpredictable budgets and the 

threat of sequestration make it more difficult. 

Under current planning guidance, end strength is relatively 


The Army’s 2017 

budget request 

emphasizes five 

capabilities, 

including aviation 

and air and missile 

defense. 

fixed. The Army’s 2017 budget request 

allocates approximately 60 percent to 

personnel costs. The only way to reduce 

this is to reduce the number of soldiers, 

and that must be done slowly if we want 

to maintain a quality all-volunteer force. 

The National Commission on the Future 

of the Army stated that an end 

strength of 980,000 is “minimally … acceptable” 

to meet the sustained, and 

growing, demand for our forces. The bottom 

line is that until demand goes down, 

the Army will not be able to reduce end 

strength lower than the planned 980,000. 

Readiness Is Top Priority 

The U.S. Army chief of staff’s guidance 

is very clear: “Readiness is the Army’s No. 

1 priority and will be as long as I am the 

chief of staff.” We must ensure our soldiers are always prepared 

to face the unforgiving crucible of ground combat. The Army 

must, and will, continue to dedicate resources to improve the 

near-term readiness of our units. In the fiscal 2017 budget request, 

readiness spending increased by approximately 5 percent. 

Given that personnel costs are fixed and readiness is the 

Army’s No. 1 priority, the Army’s options for coping with unpredictable 

and constrained funding is fairly straightforward: 

Accept risk in the modernization of our equipment and the 

maintenance of our installations. Since 2011, the Army’s 

modernization budget has declined by approximately 30 percent, 

and we have consistently—and deliberately—underfunded 

the maintenance of our installations to resource higher 

priorities. The risk is accumulating; the backlog of required 

maintenance on our installations is increasing; and our technological 

edge over potential opponents is rapidly eroding. 

As Undersecretary of the Army Patrick Murphy stated in recent 

congressional testimony, “We are mortgaging our future 

readiness because we have to ensure success in today’s battles 

against emerging threats.” Even with the constraints the Army 

faces, we must continue to provide our soldiers with the most 

capable equipment we can deliver, now and into the future. 

This will continue to be a challenge, especially if sequestration 

returns in 2018. The Army’s current modernization strategy is 

designed to prepare for the day when the next conflict arises 

and we must once again rapidly expand the Army. 

The strategy focuses our modernization dollars in five areas: 

protecting science and technology investments to prepare for 

the future; investing in a limited number of new developmental 

programs to address only the most critical capability gaps; 

incrementally modernizing a small number of our current systems 

to extend service life and upgrade their capability to 

maintain overmatch; sustaining and resetting current equipment 

to meet near-term readiness requirements; and divesting 

obsolete and nonstandard equipment to free up resources for 

reinvestment in higher priorities. 

Five Capabilities 

The Army’s 2017 budget request emphasizes five capabilities: 

aviation, the network, air and missile defense, com- 

Raytheon 


at vehicles and emerging threats. 

The Army continues to modernize its helicopter fleet by 

fielding the AH-64E and UH-60M aircraft. Additionally, 

the Army continues to invest in research and development for 

both the improved turbine engine program and future vertical 

lift to develop the next generation of Army rotorcraft. 

The Army continues to invest in a network that is protected 

against cyberattacks and enables Mission Command. The 

Army will field the Warfighter Information Network-Tactical, 

update communications security, and upgrade cyber situational 

awareness and offensive and defensive cyber capabilities. 

In the past, the Army could take command of the sky for 

granted, but this is no longer true. The Army will field the 

Integrated Air and Missile Defense Battle Command System 

and modernize our Patriot missile system. To protect the 

force from enemy missiles, rockets, mortars and artillery, we 

will field the Indirect Fire Protection System. 

The Army will increase the lethality, protection and mobility 

of tactical formations by fielding the Ground Mobility Vehicle 

and the Armored Multi-Purpose Vehicle, investing in 

the Mobile Protected Firepower program, and upgrading 

Stryker lethality by mounting 30 mm cannons. 

The Army will continue to protect investments in science 

and technology, which will enable us to field new capabilities 

in the future. Science and technology investments include active 

air and ground protection systems, offensive and defensive 

electronic warfare capabilities, long-range precision fires, 

directed energy weapons and autonomous robotic systems. 

It is more important than ever that we are able to rapidly 

assess and field emerging technologies to retain or regain our 

technological edge. The Army cannot afford long, costly developmental 

programs that either fail to deliver or field only 

niche capabilities. The 2016 National Defense Authorization 

Act strengthened the service chiefs’ acquisition role, and the 

Army continues to explore steps to improve the speed and effectiveness 

of our acquisition process. 

Changes to Acquisition 

In coordination with the secretary of the Army, the chief of 

staff of the Army (CSA) has begun to make changes to Army 

acquisition by streamlining processes, functions and decisionmaking. 

The CSA has reinvigorated the Army Requirements 

Oversight Council, making it a “commander-centric” decisionmaking 

forum. The council serves as the venue for approving 

requirements; making cost, schedule and performance 

trades; and concurring with milestone decisions. Additionally, 

we have stood up the Army Rapid Capabilities Office, which 

will capitalize on lessons learned from the rapid equipping 

force and the Air Force’s Rapid Capabilities Office. 

In the future, the CSA intends to focus on prototyping, experimentation, 

rapid acquisition, and outreach to nontraditional 

defense industries. The Army seeks to use existing 

technologies in innovative ways and, as much as possible, 

avoid unnecessarily long developmental timelines. This will 

require a delicate balance between the rapid pursuit of capability 

and oversight to minimize waste. 

The U.S. Army faces an unpredictable future. Nations will 

continue to be motivated by fear, honor and interest. Peace 

and security will remain elusive. The U.S. and its allies will 

face challenges from state and nonstate actors. The Army will 

remain deployed and engaged, furthering America’s interests 

around the world. 

The G-8 will continue to allocate resources against our defense 

strategy, balancing policy, requirements and resources 

to help deliver the world’s most capable and modern fighting 

force. Our soldiers deserve no less. 

✭ 

Abrams tanks are 

ready for urban 

assault training at 

Rodriguez Live Fire 

Range, South Korea. 


Office of Business Transformation 

Efficient Business Operations 

Contribute to Readiness 

By Lt. Gen. Thomas W. Spoehr* 

Director, Office of Business 

Transformation 

*Spoehr was scheduled to retire on Sept. 30. 

His successor had not been named. 

The U.S. Army Office of Business Transformation has 

a critical mission to identify and champion the adoption 

of best business practices across the Army in order 

to provide readiness at best value to the nation. 

Is the Army a business? Undoubtedly not. When soldiers 

put their lives on the line in defense 

of the nation, it cannot compare to what 

is asked of employees in the business 

world. But does that mean the Army 

should not be “businesslike” in many of 

our practices? Absolutely not. We are a 

Fortune top 20-sized organization with 

manpower and assets rivaling the largest 

U.S. companies. If the Army is inefficient, 

it runs the risk of wasting millions, 

perhaps billions, of taxpayer dollars. 

The Office of Business Transformation 

works directly for the undersecretary of 

A soldier reviews deployment forms 

with a human resources specialist. 


A U.S. Army South supply clerk receives and 

verifies supplies from a warehouse operator. 

the Army, Patrick Murphy. The former 

soldier and Iraq War veteran is a supportive 

advocate of business efficiency, 

having come from the private sector and 

Congress, and we support him in his 

role as the Army’s chief management officer 

by developing strategies and policies 

that facilitate better readiness outcomes 

by the application of resources 

freed up from inefficient processes and 

systems. 

To give you an appreciation of the 

Army’s business transformation efforts, 

we are going to highlight some of the 

projects we are working on. 

Lt. Gen. Thomas W. Spoehr led the U.S. 

Army Office of Business Transformation since 

July 2013. Previous assignments include 

deputy commanding general (support), U.S. 

Forces-Iraq; and director of Force Development, 

Headquarters, Department of the 

Army, G-8. He earned a bachelor’s degree 

from the College of William and Mary, Va., 

and a master’s degree from then-Webster 

College, Mo. His military education includes the U.S. Army War 

College and U.S. Army Command and General Staff College. 

Size of Army Headquarters 

Faced with the task from then-Defense 

Secretary Chuck Hagel in 2012 to 

reduce headquarters staff costs by 20 

percent, the Army set a higher goal of 25 percent and will 

achieve it between now and fiscal 2018 in all headquarters led 

by two-star officers and above. The Army made a total of 

13,400 reductions, both military and civilian, and reapplied resources 

to our operational forces. 

In the department headquarters, we went even further. The 

Army was the first in DoD to employ a technique known as 

delayering. Army headquarters had become top-heavy with 

the median span of control for supervisors at four, with 10 distinct 

echelons from the secretary of the Army to the most junior 

action officer. Additionally, 50 percent of colonels and 

GS-15 employees reported to a supervisor of the same grade. 

This top-heavy headquarters design contributed to excessive 

times for information to be either passed to the bottom or the 

top of the pyramid. 

To address this, an intensive review was conducted in collaboration 

with a top-tier management consulting firm and our 

principal officials to redesign organizations. This review resulted 

in an increase to median span of control to eight, the removal 

of two echelons, and a 70 percent decrease in samegrade 

reporting. In recognizing the success of this undertaking, 

others within DoD have begun to conduct similar reviews. 

Business Software 

The Army is nearly finished with the implementation of the 

most comprehensive business software solution ever attempted 

in the federal government, integrating our four major Enterprise 

Resource Planning systems supporting financial management, 

logistics, personnel and pay, as well as the industrial sector 

of the Army. In addition to being the most ambitious 

effort of its kind, this integration is already responsible for significant 

savings. As these systems come online, old legacy systems 

that are inefficient and vulnerable to cyberattack are being 

retired. In fiscal year 2014, 45 of these legacy systems were 

retired; 92 were retired in FY 2015. 

Along with reducing costs and improving security and efficiency, 

these efforts will also greatly aid in our becoming fully 

auditable. While the Office of Business Transformation is the 

primary central advocate for this suite of capabilities, many 

others directly contribute to its success, primarily the U.S. 

Army Materiel Command; the Army G-1 and G-4; and the 

assistant secretaries of the Army for acquisition, logistics and 

technology and financial management and comptrollership. 

Business Education 

In the course of 15 years of war, the Army necessarily focused 

its attention on warfighting success with our education 

programs targeted at developing leadership to accomplish this. 


As a result, other competencies such as the management of 

large and complex organizations were de-emphasized. Even 

our talented civilian workforce has identified that one of its 

greatest needs is to increase its level of business acumen. 

The Office of Business Transformation is at the forefront of 

reintroducing related topics into the curricula of professional 

education for both the military and civilian cohorts. For example, 

we taught a new elective in the spring at the U.S. Army 

Command and General Staff College. We also are working 

with the Army Management Staff College, the U.S. Army 

War College, and the head of the general officer education 

program to provide the same for uniformed personnel and 

civilians at every level of the Army. 

Continuous Process Improvement 

The Army is an organization with tens of thousands of 

processes that support everything from ordering ammunition 

to promoting soldiers. The Office of Business Transformation 

is responsible for the Army business enterprise architecture 

that supports these processes and as such, we have made significant 

progress over the past several years in mapping and 

understanding exactly how these processes work and interface 

with one another. This understanding paves the way for dedicated 

efforts to drive efficiencies into process execution. 

Augmenting this responsibility, we are the proponent for 

the Army’s Lean Six Sigma program. It provides a structured 

and systematic approach for improving the effectiveness and 

efficiency of organizational processes that can result in significant 

cost savings and avoidance. 

To date, the Army has trained 14,000 Lean Six Sigma practitioners, 

including 1,100 in the past year. The program is responsible 

for a validated cost savings and avoidance of greater 

than $800 million in fiscal year 2015 alone. 

The Office of Business Transformation is also the proponent 

for business process re-engineering, which also realizes 

savings and efficiency in the Army. A recent effort associated 

with the Army’s Integrated Pay and Personnel System took 

over 140 legacy processes and re-engineered them to fit the 

capabilities of Enterprise Resource Planning software, to move 

forward with 30 fully integrated processes. 

‘Every Dollar Counts’ Campaign 

Too often, commanders execute activities absent full understanding 

of the costs behind core processes, or they spend resources 

out of fear of “underexecuting” or decrementing future 

funds. Unchecked, these activities lead to an Army that does 

not value or practice good financial management, and they 

also inhibit stewardship and innovation. The “Every Dollar 

Counts” initiative is a recognition that in addition to having 

the best warfighters in the world, the Army must have leaders 

who understand and practice good management behaviors by 

skillfully applying given resources to maximizing warfighting 

capability and capacity. 

On April 15, Murphy, then acting secretary of the Army, 

signed Army Directive 2016-16: Changing Management Behavior: 

Every Dollar Counts as the bold foundation to the 

Every Dollar Counts Campaign. The goal of the campaign is 

to incrementally change the Army culture to one that highly 

Participants in a four-week course to earn a Lean Six Sigma certification 


A North Carolina Army National Guard supply sergeant uses the Global Combat Support System- 

Army to conduct logistics operations. 

values good stewardship of taxpayer dollars by ensuring every 

dollar counts toward a trained and ready force to fight and win 

the nation’s wars. 

It directed five specific requirements to occur, beginning July 1: 

■ All two-star and Tier 2 Senior Executive Service headquarters 

and above will establish and track a select number of 

annual performance measures that nest under the appropriate 

higher headquarters goals and objectives. While there are no 

specified number of measures, they should be few and only 

those critical to the commander. 

Examples of key areas to be monitored are how many units 

are needed in a high state of readiness; how many soldiers are 

needed to be trained or recruited; and what is an acceptable 

condition for roads and buildings. 

■ Commanders will avoid using budget execution data and 

obligation rates as the sole measure of efficiency or effectiveness. 

The key is “sole measure.” The goal for Every Dollar 

Counts is to maximize output with the least amount of resources 

possible. Commanders, and subsequently their resourcing 

teams, must use measures of efficiency in relation to 

achieving their outcomes. 

Also, link outcomes to money. Instead of reporting that “we 

are 85 percent obligated,” how about, “We are 85 percent obligated 

and have accomplished 90 percent of our objectives”? 

Now we are having a meaningful conversation. 

■ Commanders will understand and systemically manage 

the total costs to operate the critical processes for which they 

have primary responsibility. 

Account for the fully burdened cost of an activity to include 

military, civilian and contract labor; maintenance; and longterm 

costs that might not be immediately apparent. 

Seek to think in terms of “cost to the government” or “cost 

to the taxpayer” rather than specific amounts of money or “cost 

to the organization.” Avoid selecting a course of action with a 


greater total cost simply because the 

funding sources involved are more easily 

accessible or have less oversight, or are 

less costly to the organization but more 

costly to the Army over time. 

■ Eliminate the “use or lose” funding 

mentality. 

The National Bureau of Economic 

Research reports that federal agencies on 

average spend 4.9 times more in the last 

week of their fiscal year than in a typical 

week during the rest of the year. This 

leads to significant wasteful end-of-year 

spending. 

Relentlessly root out and put a stop 

to the traditional end-of-fiscal-year 

spending simply to obligate budgeted 

funds. If it is not something you would 

spend money on Oct. 1, do not spend 

the money Sept. 30. 

Look for trends in de-obligation of 

funds, and ask why. They could indicate 

that either an organization has found efficiencies 

or no longer needs the funds, 

or they could indicate habitual “budget padding.” One is good, 

and the other is bad. 

■ Encourage and reward subordinate leaders and commands 

demonstrating extraordinary stewardship of resources, 

and innovate ideas to improve processes. 

Begin to make efficient use of resources as a distinguishing 

factor to rate and reward subordinates. For example, if two 

brigade commanders achieve the same readiness outcome but 

one was able to do it with significantly fewer resource expenditures, 

this should be a distinguishing factor for promotion 

potential. 

Reward commanders with the savings they generate. Allow 

them to reinvest it into their organizational readiness. Provide 

them more gunnery time, or allow them to do special training 

events such as staff rides. Develop methods for commanders 

to share savings ideas and ways they reinvested their savings. 

Develop transparency when utilizing savings for higher-priority 

missions. Let your command know that certain high-priority 

missions were able to take place because specific commanders 

generated savings. Fund each year based on mission 

requirements, not on the previous year’s budget expenditures. 

Like all other elements of the Army, the Office of Business 

Transformation serves an important role that complements 

the Army’s primary mission of providing trained and ready 

soldiers. The previous examples highlight only a few of the 

many areas where real and profound improvement has been 

made, enabling the Army to function more efficiently. But like 

the world we live in and the ever-changing threats, this challenge 

will continue to evolve and require new, innovative 

thought for solutions to keep the Army strong. 

As our Army leadership has changed, the commitment to 

continuing meaningful transformation of the business of the 

Army remains strong. With your support, we cannot fail. The 

stakes are too high. 

✭

U.S. Army Installation Management Command 

Supporting Soldiers 

At Work and at Home 

By Lt. Gen. Kenneth R. Dahl 


U.S. Army 

Installation Management Command 

The U.S. Army Installation Management Command 

was born from the Transformation of Installation 

Management study undertaken by the secretary of 

the Army in 2002. The command is young, just over 

a decade old, and the founding principles have endured: efficient 

utilization of resources to support 

readiness; equitable services for all soldiers 

and families; and harnessing the power of 

the enterprise to squeeze the most value 

out of every base support dollar. 

However, the last 15 years of war 

brought budgets supplemented by overseas 

contingency operations funding. An 

unintended consequence of this process is 

an appetite for redundant, outdated or 

“gold-plated” programs and projects on 

our installations. 

In this time of declining resources, 

shifting national priorities, and increasing 

The U.S. Army Installation Management Command is one of the 

service’s younger commands. 


Pfc. Mercedes Nearing 

navigates an obstacle 

course during the 

U.S. Army Installation 

Management Command’s 

Best Warrior 

Competition in Texas. 

security concerns around the globe, Army leaders must find 

alternative solutions beyond asking for more money and additional 

personnel when confronted with a problem. Leaders 

from Installation Management Command (IMCOM) and 

those they support must work together to separate needs from 

wants. This new environment is forcing tough choices, and 

IMCOM is transforming to enhance readiness for today’s 

force and the future Army, especially in the areas of Mission 

Command, workforce strength and alignment, program and 

service delivery, and as a change agent to align policies with 

the current environment. 

Lt. Gen. Kenneth R. Dahl assumed command 

of the U.S. Army Installation Management 

Command in November 2015. His 

previous assignment was deputy commanding 

general of I Corps, Joint Base Lewis-Mc- 

Chord, Wash. Before that, he served as 

deputy commanding general-support for U.S. 

Forces-Afghanistan and also as commander 

of the U.S. National Support Element. He 

has deployed to Afghanistan, Germany, Iraq and Korea. He also 

served as an assistant professor of military leadership at the U.S. 

Military Academy, where he received his bachelor’s degree. He holds 

master’s degrees from the University of North Carolina at Chapel 

Hill and the U.S. Naval War College. 

Transform: Mission Command 

In June 2015, after consulting with Congress, the secretary 

of the Army authorized separate three-star general officer billets 

for the assistant chief of staff for installation management 

(ACSIM) and the commanding general, IMCOM. This 

change from “dual-hatted” to separate billets is allowing for 

increased and adaptive Mission Command of two of the 

Army’s central readiness capabilities: providing quality facilities 

for soldiers and formations to train, and rapidly deploying 

forces from the U.S. to locations overseas. 

Further, this increased Mission Command is focusing leader 

attention on refining the delivery of necessary services on our 

installations in ways that support senior commander priorities 

while responding to evolving missions, declining budgets, and 

reductions in force structure and civilian employees. 

Separating policy and programming—ACSIM—from the 

execution arm—IMCOM—improves the support that IM- 

COM and its support directorates (formerly called regions) 

and garrisons provide to senior commanders. 

This new clarity in execution is proving that IMCOM and 

the Army will benefit from the bold changes we are implementing 

while continuing to provide the Army with training 

and power projection platforms and a common level of service 

delivery for soldiers, families and civilians on our installations. 

In addition to Mission Command, the biggest changes in our 

near future are in three critical areas: people, programs and 

policy. 

Transform: People 

The 58,000 IMCOM professionals around the globe touch 

every soldier’s life, every day, providing the facilities and services 

that make the Army run. Over the past 15 years, however, 

many of our programs and services grew beyond their 


original charter and scope to accommodate the high operational 

tempo driven by war. 

Staffing increased as part of this program growth, but circumstances 

now dictate that IMCOM become a smaller, 

leaner and better-aligned organization to support the requirements 

of the future Army. At the beginning of 2016, IM- 

COM imposed an additional cut on itself of about 1,000 

civilian employees. This is beyond the previously mandated 

cut of 25 percent for headquarters staffs by the Department of 

the Army. We are providing the savings to the Army as an 

investment in readiness. 

Reducing the civilian workforce on our garrisons directly 

impacts service delivery, and reshaping what services we provide 

will drive the workforce reduction at each location. Understanding 

its role as a supporting organization, IMCOM is 

committed to ensuring senior commanders (supported commander) 

remain integrally involved in how individual garrisons 

shape their local workforce to deliver programs and 

services. We will achieve success when supporting and supported 

units work from a shared understanding of priorities. 

To enhance this common understanding, IMCOM is transforming 

our continental U.S. regions to realize the same level 

of integration the outside continental regions have in direct 

support of U.S. Army Europe and U.S. Army Pacific. Our two 

continental regions are transforming into three IMCOM support 

directorates, functionally aligned and co-located with the 

U.S. Army Materiel Command, for sustainment; the U.S. 

Army Forces Command, for readiness; and the U.S. Army 

Training and Doctrine Command, for training. 

Each support directorate will manage a smaller number of 

garrisons, fostering stronger relationships with senior commanders. 

Just as important, this arrangement will improve integration 

of supported commanders and their higher headquarters 

in the validation of requirements. We intend to 

achieve full operational capacity on this complicated personnel 

and functional realignment process by Oct. 1, 2017. 

Transform: Programs 

As we reduce our civilian workforce, the garrison team will 

work in conjunction with supported commanders to identify 

low-priority requirements and eliminate them where it makes 

sense. Next, we will work together to do less of the midlevel 

priorities, analyzing risk and making tough choices to rescope 

programs to their original charter, or into a form that 

makes sense for today’s Army. 

An example of re-scoping is with the respite care feature of 

the Exceptional Family Member Program. Originally intended 

to provide a break for families with an exceptional 

family member when their soldier was deployed, it grew beyond 

this intended purpose and experienced cost overruns. 

We are re-scoping this to deliver the service where the need is 

greatest, and at the same level of support provided by the 

other armed services. This will save the Army time and 

money while still delivering an important service to Army 

families who need it. 

We are also creating efficiencies by consolidating functions, 

using call centers to manage similar functions at multiple garrisons 

or by leveraging technology in varying ways. In geographic 

regions where we have a large installation with several 

smaller ones nearby, we are implementing mutual support relationships 

to conserve resources and enhance our ability to 

deliver services when and where they are needed most. 

Army installations have excellent relationships with their 

local communities, and senior leaders spend considerable 

time nurturing these connections. To capitalize on this goodwill, 

IMCOM actively seeks public-public and public-private 

A technician for the 

U.S. Army Installation 

Management Command 

coordinates a 

global town hall teleconference. 


partnerships to augment our services, reduce costs and build 

communities. As it is with most bold change, we will need to 

adjust policies and regulations to facilitate our garrisons’ ability 

to partner with non-federal entities. 

Transform: Policy 

Just as we work alongside supported commanders to identify 

and eliminate inefficient, redundant or outdated programs 

and services, we must request adjustments to policies 

that constrain our flexibility to adapt to changing conditions. 

The nexus of fiscal constraint, workforce reductions and requirements 

growth makes today’s environment ripe with opportunities 

for individuals and organizations to challenge 

counterproductive policies or requirements in the interest of 

streamlining processes or reducing costs. 

We are looking inward as well, to identify any self-imposed 

policies or requirements that distract us from supporting senior 

commander and Army priorities. For example, we have 

put in place too many reportable metrics. Therefore, we are 

reducing or eliminating a substantial number of reports to 

create time to focus on higher, agreed-upon priorities. 

Transform: Why? 

Simply put, soldiers in the Army of the future will have a 

very different understanding of what Army life is like. They 

will be professional and capable, as always, but they will also 

be rugged, expecting and accepting of a Spartan lifestyle. We 

will start that process today by recalibrating our collective expectations 

of what is possible for soldiers and families on 

Army installations. With fiscal and personnel limitations 

alongside increasing requirements, we simply cannot continue 

to operate as before. The future Army is one of bold leaders 

taking bold action to win in a complex world, and IMCOM 

is transforming to support it. 

✭ 

Top: Lt. Gen. Kenneth 

R. Dahl, commander 

of the U.S. Army 

Installation Management 

Command, 

conducts a workforce 

town hall meeting in 

Germany; a soldier 

greets his daughter 

after returning from 

seven months in 

Afghanistan. 


U.S. Army Cyber Command/Second Army 

Maturing Cybercapabilities 

Critical to Army Future 

By Lt. Gen. Edward C. Cardon 


U.S. Army Cyber Command/ 

Second Army 

When considering readiness, it is rare to encounter 

a domain as well as capabilities that 

can change as quickly as they have within cyberspace, 

especially over the past few years. 

To put cyber readiness in perspective, think about what 

the Army lacked just three years ago. We did not have a 

dedicated cyber branch to recruit, retain and refine talent. 

We did not have clear lines of command and control to 

field a force in a new and demanding operational domain. 

We did not have the institutional framework to provide 

both training and capability development in a domain that 

demands persistent adaptation 

and innovation. 

Today, the Army can call 

upon an increasingly mature 

and capable cyber force to 

both defend critical military 

A soldier from the 25th Infantry Division tests 

system solutions at the U.S. Army Cyber Center 

of Excellence, Fort Gordon, Ga. 


Using a field computer, a soldier probes for a 

targeted wireless network signal during an 

exercise. 

networks and deliver combat power to 

commanders. With our Army operating 

in both an operational and informational 

environment that is increasingly 

shaped by cyberspace, we rely on information 

technologies and networked capabilities 

for everything from business 

functions to tactical operations. 

In the past, networked technologies 

gave us a huge competitive advantage. 

Today, that functionality creates new 

vulnerabilities that threaten our advantage 

and our readiness—from Mission 

Command to mission assurance. Adversaries 

using cyber tools now have the capability 

to significantly and asymmetrically 

disrupt the Army’s ability to 

conduct unified land operations. To 

maintain our overmatch and win in future 

ground combat, Army cyberspace 

operations must provide commanders 

with the freedom to operate and a wider 

range of options to amplify the Army’s 

capabilities in support of unified land 

operations and the joint force. 

Recognizing the crucial role cyberspace 

plays in maintaining readiness, the Army made building 

its cyberspace capabilities a high priority. Accordingly, the 

U.S. Army Cyber Command (ARCYBER) and Second Army 

have embraced the chief of staff of the Army’s readiness priority 

through eight mutually supporting priorities designed to 

optimally organize, train and equip the Army’s cyberspace 

forces to support joint and Army operational requirements. 

These priorities are: 

■ Pursue a more defensible network. 

■ Adapt Mission Command of cyberspace forces. 

■ Complete the cyber mission force build. 

Lt. Gen. Edward C. Cardon assumed command 

of the U.S. Army Cyber Command/ 

Second Army in 2013. Previously, he was 

commanding general of the 2nd Infantry Division. 

His previous assignments include 

deputy commandant of the U.S. Army Command 

and General Staff College and deputy 

commanding general, leader development 

and education, U.S. Army Combined Arms 

Center, Fort Leavenworth, Kan.; deputy commanding general for 

support, U.S. Forces-Iraq; and deputy commanding general (support) 

of the 3rd Infantry Division, which included a deployment to 

Iraq. He holds a bachelor’s degree from the U.S. Military Academy, 

and master’s degrees from the National War College and the College 

of Naval Command and Staff. 

■ Lead joint efforts to build cyberspace operations infrastructure, 

platforms and tools. 

■ Support all deployed forces and three designated fiscal 

2016 combat training center rotations with tactical information 

dominance capabilities. 

■ Establish the Army service component command to 

U.S. Cyber Command and integrate electronic warfare, information 

operations and cyberspace operations into the 

Army’s cyberspace strategy. 

■ Develop the Army’s executive agency for cyber training 

ranges/persistent training environment. 

■ Enhance platform resilience and mission assurance. 

Organizing Cyberspace Forces 

Since its inception in 2010, ARCYBER has placed significant 

emphasis on achieving unity of command for all Army 

cyberspace operations and eliciting unity of effort from all 

Army stakeholders. Both are imperatives for ARCYBER to 

agilely plan, execute, direct and support both joint and Army 

cyberspace operations in the face of an increasingly dangerous 

threat. Unifying operational control of all Army cyberspace 

forces to include appropriate signal, military intelligence and 

cyberspace units is critical to operating, maintaining, securing 

and defending the Army’s portions of the combined DoD 

Information Network. 

Cyberspace operations—which include DoD Information 

Network operations, and defensive and offensive cyberspace 


operations—must be undertaken with a fully unified, integrated 

and synchronized command structure. This can ensure 

freedom of action in cyberspace, and integration with the 

other domains of warfare for friendly and coalition forces. It 

also denies that same freedom of action to our adversaries. 

Cyber is a team endeavor. As such, ARCYBER seeks to 

integrate across the various cyber communities whether it is 

coordinating with the Army Cyber Center of Excellence at 

Fort Gordon, Ga., or the Army Cyber Institute at West 

Point, N.Y.; or working with our public and private partners. 

Building Cyber Forces 

Throughout 2016, establishing the Army’s portion of the 

cyber mission force remained ARCYBER’s key readiness priority. 

The cyber mission force is integral to Army readiness 

because it ensures the Army has the capacity and capability to 

fulfill its commitment to provide ready cyberspace operations 

forces to the Army and the joint force. 

ARCYBER increased the Army’s cyber mission force capacity 

with all 41 active component teams reaching initial operating 

capacity or better. These teams were employed as they 

reached initial operating capability, underlining the urgency 

of this mission set. 

To complement the 41 active Army cyber mission force 

teams, the Army is building 21 reserve component cyber 

protection teams: 10 from the U.S. Army Reserve, and 11 

from the Army National Guard. They will be trained to the 

same joint standards as active component cyber protection 

teams, and they will be available to support missions following 

a sustainable readiness approach. Integrating the reserve 

components by developing enduring and potential quick-reaction 

missions for reserve component cyber protection 

teams is critical to enhancing readiness. 

Toward this end, in February the Army approved the reorganization 

of the Army Reserve Information Operations Command 

into the Army Reserve Cyber Operations Group directly 

supporting ARCYBER. The new group performs network defense 

missions with a 469-person brigade and five battalions 

stationed across the country. The 10 Reserve cyber protection 

teams will be established between fiscal years 2017 and 2021, 

along with the appropriate Mission Command element. The 

National Guard is developing a similar concept plan for the 

Virginia Army National Guard’s data processing unit. 

Cyber Force Training 

To keep pace with the training demands of the growing cyber 

force, ARCYBER has advocated for a comprehensive 

training approach. ARCYBER is working with the Cyber 

Center of Excellence to establish a persistent training environment 

at Fort Gordon. Currently, cyber training ranges are 

limited in capacity and cannot support growing requirements. 

Since the Army, with the addition of reserve component cyber 

teams, has the majority of cyber force personnel across the 

services, DoD in 2016 designated the Army as the executive 

agent for DoD cyber ranges. The Army’s involvement in developing 

persistent training environment requirements is a 

significant responsibility and demonstrates our ability to enable 

realistic training environments for the joint force. 

Equipping the Cyber Force 

The network is the operational platform for cyberspace operations 

and paramount to readiness. Throughout 2016, pursuing 

a more defensible network has been an Army priority. 

These efforts support the Army’s readiness imperative by en- 

An Army Reserve soldier at the National Capital Region Cyber Protection Center 


A multinational cybersecurity exercise in Suffolk, Va. 

suring Army networks, data, systems and people are better 

protected from cyber threats and that soldiers have improved 

access to cyberspace from home station to the tactical edge. 

Through modernization, the Army is enhancing its networked 

information technology capabilities and cybersecurity by collapsing 

networks, reducing their attack surface area, improving 

bandwidth and reliability, and upgrading defense capabilities. 

The Army made great progress this past year enhancing 

readiness by better defining and prioritizing operational requirements. 

We collaborated with other cyber stakeholders to 

produce the first cyberspace acquisition, requirements and resourcing 

annual plan as part of a new capabilities model to integrate 

requirements, capability development and acquisition 

that can operate at the speed of cyber. 

The plan defines priorities based on emerging threats and 

current operational requirements through three goals: equip 

Army cyberspace mission forces; provide additional cyberspace 

operations capabilities to corps and below commanders; 

and turn rapidly developed, demonstrated and evaluated solutions 

into capabilities. 

Bringing in Nontraditional Vendors 

In pursuit of these goals, the Army began using other 

transaction authority to bring nontraditional vendors into the 

procurement process under the Army cyber challenge initiative. 

These vendors produced technology that’s already being 

tested in training environments such as deployable cloudbased 

toolkits for Army cyber protection teams and brigadelevel 

cyber situational awareness tools for Army commanders 

to visualize their cyber terrain and inform risk-based decisions 

to better defend their cyberspace. 

ARCYBER is also part of DoD’s Hacking 4 Defense program 

at Stanford University, Calif. We initiated the Silicon 

Valley Innovation Pilot, joining ARCYBER experts with industry 

counterparts to find ways to counteract the use of social 

media by malicious actors. Some of the tools being developed 

under these efforts are already being used in the fight 

against the Islamic State group. 

In summary, 2016 brought significant change for the Army 

in cyberspace. We completed the initial build of the Army’s 

cyber mission force on schedule and improved the organization, 

training and equipping of Army cyberspace operational 

forces. Our cyber mission force teams have been supporting 

combatant commanders and the Army by participating in operations 

across the globe, including operations to degrade and 

destroy the Islamic State. To reinforce these effects, we must 

continue to refine our capabilities development processes to 

take advantage of rapid technological advances. 

ARCYBER is a globally committed operational headquarters, 

globally engaged, with a scope of responsibilities that continues 

to evolve and grow. In the years ahead, ARCYBER will 

continue to ensure our Army’s readiness by enhancing our cyberspace 

capabilities and maintaining our overmatch in cyberspace 

through continuous innovation, delivering new options to 

joint and Army commanders and ensuring the Army is ready to 

fight and win in combat on land and in cyberspace. ✭ 

U.S. Navy/Petty Officer 2nd Class Jesse A. Hyatt 


First Army 

Enhancing Reserve 

Component Readiness 

By Lt. Gen. Stephen M. Twitty 

Commanding General, First Army 

As global engagements continue to extend the utilization 

of the active Army, we must expand our efforts 

in maintaining accessible, ready and capable Army 

National Guard and Army Reserve formations able 

to respond to a wide variety of mission sets and, in many 

cases, on short notice. Whether responding to international 

terrorism, conflicts in Eastern Europe, continuing threats 

from North Korea or cyber warfare, the reserve components 

have been and will continue to be relied on to complement 

our active component as a critical part of the Total Army. 

First Army is a key enabler of reserve component readiness 

and the U.S. Army Forces 

Command’s coordinating 

authority for implementation 

of the Army Total Force 

Policy. We continue to 

champion integrating and 

First Army soldiers serve as observer/coach 

trainers during 1st Battalion, 118th Field 

Artillery Regiment live-fire training. 


Observer/coach trainers 

oversee and validate 

the tactical and 

technical training 

procedures of Army 

National Guard units 

during an exercise at 

Fort Chaffee, Ark. 

synchronizing Guard and Reserve unit training with active 

Army counterparts to maximize readiness and reduce postmobilization 

training time. 

This year, First Army concluded a successful transformation 

of its mission, structure and operational concept to meet 

the training support requirements of today’s Army National 

Guard and Army Reserve formations. From 2001 to 2012, 

First Army’s priority of effort had been planning, resourcing 

and conducting post-mobilization training for up to 90,000 

soldiers per year in support of Operations Iraqi Freedom and 

Enduring Freedom and other contingency operations. Although 

our requirements for deployment of reserve component 

formations are not where they were 10 years ago, there 

remains a steady operational requirement for mobilizing reserve 

component units to keep our two active Mobilization 

Force Generation Installations operating 24/7/365 at Fort 

Hood and Fort Bliss, Texas. 

Lt. Gen. Stephen M. Twitty assumed command 

of First Army in July. His previous assignment 

was commander of the 1st Armored 

Division and Fort Bliss, Texas. Other previous 

assignments include deputy chief of staff, 

G-3/5/7, U.S. Army Forces Command at 

Fort Bragg, N.C.; deputy chief of staff for 

strategic communications, International Security 

Assistance Force, Afghanistan, Operation 

Enduring Freedom; operations officer for the 3rd Infantry Division, 

Fort Stewart, Ga.; and commander, 3rd Battalion, 15th 

Infantry Regiment, including during Operation Iraqi Freedom, 

where his battalion was awarded the Presidential Unit Citation. He 

is a distinguished military graduate of South Carolina State University, 

and holds master’s degrees from Central Michigan University 

and the National Defense University. 

However, the transformation focus of the Army National 

Guard and Army Reserve, as well as First Army, has shifted 

back to building unit readiness during premobilization—in 

many ways, back to the future—but this time more efficiently, 

with the intent of reducing the time required to mobilize reserve 

component units. 

Entire Structure Redesigned 

After analyzing the types and number of reserve component 

formations, First Army redesigned its entire structure 

with an eye on improving the ability to support modernized, 

combat-tested reserve units and leaders in a decisive action 

training environment. Also included in the redesign was implementation 

of the Department of the Army directive to reduce 

First Army’s two- and three-star headquarters staffs by 

50 percent. 

The end-state structure, effective Oct. 1, consists of nine 

modular training support brigades and provides a 32 percent 

increase in observer/coach trainers through reduction of the 

headquarters staffs and reduction from 16 to nine brigades. 

The six combined arms training brigades are organized to 

provide training support to Army National Guard brigade 

combat teams, but they also have the capability to support 

Guard and Reserve functional/multifunctional formations to 

meet premobilization readiness requirements. 

Combined arms training brigades generally consist of two 

maneuver battalions, one fires battalion, one brigade engineer 

battalion and one brigade support battalion. Multifunctional 

training brigades are organized to support functional and 

multifunctional brigades—nearly 80 percent of the Army’s 

combat support and combat service support formations reside 

in the Guard and Reserve. 

First Army’s multifunctional training brigades consist of 

two brigade engineer battalions and three brigade support 


attalions, which are staffed with soldiers with the appropriate 

MOSs to provide the required expertise. All of First 

Army’s brigade and battalion commanders are centralized select 

list positions. 

Partnership: Key to Success 

Rather than building readiness after mobilization or only 

during major exercises, First Army enhances reserve component 

readiness by establishing partnerships, building trust 

with units and their leaders throughout the sustainable readiness 

model, and providing or coordinating necessary support 

to achieve unit commander training objectives. Each reserve 

component brigade-sized formation is linked with a First 

Army training support brigade to provide an enduring partnered 

relationship. 

A variety of tools and cooperative engagements such as 

brigade training support visits, training support synchronization 

working groups and multicomponent joint assessments 

facilitate getting the right unit to the right training event during 

the right year. First Army partner brigades help supported 

Guard and Reserve commanders with Unit Training Management, 

leveraging tools such as the Combined Arms Training 

Strategy and the Army Training Network to plan and execute 

well-resourced, battle-focused assemblies and annual 

training periods. 

First Army aligns its subordinate division headquarters, 

combined arms training brigades and multifunctional training 

brigades with reserve component division headquarters, 

brigade combat teams, and functional and multifunctional 

brigades based primarily on geographic location and like-unit 

capabilities. These habitual partnerships focus on mutual cooperation 

between partner units to increase reserve component 

readiness. In practice, Divisions East and West, and 

their respective combined arms training brigades/multifunctional 

training brigades, advise and assist reserve component 

partner units in developing unit training plans that cover the 

five-year sustainable readiness model cycle. 

The brigade training support visits capture this data and 

corresponding milestones. These unit training plans provide 

predictability for both the reserve component unit’s active 

Army unit partner as well as reserve component units and soldiers, 

ensuring major collective exercises are fully integrated 

and supported with observer/controller trainers and enablers. 

With First Army’s Bold Shift structure, combined arms training 

brigades and multifunctional training brigades provide an 

“operations group-like” capability to support planning, preparation 

and execution of collective training exercises. 

The partner training support brigades remain connected 

with the unit through their mobilization by assigning unit 

mobilization assistors who work with units preparing to deploy 

to increase readiness. In an effort to reduce redundancy, 

they accompany the unit to the mobilization training center. 

We are already seeing the benefits of enhanced readiness levels 

and reduced post-mobilization training time for a substantial 

number of units. 

In accordance with Forces Command’s Total Force Partner 

Program, First Army also facilitates establishing relationships 

between reserve component units and their active-duty counterparts 

and centers of excellence proponents. Over the past 

year, First Army hosted four total force conferences focused 

on promoting open dialogue among leaders of Army National 

Guard and Army Reserve units and their active-duty partners, 

and on identifying training opportunities to enhance 

unit readiness. These conferences provided a forum for senior 

leaders and commanders to understand current readiness 

models and integration efforts, build and strengthen partnerships, 

realize and develop training opportunities, share 

lessons learned, focus on a mutual understanding of Army 

Exercise Vibrant 

Response at Camp 

Atterbury, Ind., simulates 

the detonation 

of a nuclear device. 


MPs interact with 

role-players during 

an exercise at Fort 

McCoy, Wis. 

Total Force Policy requirements, and align multicomponent 

resources to increase unit readiness. 

First Army’s Pacing Item 

Like the combat training centers, First Army relies on observer/coach 

trainers to enable unit leaders and soldiers to “see 

themselves.” Observer/coach trainers observe unit training and 

compare unit performance of mission-essential tasks and associated 

battle tasks and drills against doctrinal standards published 

in training and evaluation outlines. They must thoroughly 

understand the doctrine and know the approved tactics, 

techniques and procedures for the tasks being performed. 

Equally important, they must be masters of facilitating afteraction 

reviews where unit members self-discover what went 

right and wrong, and what improvements need to be made. 

External evaluations are key to improving unit performance 

and are recognized as a requirement to reach the highest readiness 

ratings in the Army’s new readiness rating system. 

Presently, 2,968 of First Army’s 3,299 active component 

soldiers serve as observer/coach trainers. After receiving this 

assignment, these soldiers undergo a rigorous training program 

at the Army’s only full-time observer/coach trainer 

academy at Camp Shelby, Miss., which has trained First 

Army observer/coach trainers since 2007. Observer/coach 

trainers are certified by their brigade commanders after successfully 

completing the one-week academy and additional 

local requirements. 

Observer/coach trainer duty in First Army consists of duty at 

multiple brigade/division warfighter exercises, combat training 

center rotations, combat support training and warrior exercises, 

and exportable combat training capabilities across the continental 

U.S. Working with the U.S. Army Training and Doctrine 

Command, the National Training Center and the Joint 

Readiness Training Center, First Army has jointly developed a 

program of instruction that will standardize observer/coach 

trainer training and certification across the Army and will soon 

be recognized and tracked by an additional skill identifier. 

Mobilization, Now and Future 

While re-establishing our training support and partnership 

with reserve component units during premobilization, First 

Army concurrently seeks to refine and improve mobilization 

planning and operations—a no-fail mission. In conjunction 

with the reserve components, Department of the Army, 

Forces Command, the Installation Management Command 

and the U.S. Army Medical Command (collectively defined 

as the mobilization enterprise), First Army is engaged in a 

comprehensive effort to sustain our current mobilization capability 

while planning for an expanded capacity should 

large-scale mobilizations be required in the future. 

History has proven that our Army must be ready for expansion 

on short notice. Toward that end, First Army hosted a 

mobilization summit in February to discuss current and future 

mobilization topics and facilitate relationships among 

key stakeholders in the mobilization enterprise. As a result of 

these discussions, the Army is developing a long-range, scalable 

mobilization plan to ensure the enterprise remains postured 

to deliver reserve component units to the fight—ready 

and on time—now and in the future. 

First Army’s continuing focus on enhancing the readiness 

of reserve component units and reducing post-mobilization 

training time is essential in enabling our Army to meet combatant 

commander requirements with total force sourcing solutions. 

Our mission is essential to the Army’s ability to protect 

our nation and national interests, and we continue to be 

proactive, innovative and a responsible steward of our resources 

as we listen and respond to the readiness needs of our 

Army National Guard and Army Reserve partners. ✭ 


U.S. Army Central 

Rebalancing Forces for 

Expanding Requirements 

By Lt. Gen. Michael X. Garrett 


U.S. Army Central and 

Coalition Forces Land Component 

Command 

This is a challenging time throughout the U.S. Central 

Command region, with an almost unparalleled level 

of conflict among regional state and nonstate actors 

as well as increasing involvement by external state 

actors. Unfortunately, when this region experiences turmoil, 

countries around the globe—including the U.S.—feel the 

effects. 

In order to reduce those negative effects, U.S. Army 

Central (USARCENT), the land force for U.S. Central 

Command, remains actively engaged, including supporting 

Operation Inherent Resolve in Iraq and Syria; Operation 

Freedom’s Sentinel in 

Afghanistan; and the Multinational 

Force and Observers 

in Egypt. 

Despite the persistent regional 

conflict, our headquarters 

underwent a significant 

A pair of soldiers—one Jordanian, one with the 

5th Squadron, 4th Cavalry Regiment—work together 

during joint training in Jordan in January. 


Lt. Gen. Michael X. 

Garrett, commander 

of U.S. Army Central, 

meets with Bahraini 

Maj. Gen. Abdulla Al 

Nuaimi at Bahraini 

Defense Forces headquarters 

in April. 

reduction in personnel over the past year as we implemented 

the Army’s latest structural rebalancing. Resource constraints 

are a reality across DoD, but declining resources coupled with 

our complex operational environment increases risk. This led 

us to refocus the organization on mission-essential tasks and 

re-examine organizational processes. 

What We Are 

To understand the USARCENT mission, one must first 

understand its responsibilities and authorities. We are an 

Army service component command of a geographic combatant 

command, doctrinally a “theater Army.” Theater armies 

are principally responsible for the support and administration 

of all Army forces in an area, including forces assigned to joint 

task forces, and embassies. Specific responsibilities (from Title 

10 of the U.S. Code) include establishing predeployment 

training requirements, repair of Army equipment, and construction 

and maintenance of buildings and structures. 

Like the other five theater armies with their respective combatant 

commands, we also provide foundational capabilities to 

our Air Force, Navy and Marine counterparts including missile 

defense; fire support; fuel distribution; medical evacuation; 

Lt. Gen. Michael X. Garrett has been the 

commanding general of U.S. Army Central 

and Coalition Forces Land Component 

Command, headquartered at Shaw Air Force 

Base, S.C., since November 2015. Previous 

assignments include chief of staff, U.S. Central 

Command; commanding general, U.S. 

Army Alaska; and multiple joint and operational 

tours, staff assignments at numerous 

levels, and several commands. He deployed to Iraq, where he served 

as the deputy chief of staff for U.S. Forces-Iraq, Operation New 

Dawn; and to Afghanistan as chief of current operations, Combined 

Task Force 180, Operation Enduring Freedom. He holds a bachelor’s 

degree from Xavier University, Ohio. 

communications systems; explosive ordnance disposal; and defense 

from chemical, biological, radiological and high-yield 

explosives. With additional joint augmentation, a theater army 

is also expected to provide an operational-level headquarters— 

that is, a joint task force—for limited contingency operations. 

USARCENT, following Third Army’s lineage and honors, 

is the Army component of U.S. Central Command. The Central 

Command commander has also designated us as the 

Coalition Forces Land Component Command (CFLCC), coordinating 

planning for employing land forces and ensuring 

uninterrupted logistics support for the ongoing combat operations. 

Furthermore, DoD has assigned us sole responsibility 

for many additional resource-intensive missions including 

contracting, postal services, the blood program, linguist management, 

and the rest and recuperation leave program. 

USARCENT is a unique theater Army in many respects. 

We are split-based, operating from a main headquarters in 

the U.S. as well as numerous overseas locations; we have few 

assigned forces; we have no assigned combat forces; and we 

are supporting three wars. Our small headquarters, without 

an assigned corps or division, must exercise Mission Command 

at the operational and tactical levels simultaneously, 

overseeing the operations and administration for three commands 

and eight brigades with approximately 27,000 soldiers, 

civilians and contractors. 

Unlike the other theater armies, we have commanded joint 

forces in combat four times since 1991, most recently in Iraq 

in 2014–15. We continue to be involved in active combat, as 

we have been every day for the past 15 years. Furthermore, we 

have responsibilities for the Multinational Force and Observers 

between Egypt and Israel, enforcing the protocols to 

the 1979 Treaty of Peace between those nations. 

Making our mission even more complex, our 20-country area 

of responsibility is arguably the world’s most volatile, religiously 

central and energy-critical area. With 550 million people, this 

area is 50 percent larger than the continental U.S., stretching 

across five time zones from Egypt to Pakistan, with Iran directly 


in the middle. This is an area with three ongoing war zones: in 

Afghanistan and Pakistan, in Syria and Iraq, and in Yemen. 

Who We Are 

The USARCENT/CFLCC headquarters, with the majority 

of our personnel, is in South Carolina, collocated with U.S. 

Air Forces Central Command at Shaw Air Force Base. The 

smaller group of headquarters soldiers forward in Kuwait provides 

Mission Command for security cooperation, immediate 

crisis response, and initial control of operations. These personnel 

include active soldiers who rotate between Shaw AFB and 

Kuwait, as well as mobilized reserve components and contractors. 

Other forward headquarters cells are across the region including 

in Qatar, Jordan, Afghanistan and Iraq. 

USARCENT/CFLCC headquarters supports soldiers deployed 

into every country in our area except Iran. Moreover, 

because of directed troop ceilings, units often deploy to our 

area of responsibility without all of their headquarters, outsourcing 

critical tasks to their in-theater higher headquarters— 

USARCENT/CFLCC. Therefore, our small headquarters 

must provide engineering, logistics, safety, communications 

and personnel support to multiple units including those in Iraq, 

and we are receiving even more tasks as operations evolve. That 

is as it should be, but it adds complexity to our mission set. 

Our mission set also includes Mission Command of numerous 

assigned, allocated and rotational units. Assigned forces 

include the 1st Theater Support Command, which like us has 

a main command post in the U.S. as well as a forward headquarters 

in Kuwait and cells across the area of responsibility. 

The 1st Theater Support Command provides food, fuel, water, 

ammunition, building materials and repair parts. They 

also manage ports, flights and customs points and provide 

transportation, including with Army watercraft. 

The 4th Battlefield Coordination Detachment, also based 

at Shaw, serves as a bridge between land and air forces. They 

have a forward element in Qatar at the U.S. Air Forces Central 

Command Combined Air Operations Center. Also assigned 

are area support groups in Kuwait and Qatar that provide 

base operations and training support for rotational forces, 

and help maintain sets of equipment strategically positioned in 

climate-controlled facilities. 

We have a recurring relationship with three large allocated 

units. These include two Reserve units headquartered in Atlanta: 

the 335th Signal Command provides communications 

and cyber support; and the 3rd Medical Command (Deployment 

Support) provides surgical, dental, behavioral health and 

veterinary support. The active Army 513th Military Intelligence 

Brigade, headquartered at Fort Gordon, Ga., provides 

all-source intelligence and security support. 

We also command multiple rotational forces on nine-month 

tours. Last year, we trained, deployed and redeployed 12 

brigade headquarters and 20 battalion-level units. These forces 

are principally stationed in Kuwait: an armored brigade combat 

team with tanks, Bradley Fighting Vehicles and howitzers; a 

combat aviation brigade with attack and lift helicopters; and a 

fires brigade that plans, synchronizes and employs fires and 

counterfires, including long-range fires with high-mobility artillery 

rocket system multiple launch rocket units. 

Other critical rotational units are stationed around the area 

of responsibility, including an air defense brigade with its air 

defense warning and Patriot missiles. Maneuver support is 

provided by vertical and horizontal construction engineers, 

military police, and chemical reconnaissance and decontamination 

units. Finally, a military engagement team created from 

a National Guard brigade headquarters helps us conduct security 

cooperation across the theater. 

What We Do 

Through regional engagement and forward presence, and in 

order to advance U.S. security interests, USARCENT shapes 

Meeting with 

Kazakhstani forces 

as part of a multinational 

training 

exercise are the 

Arizona National 

Guard’s 1st Lt. 

Danielle Steward, 

left, and Capt. Tori 

Rodriguez. 


Capt. Brian Estes, a 

military intelligence 

trainer, talks with a 

Kazakhstani colleague 

during a training 

exercise that also 

involved U.K. troops. 

and sets the theater to support operations; improve relationships, 

access and partner capacity; and deter adversaries. 

Army units deployed to our area of responsibility and attached 

to USARCENT are able to conduct intensive training, 

increasing rather than reducing readiness. We have first-rate 

live and virtual ranges at Camp Buehring in Kuwait, and we 

conduct systematic exercises ensuring deployed units maintain 

the capability to execute the entire range of military operations. 

Moreover, units under USARCENT must be trained and 

ready because along with providing deterrence and a theater 

reserve, these units often are re-missioned to combat operations. 

Today, many units initially allocated to USARCENT 

provide critical support to the ongoing fight against Daesh, or 

the Islamic State group, in Iraq and Syria; to the war in 

Afghanistan; and to the Multinational Force and Observers. 

USARCENT’s small but relatively senior headquarters staff 

also continuously develops, improves and rehearses plans both 

to support the ongoing fight and to react to contingencies. 

Should deterrence fail, we must be prepared to rapidly respond 

with our on-hand forces as well as to receive and employ additional 

forces—as we did in 1991, 2002, 2003 and 2014. 

The headquarters staff also manages human resources for 

Army personnel in the area of responsibility; provides intelligence 

support; synchronizes all operations; manages the area of responsibility’s 

$5.5 billion budget including contracting as well as the financial 

and in-kind support the U.S. receives from our partner 

nations; maintains and protects the communications infrastructure; 

and manages construction and maintenance for multiple 

bases that are often small, temporary and in hostile areas. 

Leaning forward to improve efficiency, USARCENT is 

also engaging logistics leaders from partner nations to look at 

new, more effective ways of doing business such as having 

countries serve as centers of excellence for various commodities, 

and reducing our reliance on expensive airlift by developing 

the Trans Arabian Network. 

One of our initiatives is to improve military coordination 

through a regional land power network. This will virtually and 

physically bring together U.S. and partner officers to synchronize 

training and strategic engagement. Potentially, in a crisis, 

in a coalition operations center, this group could serve as an 

operational headquarters. Part of this initiative includes building 

among our partner nations a center of excellence-like capability: 

the land component community of purpose. 

As our main priority is to prevent further conflict in the 

Middle East and Central Asia, we are also continuously interacting 

with foreign defense establishments and building 

relationships. Soldiers and units in our area of responsibility 

regularly interact with their counterparts, and USARCENT 

senior leaders constantly engage in key leader engagements 

across the area of responsibility. Trust is built through personal 

interactions. 

Annually, USARCENT conducts with 17 nations more 

than 200 formal theater security cooperation events including 

symposiums, conferences and exchanges. We also lead a score 

of medium- and large-scale military exercises involving almost 

every country in the region. 

Preparing and executing these intensive security cooperation 

exercises take time, staff work and reliable budgets. To continue 

to be effective and efficient, and to continue to promote 

U.S. security interests, we need the appropriate authorities 

with the appropriate time horizons as well as a predictable 

stream of resources. 

As we move forward with a leaner, transformed headquarters, 

in a region that is not decreasing in complexity or violence, 

USARCENT/CFLCC recognizes the necessity of becoming a 

more disciplined and agile command. Though smaller, we remain 

postured through enduring presence and persistent partnerships 

to ensure the access, interoperability and trust the 

U.S. needs to protect our national security interests and to reduce 

instability in the Middle East and Central Asia. ✭ 


U.S. Army North/Fifth Army 

In-Depth Defense 

of the Homeland 

By Lt. Gen. Jeffrey S. Buchanan 


U.S. Army North/Fifth Army 

U.S. Army North/Fifth Army, the Army service 

component command to U.S. Northern Command, 

is the Army headquarters dedicated to 

homeland defense, defense support of civil authorities, 

and theater security cooperation for the North American 

Theater. Every day, U.S. Army North stands ready in 

partnership with joint, interagency and multinational partners 

to prevent, shape and succeed in the complex environment 

of North America. 

The U.S. homeland is a highly sensitive and challenging 

operational environment. While relatively safe from nationstate 

attack, it remains vulnerable 

to an array of natural 

and man-made threats, 

many of which strike with 

short or no notice. Government 

responses must be 

An Army Reserve soldier during a U.S. Army 

North-led exercise at the Camp Atterbury Joint 

Maneuver Training Center, Ind. 


1st Armored Division soldiers recover a Stryker near the Arizona-Mexico border. 

timely, not late to need. Federal military forces and civilian 

agencies must fully understand and act in accordance with 

law and established frameworks for providing support to civil 

authorities. The American people expect federal agencies, including 

the Army, to provide rapid, visible and effective assistance 

during complex domestic disasters and planned events. 

In this complex environment, U.S. Army North leads the 

effort to create joint and multinational interoperability as well 

as synchronized, rehearsed plans for unified land operations. 

U.S. Army North’s preparedness ensures that even with a nonotice 

event, operations in the homeland will occur as 

planned events and not mere happenings. 

Cooperative Defense 

As the 2014 Quadrennial Defense Review highlights, our 

predominant security challenges in the homeland no longer 

stem from state actors but from nonstate actors such as transnational 

criminal organizations. As the name implies, these organizations 

respect no boundaries—a fact that has become clearer 

over the past few decades as cartels previously centered in South 

Lt. Gen. Jeffrey S. Buchanan assumed 

command of U.S. Army North/Fifth Army 

in August. He previously served as the 

deputy chief of staff for operations for the 

Resolute Support Mission, NATO/U.S. 

Forces-Afghanistan, Operation Freedom’s 

Sentinel. He holds a bachelor’s degree from 

the University of Arizona, where he earned 

his commission as an infantry lieutenant in 

1982, and a master’s degree from the U.S. Army Military Academy. 

He is a graduate of the U.S. Army Command and General 

Staff College and the Senior Service College Fellowship-Geneva. 

America have continued to expand their networks into North 

America. Moreover, they have the potential to exploit and exacerbate 

the other, already complex threats we face in North 

America in the form of natural and man-made disasters. 

Shared challenges call for shared solutions and commitment. 

Thus, it is in the mutual interest of the U.S., Canada and Mexico 

to unite to develop a regional capacity to disrupt, dismantle 

and defeat these threats posed by transnational criminal organizations 

and other non-state actors. U.S. Army North continues 

to work with its partners to achieve mutually reinforcing 

and interdependent planning and operations to confront our 

threats and protect our citizens and our way of life. 

As our military has learned in other theaters of operation, 

our most sustainable victories often come from supporting 

our partners’ objectives. This lesson is clearly evident in the 

relationship between U.S. Army North and the Mexican 

Secretariat of National Defense (SEDENA). The thirdlargest 

army in the Western Hemisphere, SEDENA is a 

highly capable and trusted force in the region. To this strong 

relationship that dates back over 40 years, the U.S. Army 

brings valuable experience gained over 14-plus years of persistent 

conflict. 

In 2015, our bilateral collaboration expanded as we conducted 

three Regional Border Commanders Conferences intended 

on creating a venue where SEDENA’s regional senior 

leadership meets with U.S. border counterparts on a greater 

frequency and exchanges information meant to tackle common 

and shared border threats. 

In July, as a follow-on reciprocal airborne jump exchange 

from last year, members of the 82nd Airborne Division conducted 

a combined jump into SEDENA’s national training 

center, followed by a combined jump with members of 

SEDENA’s airborne brigade into Fort Bragg, N.C. 


Then in August, the first simultaneous battalion-level 

training exchange occurred. A battalion from Northern Command’s 

regionally aligned force, the 1st Stryker Brigade 

Combat Team, 4th Infantry Division, trained with Mexican 

forces at their national training center, while a Mexican battalion 

equivalent trained at Fort Carson, Colo., with the remainder 

of the U.S. team. This singular event marked an exponential 

advance in our shared relationship and started to 

get to tactical interoperability between our two armies. 

Our main focus in this area over the next year will be capitalizing 

on the combined training advancements to explore 

how Army North can assist the Mexican forces as they expand 

into peacekeeping operations, and to continue to develop 

and lead Northern Command’s supporting efforts to 

SEDENA’s southern border security strategy—a strategy that 

has direct security implications to the U.S. 

The foreign military sales program between our two nations 

is a sustained success and continues to grow as SEDENA enhances 

its domestic response capacity with major end items 

such as UH-60s and Humvees. In the coming year, U.S. 

Army North will continue to work closely with SEDENA to 

support its institutional programs such as organizational maintenance 

and occupational specialty development. 

To further consolidate these regional successes in the future, 

we will continue to develop the partnership with the newly established 

organization within the Department of Homeland 

Security, Joint Task Force West, as it executes Homeland Security’s 

Southern Border and Approaches Campaign Plan. 

This partnership will greatly enhance the effective integration 

of interorganizational and multinational security efforts. 

With Canada, our long-term goal is to maintain the interoperability 

built over 14 years of shared multinational operations. 

As both our nations undergo military reductions, we 

will continue to maximize every training opportunity to ensure 

our ability to operate interdependently at home and abroad. 

This year, the 1st Stryker Brigade Combat Team and 

1,200 participants from the Total Army—the largest contingent 

we have sent to date—participated in Maple Resolve, 

Canada’s premier culminating exercise to validate its highreadiness 

brigade. In the coming year, in addition to our wellestablished 

military exchange program, our goal is to expand 

to brigade-level shared training opportunities. 

Supporting Civil Authorities 

U.S. Army North and its subordinate commands stand 

ready to respond, when directed, to any and all natural or 

man-made disasters within the U.S. While the defense of our 

homeland and support of civil authorities require the efforts 

of all services, defense support to civil authorities (DSCA) is 

manpower-intensive and depends on face-to-face support 

where American citizens live. 

Here, the Total Army—Regular, Reserve and Guard—plays 

a central role. Soldiers and civilians from all components are 

engaged in the homeland on a daily basis, in capacities ranging 

from personnel serving within defense coordinating elements 

in support of the Federal Emergency Management Agency to 

3rd Infantry Division troops 

train in Alberta, Canada. 

DoD 


Soldiers maintain a U.S. Army North command post. 

U.S. Army North leading and coordinating DSCA missions. 

All of this planning starts at the FEMA regional level, where 

the 10 defense coordinating elements, supported by the Army 

North staff, ensure DoD requirements are identified and fully 

integrated as part of a whole of government response. 

The regional focus for 2016 was the Cascadia Subduction 

Zone earthquake/tsunami response plan. Army North validated 

this plan during U.S. Northern Command’s annual 

DSCA exercise, Ardent Sentry. Also during this exercise, 

Army North further enhanced its disaster interoperability 

with Mexico as both sides responded to a highly destructive 

hurricane making landfall along the U.S.-Mexico border. In 

2017, the focus will be on support requirements for the New 

Madrid Seismic Zone earthquake response plan. 

Army North continues to oversee the training proficiency 

of the entire DoD chemical, biological, radiological and nuclear 

response enterprise. This response enterprise is drawn 

from the joint force and the Total Army, comprising 18,000 

personnel organized in varying response packages under state 

or federal control for response. Army North annually validates 

the federal response joint task forces: the Defense 

CBRN Response Force and two command-and-control 

CBRN response elements. 

This year, the Vibrant Response exercise validated the mission 

readiness of the three federal response entities including 

robust participation from federal and state agencies including 

FEMA, the Department of Energy, Pennsylvania State 

Emergency Management Agency, Defense Threat Reduction 

Agency and Environmental Protection Agency. For the second 

consecutive year, the Army forces allocated to the 

brigade and below elements of the joint task forces participated 

in a field training exercise at the Joint Readiness Training 

Center at Fort Polk, La., to confirm mission readiness. 

Next year, in coordination with U.S. Forces Command, the 

training of the brigade and below federal forces will integrate 

with the validation of the three joint task forces to replicate a 

near national training center-like experience at Camp Atterbury 

and the Muscatatuck Urban Training Center, both Ind. 

Also this year, the Department of Health and Human Services 

requested DoD support in housing unaccompanied children 

who had crossed into the U.S. along our Southwest border. 

U.S. Army North coordinated and oversaw the housing 

operations at Holloman Air Force Base, N.M., until the mission 

was complete. 

The soldiers and civilians of U.S. Army North serve 

throughout North America alongside domestic and multinational 

partners to help protect our fellow Americans from 

natural and man-made disasters and defend the homeland indepth 

in order to build a more secure North America. Army 

North embraces the characteristics of our complex environment, 

and understands that our successes are measured by the 

successes of our partners. Our singular purpose is readiness to 

protect the American people upon whose everyday lives our 

successes or failures have a direct impact. 

✭ 


Eighth Army 

Keeping Bold Deterrence 

While Shifting Forces 

By Lt. Gen. Thomas S. Vandal 


Eighth Army 

For Eighth Army, being ready to “fight tonight” is 

not just a slogan, it’s a way of life. As members of the 

Republic of Korea-U.S. alliance, we stand as a lethal 

deterrent to North Korean aggression in defense of 

peace and stability on the Korean Peninsula. That’s why we 

exist and for more than 66 years, we have filled that critical 

mission with unwavering resolve. 

Yet today, peace and stability on the Korean Peninsula are 

being challenged by an increasingly unpredictable regime in 

the North and the proliferation of weapons of mass destruction 

and ballistic missiles. With the constant threat of 

provocation and escalation, 

Eighth Army must maintain 

a credible deterrent to North 

Korean aggression and be 

ready to defend the Republic 

of Korea at all times. 

U.S. Air Force/Tech Sgt. Travis Edwards 

A Patriot radar set from the 11th Air Defense 

Artillery Brigade is unloaded from a cargo plane 

at Osan Air Base, South Korea, as part of an 

emergency deployment readiness exercise. 


Bradley Fighting Vehicles from the 1st Armored Brigade Combat Team, 1st Cavalry Division cross the Imjin River in the Republic of Korea. 

Lt. Gen. Thomas S. Vandal assumed command 

of Eighth Army in February. Previously, 

he served as assistant chief of staff, 

C-3/J-3, U.N. Command/Combined Forces 

Command/U.S. Forces Korea. Other past assignments 

include commanding general, 2nd 

Infantry Division, Eighth Army, Republic of 

Korea; deputy commanding general (support), 

3rd Infantry Division; commander of 

the operations group at the Joint Multinational Readiness Center in 

Hohenfels, Germany; 48th commandant of the U.S. Army Field 

Artillery School; assistant professor of military science at the University 

of New Hampshire; G-3 executive officer for III Corps, Fort 

Hood, Texas; G-3 training officer for I Corps, Fort Lewis, Wash.; 

and plans officer for the J-39, Joint Chiefs of Staff at the National 

Military Command Center. He holds a bachelor’s degree from the 

U.S. Military Academy, and master’s degrees from Webster University, 

Mo., and the National War College. 

Defining the Threat 

Since 2011, North Korea has invested heavily in the development 

of nuclear and biochemical weapons, cyberwarfare 

capabilities, and building an elite special operations command 

with more than 80,000 forces. This emergence of asymmetric 

warfare capabilities coincides with a series of intermediate 

and intercontinental ballistic missile tests in defiance of international 

sanctions. In January, North Korea conducted its 

fourth nuclear test, and leader Kim Jong Un announced two 

months later that his country had mastered the technology to 

miniaturize a nuclear warhead to mount on a ballistic missile. 

While it appears North Korea has yet to perfect either capability, 

these developments pose an immediate and credible 

threat to the entire region. 

North Korea also maintains the world’s fourth-largest conventional 

military with more than 1 million personnel; 4,200 

tanks; 2,200 armored vehicles; 8,600 field artillery; and 5,500 

multiple rocket launchers. The majority of this equipment is 

forward-deployed along with 70 percent of the Korean People’s 

Army, within striking distance of the greater Seoul metropolitan 

area and its more than 25.4 million inhabitants. 

Given the unpredictable nature of the Kim regime, the 

probability for quick escalation and the proximity of the 

threat, it is imperative that Eighth Army maintain a readiness 

posture that will deter future aggression and provocations. 

As North Korea continues to diversify its military capabilities, 

Eighth Army is prepared to support the alliance with 

flexible deterrent options and increased readiness to prevent a 

crisis situation from escalating. 

In 2013, Eighth Army began to integrate fully manned rotational 

units under the Army’s regionally aligned forces initiative 

on nine-month deployments into the Korean theater 

of operations. The type of units that rotated through the theater 

in the last three years included Multiple Launch Rocket 

System battalions, engineering companies, armored brigade 

combat teams and attack reconnaissance squadrons. 

Enhanced Readiness 

The introduction of rotational units into the Korean Theater 

enhances readiness and maintains unit cohesion in a theater 

where constant turnover is the norm. Conducting routine 

rotations also provides a great opportunity for Eighth Army 

to exercise critical wartime functions such as reception, staging, 

onward movement and integration as the Army forces 

component for the Korean Theater. 

Rotational units increase capabilities of U.S. Forces Korea, 

including theater maneuver; chemical, biological, radiological, 

nuclear and explosives reconnaissance, decontamination and 

consequence management; mobility and countermobility; 


counter-special operations forces; counterfire; 

and enhanced reconnaissance, security 

and attack capabilities. The capacity 

of regionally aligned forces units to 

seamlessly integrate into our existing operational 

tempo and fill these specific 

mission sets demonstrates the scalable, 

mission-prepared capabilities that the 

initiative has brought to Eighth Army 

and the alliance. 

Eighth Army also integrates other 

U.S. Pacific Command and U.S.-based 

units during emergency deployment 

readiness exercises for short-term deployments. 

In February, the 35th Air 

Defense Artillery Brigade integrated a 

battery of soldiers from the 11th Air Defense 

Artillery Brigade stationed at Fort 

Bliss, Texas, to conduct a missile defense 

emergency deployment readiness exercise. 

The exercise allowed U.S. Patriot 

forces to conduct reception, staging, onward movement and integration 

operations with personnel and equipment to augment 

current ballistic missile defense forces on the Korean Peninsula. 

As North Korea continues to develop ballistic missiles 

against the expressed will of the international community, 

Eighth Army must support the alliance by developing a 

comprehensive, multilayered capability to defend against, 

The future Eighth Army headquarters at U.S. Army Garrison Humphreys near Pyeongtaek, South Korea 

detect, disrupt and destroy missile threats. The rapid deployment 

of emergency deployment readiness exercise units to 

the Korean Theater to augment current missile defense systems 

provides Eighth Army yet another option to quickly 

bolster an already robust defense. 

During the annual combined, joint field training exercise 

Foal Eagle, elements of the 1-2 Stryker Brigade Combat Team, 

A segment of a floating bridge is airlifted during a combined river crossing exercise on the Imjin River in the Republic of Korea. 


U.S. and South Korean soldiers face North Korean soldiers at the Joint Security Area in Panmunjom, South Korea. 

7th Infantry Division out of Joint Base Lewis-McChord, 

Wash., integrated with Eighth Army as part of Pacific Pathways. 

Under Pacific Pathways, a small expeditionary “nucleus” 

deploys to the Asia-Pacific and rotates through a series 

of security cooperation exercises, adapting at each stop to the 

operating environment of the partner nation. The integration 

of mission-tailored and task-organized units under Pacific 

Pathways has greatly improved the scope and quality of our 

combined engagements and strengthened readiness at multiple 

echelons. 

Another component to maintaining a credible, effective 

deterrent is better integration of the alliance’s combined capabilities. 

Eighth Army took a positive step toward integration 

in June 2015 with the establishment of the first Republic of 

Korea-U.S. combined division, comprised of elements of the 

2nd Infantry Division and the Third Republic of Korea Army. 

The 2nd Infantry Division serves as the core of the combined 

division, with a functioning combined staff under 

armistice conditions that becomes fully integrated in wartime. 

By conducting combined planning and training at multiple 

echelons, Eighth Army has greatly enhanced interoperability 

with our Korean partners and laid the groundwork for continued 

cooperation in the future. 

Transformation and Relocation 

As the alliance evolves to meet future security concerns in 

the Korean Theater, Eighth Army is undergoing the most 

sweeping transformation in its history to sustain long-term 

readiness. At the forefront of this transformation is the consolidation 

of a majority of Eighth Army military personnel at 

two enduring hubs south of Seoul—a central operational hub 

around the cities of Osan and Pyeongtaek, and a southern logistics 

hub around the city of Daegu. 

The reposturing of forces creates a less intrusive geographic 

presence while positioning Eighth Army to modernize life 

support and command and control operations by consolidating 

Mission Command and command, control, communications, 

computers and intelligence facilities. The bulk of the 

moves are scheduled to occur in 2017–18, including the relocation 

of the U.S. Forces Korea, Eighth Army and the 2nd 

Infantry Division/Republic of Korea-U.S. combined division 

headquarters. The $10.7 billion construction project at Camp 

Humphreys constitutes the largest building project in U.S. 

Army Corps of Engineers Far East District’s history. 

As we relocate more than 29,000 people, we will do so 

without degrading our ability to “fight tonight.” Eighth Army 

has made it a priority to maintain transparency and minimize 

disruption to personnel throughout the move to prevent any 

decrease in readiness. 

As Eighth Army continues to evolve to defend against an 

emerging, asymmetric North Korean threat, transforming for 

the future is vital. By aggressively working to strengthen 

readiness across the full spectrum of operations, Eighth Army 

will arm the alliance with credible and flexible deterrent options 

for a wide range of contingencies, establish the conditions 

to achieve sustainable security outcomes, and provide 

ready Army forces in this increasingly unpredictable and 

complex operating environment. 

✭ 


U.S. Army South 

Powerful Partnerships 

Paramount to Success 

By Maj. Gen. Clarence K.K. Chinn 


U.S. Army South 

U.S. Army South is the premier theater Army partner 

for the 45 nations and territories of Central and 

South America and the Caribbean. We are a Total 

Army team consisting of over 3,000 active-duty, 

Army Reserve and Army National Guard soldiers capable 

of simultaneously conducting security cooperation, contingency 

operations, Title 10 support and combatant command 

support agent missions for the Department of the 

Army and the U.S. Southern Command. 

Army South works in concert with our partner-nation 

armies—by, with and through—as trusted professionals to 

build partner capacity and 

ensure our collective security 

and defense against transregional 

threats. Seen as an 

innovative and trusted partner, 

we work closely with 

U.S. Air Force/Staff Sgt. Westin Warburton 

Based in Honduras, the 1st Battalion, 228th 

Aviation Regiment provides firefighting support 

near Tela. 


Maj. Gen. Clarence K.K. 

Chinn, U.S. Army South 

commander, and 

Gen. Alberto Mejia, 

commander of the 

Colombian army, 

sign agreements at 

the closing of U.S.- 

Colombia talks in 

Bogota. 

joint, interagency, intergovernmental and multinational communities 

of interest within the region so we can be a flat and 

agile organization that is the partner of choice for support. 

With unparalleled access throughout the region, the Western 

Hemisphere presents unique opportunities for training 

and building Army readiness. U.S. Army South leads the way 

as a total force integrator employing a mix of active and reserve 

component forces to meet mission requirements. 

Over the past year, 2,740 Reserve and National Guard soldiers 

have conducted exercises or overseas deployment training 

in the area of responsibility. Including Army South’s 2016 

regionally aligned force, the Florida Army National Guard’s 

53rd Infantry Brigade Combat Team conducted training with 

partners to combat illicit trafficking of narcotics, people and 

weapons, enabling partners to combat transregional threat 

networks that threaten stability and facilitate defense of the 

U.S. southern approaches. 

Maj. Gen. Clarence K.K. Chinn assumed 

command of U.S. Army South in June 

2015. Previously, he was deputy commanding 

general of U.S. Army Special Operations 

Command. He also served in 

Afghanistan as deputy commanding general 

CJTF-101 for Afghan National Security 

Forces Development South of Kabul. As an 

infantry officer, he has served in a variety of 

command and staff positions in airborne, air assault, light infantry 

and Ranger units. He participated in the combat parachute 

assault onto Grenada during Operation Urgent Fury, and night 

combat parachute assault into Torrijos-Tocumen Airfield, 

Panama, during Operation Just Cause. He deployed with the 

75th Ranger Regiment to Iraq and Afghanistan in support of Operation 

Iraqi Freedom and Operation Enduring Freedom. He is a 

graduate of the U.S. Military Academy, Army War College, and 

Command and General Staff College. 

Reserve forces are also an integral part of our exercise program, 

including Beyond the Horizon, Panamax, Panamax-A, 

medical readiness exercises, Tradewinds and Fuerzas Aliadas 

Humanitarias. Unique capabilities resident within the Reserve 

and National Guard enhance our mission success. 

The State Partnership Program is another total force multiplier 

Army South employs to facilitate access and conduct 

security cooperation. It involves 18 U.S. states and 28 partner 

nations. This year, National Guard forces conducted 116 outside 

continental U.S. and 36 continental U.S. engagements 

across the spectrum of operations. The program is a critical 

element of Army South’s security cooperation effort and can 

be credited with securing gains in access we have made over 

many years, shaping the security environment. 

An important aspect of shaping the environment is leader 

development. The U.S. Army South team is focused on 

teaching, coaching and mentoring future leaders. Leader development 

with partner nations is the single most valuable use 

of our time and money. It creates generational access, fosters 

inoperability and builds lasting relationships with the U.S. 

International Military Education and Training is the critical 

program that has enabled the transformation of the region 

from an area where corruption, human rights and rule of law 

were challenges to one where the militaries are under civilian 

control, loyal to their laws and constitutions, and focused on 

defending their people. 

Modest Investment 

For a modest U.S. investment, the dividends are access, allies 

and dedicated partners combating our common hemispheric 

threats. For example, Colombia, Chile, Brazil and others are 

also seeking to develop professional NCO corps, leading them 

to send their senior enlisted representatives to the Sergeant Major 

of the Army’s International Training and Leader Development 

Conference at Fort Bliss, Texas, this year. Two of these 

representatives were inducted into the U.S. Army Sergeants 


Major Academy’s International Student Hall of Fame. 

Our partners value the education opportunities that the 

U.S. provides so much that they want all their graduating military 

cadets to attend training at DoD’s Western Hemisphere 

Institute for Security Cooperation, directed by the Army at 

Fort Benning, Ga. Many self-pay, requiring increased staff to 

support the demand. Well-trained and professional leaders 

have a global perspective with regional and international goals. 

U.S. Army South seeks to build partner capacity to enable 

them to export security regionally and globally. As of April, 

11 of our partner nations had 4,371 U.N. peacekeepers deployed. 

Since 2004, regional partners such as Brazil, Chile, 

Argentina and Uruguay have led the way in U.N.-mandated 

peace operations in Haiti. In the Andean Ridge, Colombia 

has been exporting military and police trainers to build capacity 

with our partners in Central America and the Caribbean. 

The U.S.-Colombia Action Plan is a tangible example where 

the efforts of a partner can preserve U.S. readiness and further 

secure the homeland. Our Colombian army partners conduct 

over 70 training events annually, supporting both Central 

American army and police development. These events represent 

significant contributions toward regional and global security. 

Colombia a Success Story 

Truly a success story, Colombia is an example of how persistent 

engagement can help a nearly failed state become a regional 

leader that exports security and best practices across the 

hemisphere. Through bipartisan efforts across several administrations, 

U.S. support to Colombia has remained steadfast. 

The result of this commitment is an end to that country’s ongoing 

conflict, its significant contributions to regional security, 

and its emergence as an interoperable partner we can count on. 

The method used to turn the tide in Colombia should be 

considered when developing strategies to combat instability 

and insurgency. One of the methods used by the U.S. and 

U.S. Army South to maintain a persistent engagement with 

Colombia is the bilateral staff talk. U.S. Army South conducts 

bilateral staff talks with Brazil, Chile, Colombia, El Salvador 

and Peru on behalf of the chief of staff of the Army. These 

talks focus on improving U.S. and partner nations’ land force 

capabilities, building personal and institutional relationships, 

and improving interoperability with armies in the Americas. 

These annual senior leader engagements promote bilateral 

interests, and develop and strengthen professional relationships 

through improved interaction among the U.S. and partner 

nations. During fiscal year 2016, army commanders from 

Colombia, Chile and Brazil were conducting counterpart visits 

with the U.S. Army chief of staff, highlighting the importance 

of the hemisphere to the U.S. 

The U.S. Army assumed the leadership role for the Conference 

of American Armies in February, the first time since 

1991. The theme for the 2016–17 cycle is the role and contribution 

of the conference member armies in interagency 

operations in response to emerging challenges. It includes 

specialized conferences hosted by the armies of Honduras, 

Colombia, Dominican Republic, Canada, Brazil and Chile. 

The cycle culminates in November 2017 with a meeting of 

commanders who will approve the work of the delegations 

and provide guidance for the execution of the next two-year 

cycle. U.S. Army South is the executive agent for the conference 

on behalf of the chief of staff of the U.S. Army. Along 

with these important strategic-level engagements, U.S. Army 

South needs to be prepared to deploy to support contingency 

operations across the area of responsibility. 

Central to the Army South mission is ready and responsive 

forces. The deployable command post forms the core of a 

joint task force capacity in support of contingency operations. 

The deployable command post is exercised regularly through 

Army Reserve and 


soldiers conduct civil 

assistance training in 

Guatemala. 


Chief of Staff of the 

Army Gen. Mark A. 

Milley presents the 

Legion of Merit to 

Colombian Gen. 

Alberto Mejia during 

the 32nd Conference 

of the American 

Armies at Joint Base 

Myer-Henderson 

Hall, Va. 

an internal emergency deployment readiness exercise program, 

deploying to Guantanamo Bay and Central America. 

Ongoing forward-deployed missions continue for Army 

forces in Honduras and Guantanamo Bay. 

Joint Task Force-Bravo, based in Soto Cano Airbase, 

Honduras, is an exceptional example of forward-based, regionally 

engaged and responsive Army forces. The joint task 

force and the 1st Battalion, 228th Aviation Regiment support 

both interagency and partner nations daily. Their missions 

run the gamut from helicopter support to countering organnized 

crime, medical readiness exercises, overwater flight 

training, search and rescue, firefighting, humanitarian assistance 

and disaster-relief support. 

U.S. Commitment Highlighted 

These forward forces highlight the U.S. commitment to the 

region and the goal of combating common threats. The 525th 

and 744th Military Police battalions support the no-fail mission 

of Joint Task Force-Guantanamo. This support is composed 

of both active and Guard forces and is another example 

of total force integration in the area of responsibility. The 

512th Geospatial Engineering Detachment provided support 

to Peru with effects modeling and synchronization to aid in 

predicting trouble spots because of El Nino. This action was a 

response to a request from the U.S. ambassador in Peru to assist 

in developing and executing a mitigation strategy to minimize 

loss of life and property damage. U.S. Army South is also 

at the forefront of innovation and interagency support. 

Since December 2014, Army South has been conducting 

the Army’s first federated mission under the approved National 

Security Agency and Army Mission Federation concepts 

of operations. Mission Federation provides Army South 

and the U.S. Southern Command operational control forces 

with unprecedented access to national collection and federated 

authority while simultaneously generating collaboration 

among the NSA production offices and service organizations 

sharing common interests. The concept keeps intelligence 

soldiers in the fight; maintains and improves their skills; increases 

productive capacity within the Army enterprise; and 

improves support to Southern Command and Army South. 

Over the past 18 months, U.S. Army South has provided 

263 product reports to the intelligence community answering 

unique Army South and Southern Command priorities that 

fall below the National Intelligence Priorities Framework requirements 

that focus on countering transregional threats and 

combat our partners’ mutual challenges with both narcotics and 

other trafficking organizations. This capability has also allowed 

support to 90 operations, contributing to the arrest of 80 people, 

including 18 high-value targets; the seizure of 16 tons of 

cocaine; and the seizure of over $200 million in cash and assets. 

For over 50 years, Army South has defended the southern 

approaches to the homeland. While the tasks and mission 

sets have evolved over time, the motto of “Defense and Fraternity” 

embodies the necessity of shared security cooperation 

to preserve the positional advantage of the Western Hemisphere 

against transregional threats. By employing the Total 

Army force, we build partner capacity by focusing on leader 

development, persistent engagement, and being the partner 

of choice for our international and interagency teammates. 

With our international and interagency partners, nothing is 

impossible. As we say in Army South, “Juntos podemos”— 

together, we can. 

✭ 


U.S. Army Africa 

Building a Network, 

Fighting Violence 

By Maj. Gen. Joseph P. Harrington 


U.S. Army Africa/ 

Southern European Task Force 

Today, Africa’s progress matters more than ever to the 

security and prosperity of the United States and our 

allies in Europe. 

Some of the challenges on the continent are its immense 

landmass, fast-growing economies, continued 

diffusion of communications technologies, 

400 ethnic groups, more than 

2,000 languages, and a population that 

will almost double from 1.2 billion in 

2016 to 2 billion in 2050. 

Despite Africa’s recent progress, if unemployment 

remains at current levels 

with an increasingly larger and more urban 

population, the continent will face 

continued political and security challenges—especially 

with the potential for 

2nd Lt. Gretchen Maty of the 82nd Airborne Division conquers the 

obstacle course at the French Jungle Warfare School in Gabon. 


An 82nd Airborne 

Division jumpmaster 

prepares Gabonese 

paratroopers for a 

jump in Libreville, 

Gabon. 

DoD/Tech. Sgt. Brian Kimball 

organized crime and recruitment of the disenfranchised by Islamist 

militant groups to increase. 

Africa already faces threats from violent extremist organizations 

such as Boko Haram in Central and West Africa; al- 

Shabab in the East; al-Qaida in the Sahel region; and the Islamic 

State of Iraq and the Levant (ISIL) in the North. These 

threats not only affect African partners but also directly impact 

the security of the U.S. and our European allies, as demonstrated 

by the recent attacks in Paris; Brussels; Istanbul; 

Ankara, Turkey; San Bernardino, Calif.; and Orlando, Fla. 

To counter these threats, U.S. Army Africa (USARAF)/ 

Southern European Task Force supports the U.S. Africa Command’s 

theater campaign plan in achieving security initiatives 

outlined by the 2015 National Security Strategy and the 2014 

Quadrennial Defense Review by assisting African security partners 

in establishing an effective land power network. 

The Long Game 

USARAF’s long-term efforts to build and expand the 

African land power network support the fight to counter violent 

extremist organizations. Winning the fight against these 

Maj. Gen. Joseph P. Harrington assumed 

command of U.S. Army Africa and the 

Southern European Task Force in June after 

serving as deputy chief of staff of NATO’s 

Allied Rapid Reaction Corps. Other previous 

assignments include executive officer to 

the 37th Army chief of staff; executive assistant 

to the 18th chairman of the Joint Chiefs 

of Staff; commander, 2nd Battalion, 3rd 

Field Artillery Regiment, Giessen, Germany; Combined Joint Staff 

in Seoul, Republic of Korea; and commander, 75th Fires Brigade, 

Fort Sill, Okla. He holds a bachelor’s degree from Stockton University, 

N.J., and is a graduate of the Command and General Staff 

College and the National War College. 

threats will not occur overnight and requires a whole-of-government 

approach. 

In support of the U.S. Department of State, U.S. Africa 

Command (AFRICOM) is focused on building African security 

institutions that enable efforts to counter violent extremist 

organizations and provide security conditions that will 

support economic prosperity and expansion of human rights 

as well as the rule of law. 

USARAF’s yearly security cooperation activities are expanding 

the global land power network and supporting U.S. 

strategic objectives. Security cooperation is our daily steady 

state effort to support AFRICOM’s theater campaign plan, 

and enhances Army support to combatant commanders 

through building relationships with and capacity and capability 

of allies and international partners; providing peacetime 

and contingency access to host nations; and responding to 

and/or managing the “new normal” environment. 

African Horizons articulates the ways in which we apply 

security funding and authorities to achieve objectives and desired 

effects. It is a comprehensive approach to synchronize 

Army activities over time to achieve strategic objectives, linking 

bilateral activities with key influencers to achieve regional 

effects that build toward African security. African Horizons 

symbolizes the responsibilities, strategic focus, and variety of 

activities conducted by USARAF. 

Theater Security Cooperation 

Regionally allocated forces (RAF) play a major role in supporting 

theater security cooperation activities and ongoing operations 

on the continent. During fiscal 2016, RAF units provided 

soldiers supporting hundreds of security cooperation 

activities throughout AFRICOM’s area of responsibility. 

RAF units trained approximately 7,000 African soldiers in 

these security cooperation missions, providing critical training 

in logistics, command and control, peacekeeping operations, 

intelligence, and basic and advanced infantry training. 


In addition, RAF units such as the 2nd Brigade, 3rd Infantry 

Division have gained valuable experience while directed 

by the Department of the Army to support ongoing operations 

in Africa. 

RAF units provided several hundred soldiers to support five 

ongoing operations. Their effect throughout Africa is strategic 

because small teams of U.S. soldiers led by junior leaders enable 

our partners to better fight the threat of violent extremist organizations. 

RAF units continue to prove invaluable in supporting 

AFRICOM’s lines of effort. However, balancing the requirement 

for maintaining and building unit readiness with the need 

for engagement and partnering is challenging. 

Balance of Building Readiness 

While the use of RAF units to support activities on the 

continent is instrumental to the long-term fight against violent 

extremist organizations, it challenges the ability of RAF 

leadership to maintain unit readiness. The after-action reviews 

and mission-essential task list assessments conducted 

by the 2nd Brigade, 3rd Infantry Division confirmed this. 

A battalion commander said the logistics mission for the 

Central Accord 2016 exercise helped his battalion come together 

as a team and quickly identify solutions to complex 

problems. He added that the mission was a “really good example 

of the Army’s focus on honing its ability to deploy 

quickly to austere or unknown environments.” The invaluable 

experiences gained by RAF units providing logistics support 

in Gabon will continue to serve the Army well as it prepares 

for future contingency operations. 

Maj. J.M. Phillips, the battalion executive officer for the 

2nd Battalion, 325th Infantry Regiment, called the trans-Atlantic 

airborne operation in Africa “a great readiness exercise 

for the White Falcons” and also said, “Being able to project 

combat power across the globe is a critical capability for the 

82nd Airborne Division.” 

USARAF continues to find solutions for ways to increase 

RAF unit-level readiness as it supports activities on the continent. 

These encounters offer excellent opportunities to increase 

soldier experience operating in a multinational and 

multiagency environment. 

According to Gen. David G. Perkins, commander of the 

U.S. Army Training and Doctrine Command, leaders at 

every level need to understand how to harness the elements of 

national power when the Army is deployed in unpredictable 

environments. Africa provides many such leadership opportunities. 

Leaders not only interact with the U.S. Department of 

State in support of the ambassador’s objectives but also train 

with foreign partners and gain invaluable experience in coalition 

operations. 

The RAF mission in Africa provides the new generation of 

Army leaders with exemplary opportunities to grow and operate 

in a multinational and multiagency environment. For example, 

Capt. Brian Cook deployed his company to Libreville, Gabon, 

with 18 hours’ notice, then conducted an airborne operation in 

an unknown and austere environment; engaged and conducted 

training with French and Gabonese partners; then redeployed 

back to Fort Bragg, N.C.—all within a five-day window. 

This young company commander’s experience supporting 

USARAF’s activities in Africa encapsulates the immeasurable 

training value and dynamic leader development opportunities. 

Junior leaders and soldiers are gaining invaluable experience 

across the continent. For example, they have varied opportunities 

that stretch their skills such as the French Jungle 

Warfare School in Gabon and the Accord series of exercises; 

or supporting operations to counter violent extremist organizations 

in Cameroon, and intelligence and counter-IED 

training in Niger and Tunisia. They share doctrine and 

knowledge with U.S. partners while learning how they fight 

common threats including ISIL, al-Qaida and Boko Haram. 

In addition to continued competency on the basics of 

warfighting, U.S. Army leaders learn 

how to operate in austere and complex 

conditions. The exposure to the multinational 

and interagency environment 

prepares them for uncertainty throughout 

their careers. 

Accord Exercises 

USARAF is building the Africa land 

power network through its Accord series 

of exercises that replicate U.N. 

and/or African Union missions that focus 

on peace and stability operations involving 

more than 41 African countries 

across the continent. 

Squad movement drills at the French Jungle 

Warfare School in Gabon include Staff Sgt. 

Robert Gash of the 2nd Infantry Brigade 

Combat Team, 3rd Infantry Division. 


Sgt. Cristina Viveros 

of the 93rd Military 

Police Battalion 

discusses tactical 

movements during 

an exercise in Lusaka, 

Zambia. 

These exercises provide a training venue at the operational 

and tactical levels as well as the opportunity to enhance interoperability 

with African partners. Gen. David M. Rodriguez, then 

AFRICOM commander, stated that AFRICOM must “continue 

to leverage combined training and exercises to strengthen 

the interoperability and help maintain the readiness of U.S., allied 

and partner forces.” Operationally, these exercises allow the 

RAF staffs to deploy, operate in austere environments, and execute 

command and control tasks while integrating joint forces, 

African and allied partners, and other governmental and nongovernmental 

agencies in support of a U.N. mission. 

This year’s Central Accord exercise in Libreville was the 

most robust event executed since the Accord series program 

began in 2013. This complex multinational and multiagency 

training event included the 82nd Airborne Division conducting 

an emergency deployment readiness exercise, followed by 

a trans-Atlantic airborne operation in Gabon, two multinational 

airborne operations, a company live-fire exercise, a 

multinational post exercise, and four platoons attending the 

French Jungle Warfare School. 

Through our program of medical readiness and training exercises, 

U.S. doctors and nurses train in austere environments, 

share medical procedures, and build lasting relationships with 

African medical professionals. At a recent exercise in Chad, a 

team of Chadian and U.S. Army doctors operated on a Chadian 

soldier requiring immediate surgery after a gunshot 

wound from combat operations against Boko Haram. 

Enduring Engagements 

USARAF’s long-term efforts in Africa to build the land 

power network are supported by an enduring engagement program. 

We conduct interagency engagements including keystone 

events such as regional leader seminars and the African 

Land Forces Summit. In the last year, we have conducted more 

than 120 partner engagements with more than 19 African nations. 

Discussions from these partner engagements are instrumental 

to identify security shortfalls and develop comprehensive 

long-term solutions for complex security problems. 

Another major component of our engagement effort involves 

facilitating four regional leader seminars per year. This 

program has a regional focus, while the annual African Land 

Forces Summit is our pre-eminent strategic engagement on the 

continent. This year, USARAF brought together 37 countries 

from across the continent to discuss numerous security issues. 

USARAF not only supports AFRICOM in the protection 

of U.S. embassies through cooperative security locations and 

crisis response, but also enables both ally and partner operations 

against common threats across the continent. Recently, 

Rodriguez noted that a growing number of African troops are 

taking part in U.N. peacekeeping missions—a sign that training 

efforts are making a difference. A decade ago, Africans 

represented about 25 percent of the U.N. peacekeeping forces 

in Africa, compared to over 50 percent today, he said. 

At this year’s African Land Forces Summit in Tanzania, 

Lt. Gen. Paul Mihova, the Zambian army chief, said his soldiers 

who trained with U.S. soldiers at Southern Accord 15 

are now successful in peacekeeping operations in the Central 

African Republic. He credited their level of accomplishment 

to the training they received. 

With more than 300 dynamic and diverse annual activities 

on the continent, Africa provides the ideal learning environment 

for African and U.S. leaders to operate and train for an 

uncertain world. 

Moving forward in this complex security environment, 

USARAF must be deliberate in how it employs RAF units to 

maintain and increase readiness while expanding the African 

land power network to enable partners and European allies to 

fight and defeat the threat of violent extremist organizations.✭ 


U.S. Army Military District of Washington 

Special Events, Support 

Are Vital D.C. Missions 

By Maj. Gen. Bradley A. Becker 

Commanding General, U.S. Army 

Military District of Washington 

and 

Commander, Joint Force Headquarters- 

National Capital Region 

The U.S. Army Military District of Washington is a 

direct reporting unit providing the Army component 

to the Joint Force Headquarters-National Capital 

Region. Both organizations share a single commander 

and core staff that link operationally with other service components 

and civilian interagency partners to support both 

ceremonial and contingency missions within the region. 

Together, civilian and military members of the Military 

District of Washington (MDW) have successfully planned 

and executed an unprecedented number of national special 

security events including the papal visit, State of the Union 

address, nuclear security 

summit and Inauguration 

Day. These events highlight 

the ongoing collaboration 

and trust among partners 

in the District of Columbia, 

A soldier from the 3rd U.S. Infantry Regiment 

(The Old Guard) prepares to honor fallen heroes 

at Arlington National Cemetery for the annual 

Memorial Day ‘Flags In’ mission. 


The U.S. Army Caisson 

Platoon, on duty for a 

military funeral, is a 

specialty element of 

the 3rd U.S. Infantry 

Regiment (The Old 

Guard). 

Virginia and Maryland. It is this regional teamwork that 

makes it possible to successfully accomplish each mission. 

Mission partner engagement is one of the top priorities of 

the command. Coordination among the many local, state, regional, 

federal and military authorities is key to executing 

highly visible and sensitive events. Maintaining a robust interagency 

engagement program provides a unique opportunity to 

exercise planning, communications, synchronization and liaison 

tasks. It also contributes to the command’s situational 

awareness of interagency roles, responsibilities, policies and 

practices. This insight is helpful during normal operations; it 

is essential in emergencies. 

The command exercises geographic senior commander responsibilities 

over four installations: Fort Belvoir, Va.; Fort 

Maj. Gen. Bradley A. Becker is the commanding 

general of the U.S. Army Military 

District of Washington, and commander of 

Joint Force Headquarters-National Capital 

Region. Previous assignments include commanding 

general of the U.S. Army Training 

Center and Fort Jackson, S.C.; deputy director 

for joint training, Joint Force Development, 

J7; deputy commanding general (support), 

25th Infantry Division, Schofield Barracks, Hawaii; chief, 

Commanders’ Initiatives Group, U.S. Forces-Iraq; special assistant 

to the commander, U.N. Command, Combined Forces Command, 

U.S. Forces Korea; deputy commanding general-West, 25th Infantry 

Division, U.S. Division-Center during Operation New 

Dawn, Iraq; commander of the 3rd Battlefield Coordination Detachment, 

Eighth U.S. Army, Korea; and commander of the 2nd 

Battalion, 8th Field Artillery Regiment, 25th Infantry Division, 

then-Fort Lewis, Wash., leading that unit during Operation Iraqi 

Freedom. He was commissioned in 1986 following graduation from 

the University of California at Davis. 

A.P. Hill, Va.; Fort Meade, Md.; and Joint Base Myer-Henderson 

Hall, Va., which includes Fort Lesley J. McNair in 

Washington, D.C. 

Multiple Components, Multiple Capabilities 

The U.S. Army Aviation Brigade is MDW’s global and regional 

aviation provider for Army executive and nonexecutive 

leadership while simultaneously providing critical support to 

national-level contingency plans within the National Capital 

Region (NCR). A multicomponent brigade-level headquarters, 

the brigade provides command and control and resourcing 

for active and reserve component battalions including the 

12th Aviation Battalion; the Operational Support Airlift Activity 

and the 911th Technical Rescue Engineer Company at 

Davison Army Airfield, Fort Belvoir; the U.S. Army Priority 

Air Transport Battalion at Joint Base Andrews, Md.; and the 

Pentagon heliport. 

Each battalion within the U.S. Army Aviation Brigade 

maintains a constant state of readiness, prepared to respond to 

contingencies in the NCR with aviation and rescue assets. 

Each battalion conducts challenging, realistic training to ensure 

the brigade can effectively support any contingency or crisis 

response. While the brigade’s fixed- and rotary-wing assets 

train regionally and worldwide, it is important to note the 

911th Technical Rescue Engineer Company also conducts annual 

training and validation exercises across the U.S. to maintain 

its unique technical rescue capabilities. 

The U.S. Army Aviation Brigade units also support overseas 

contingency operations in Afghanistan with rotational executive 

and nonexecutive fixed-wing transport. Specifically, the 

U.S. Army Priority Air Transport Battalion maintains a steady 

deployment cycle, basing operations in Kabul, Afghanistan, 

and providing intra- and inter-theater air movements for Resolute 

Support mission headquarters. The Operational Support 

Airlift Activity also contributes as it manages the deployment, 


Joint Task Force-National Capital 

Region and the U.S. Army Military 

District of Washington provided ceremonial 

support for the arrival of 

Pope Francis at Joint Base Andrews, 

Md., in September 2015. 

training and readiness for National Guard Aviation assets 

throughout all U.S. states and territories. 

The U.S. Army Aviation Brigade exemplifies the “one 

Army” concept by combining the talents, training, equipment 

and leadership of the Army Reserve, National Guard and active 

component into a single brigade. This combination allows 

for tremendous insight regarding named contingency operations 

and access to support throughout the Army. 

The Operational Support Airlift Activity provides leadership 

and competence in standardizing fixed-wing training and 

military air travel across the formation, while the U.S. Army 

Priority Air Transport Battalion brings both an unmatched 

reputation for customer service and unrivaled experience in the 

highly complex international airspace environment and global 

transport mission. Combined with the highly specialized skills 

of the 911th Technical Rescue Engineer Company and the responsiveness 

of the 12th Aviation Battalion, these units deliver 

an aviation brigade unlike 

any other in the U.S. Army. 

The Old Guard 

One of MDW’s major subordinate 

commands is the 3rd 

U.S. Infantry Regiment (The 

Old Guard), the oldest active 

infantry regiment in the U.S. 

Army, serving our nation since 

1784. The Old Guard is the 

Army’s official ceremonial unit 

and escort to the president of 

the United States. These soldiers remain committed to military 

excellence by supporting a multitude of military and government 

programs and official military ceremonies throughout 

the NCR, and they are responsible for conducting memorial 

affairs missions in Arlington National Cemetery, Va. 

The Old Guard is comprised of several specialty elements 

including the U.S. Army Drill Team, the U.S. Army Caisson 

Platoon, sentinels at the Tomb of the Unknown Soldier, the 

U.S. Army Old Guard Fife and Drum Corps, the Commander-in-Chief’s 

Guard, the Continental Color Guard and the 

Presidential Salute Battery. The regiment also includes an MP 

company, an MP military working dog detachment and a support 

company. 

The Old Guard continues its solemn duty of performing 

memorial affairs daily at Arlington National Cemetery and 

maintaining a 24-hour vigil at the Tomb of the Unknown 

Soldier regardless of weather conditions. The Old Guard is 

The U.S. Army Old Guard Fife and Drum Corps participates in a Christmas parade in Virginia. 


Performing at 

the Capitol is the 

U.S. Army Band 

‘Pershing’s Own.’ 

also entrusted with the duty to conduct the dignified transfer 

of remains of our nation’s fallen heroes at Dover Air Force 

Base, Del. 

A key mission of the Old Guard is outreach with strategic 

engagements and special ceremonies. The unit participates in 

hundreds of events yearly, including presidential wreath ceremonies 

at the Tomb of the Unknown Soldier for Memorial 

and Veterans Day observances as well as arrival ceremonies for 

foreign dignitaries and heads of state. 

During the summer months, soldiers of The Old Guard 

execute the Army’s largest outreach programs including 

Twilight Tattoo, performed weekly at Joint Base Myer- 

Henderson Hall for 25,000 guests; and Army birthday events 

including national media coverage and an exhibition in Times 

Square in New York City and numerous ceremonies throughout 

the NCR. 

The Old Guard remains first and foremost a table of organization 

and equipment infantry unit capable of worldwide 

deployment. In addition to ceremonial responsibilities, these 

soldiers conduct rigorous unit and individual training 

throughout the year and remain prepared for any contingency. 

Army’s Premier Musical Organization 

The U.S. Army Band “Pershing’s Own,” with more than 

250 soldiers, is a major subordinate command of MDW. 

The unit, based on the historic Fort Myer portion of Myer- 

Henderson Hall, was founded in 1922 by Gen. John J. “Black 

Jack” Pershing to support military funerals and ceremonies in 

and around Washington. It remains the Army’s premier musical 

organization. While the bulk of the band’s missions support 

memorial, ceremonial and other official events within the 

region, Pershing’s Own also plays a critical role in public and 

international diplomacy. 

The U.S. Army Band’s comprehensive and effective outreach 

programs ensure the Army story is told to millions of 

Americans each year through programs such as Twilight Tattoo. 

The band also hosts music workshops; young-artist programs; 

and a variety of public concerts, recitals, summer appearances 

at the U.S. Capitol, and marches in local and 

national parades. Every performance in the band’s home concert 

venue, Brucker Hall, is webcast in high definition and 

posted on the band’s YouTube channel (https://youtube.com/ 

usarmyband), extending its reach around the world. Active on 

several social media sites, the band boasts more Facebook followers 

than any other military band in the world. 

Pershing’s Own has a variety of educational outreach products 

and numerous recordings available for free online. These 

efforts and the more than 6,000 annual performances are why 

Pershing’s Own remains an effective tool for supporting soldiers 

and their families, and for connecting the Army with 

Americans wherever they may be. 

The U.S. Army White House Transportation Agency 

continues its vital mission of providing transportation services 

to the president and first family, as well as senior staff 

and official visitors to the White House. The agency is comprised 

of master driver NCOs who support presidential motorcades 

and travel worldwide as directed by the White 

House Military Office. 

MDW also provides support for our Army’s medevac to 

continental U.S. hospitals. This small group of dedicated 

professionals represents Army leaders when ill, injured or 

wounded service members return to the U.S. at Joint Base 

Andrews. It also provides continuous visibility of patient transitions 

from Europe, Asia, Africa and the Middle East. As of 

March 2015, the group had met a total of 1,606 flights and assisted 

more than 49,000 service members. 

MDW also conducts the Army Ten-Miler, a certified 10- 

mile road race in Washington each October. With more than 

35,000 registered runners, it is one of the largest 10-mile races 

in the country. 

✭ 


CSA Retired Soldier Council 

Growing Call to Action 

For Retired Soldiers 

By Lt. Gen. James J. Lovelace Jr. 


and 

Sgt. Maj. of the Army 

Kenneth O. Preston 


Co-chairmen, CSA Retired Soldier Council 

In his farewell speech to Congress on April 19, 1951, 

Gen. Douglas MacArthur quoted the lyrics to an old 

Army song: “Old soldiers never die. They just fade 

away.” Such has been the fate of most of us old soldiers. 

But times are changing, and retired soldiers are needed 

more than ever now. 

In 1960, according to the Census Bureau, 40 percent 

of American men over the age of 14 had served in World 

War I, World War II or the Korean War. That year, the 

census recorded 181 million Americans (including women 

and children) and 23 million veterans—12.7 percent of 

Americans. In 2014, there 

were 319 million Americans 

and 19 million veterans— 

just 6 percent of Americans 

were veterans, and only 0.6 

percent were military retirees. 

Lt. Gen. Stephen R. Lanza, I Corps commander, 

commends retired Sgt. 1st Class Sotero Soto 

during a salute to Korean War-era veterans at 

Joint Base Lewis-McChord, Wash. 


A Vietnam veteran in Huntsville, Ala., greets 

Lt. Gen. David L. Mann, commanding general 

of the U.S. Army Space and Missile Defense 

Command and Army Forces Strategic Command, 

during a 50th anniversary commemoration of 

the war. 

In 1960, most Americans were related 

to or knew a veteran and had heard 

their compelling stories. Now, unfortunately, 

most Americans don’t even 

know a veteran. 

Since they don’t know a veteran or 

encounter soldiers in person, Americans 

must rely on the media to tell them 

about being a soldier. And the media 

often get it wrong by relying on stereotypes. 

Informed by these stories, Americans 

make decisions and vote. What 

the American public needs is another, 

more credible source of information. 

We “soldiers for life” are that credible source of information 

for how the Army works and what soldiers do and don’t 

do. If those of us with firsthand experience don’t take the battlefield, 

we leave the battlefield to those with no experience. 

And they can easily get our story wrong. Misunderstandings 

about military service and sacrifices are not helpful for the 

Army and, therefore, not helpful for America. 

In 2012, then-Army Chief of Staff Gen. Raymond T. 

Odierno created the Soldier for Life Program. In 2015, he requested 

one thing from the retired community: “I ask that each 

of you help tell the Army story because you are the critical link 

between the Army and the nation. It is you who can help 

maintain the bond that connects our communities with our 

military—helping to share the Army story and what it means 

to live a life of selfless service for our soldiers, families and veterans 

alike.” 

Odierno’s call to action is not much different than then- 

Army Chief of Staff Gen. Maxwell D. Taylor’s call to retirees 

in the first edition of the Retired Army Personnel Bulletin in 

March 1956: 

The Army is changing to meet the requirements of modern 

warfare. Yet, in its fundamental principles of duty, honor, and 

service to the nation, it is the same tried, tested and reliable 

Army which you have always known. Your informed voice, in 

your community and in your day-to-day contacts with your fellow 

citizens, can help the Army maintain the kind of public 

support essential to the existence of a powerful, mobile, combat-ready 

Army. 

Throughout the years, Army senior leaders have recognized 

the importance of veterans to the strength of the Army. 

On Nov. 10, 1781, Gen. George Washington said, “The 

willingness with which our young people are likely to serve in 

any war, no matter how justified, shall be directly proportional 

to how they perceive the veterans of earlier wars were 

treated and appreciated by their nation.” 

This timeless message is more important than ever to our 

Army and our nation because there are fewer and fewer veterans 

to connect America with its Army. Since the April 1971 

advent of Project VOLAR, or volunteer Army, and the end 

of the draft in July 1973, fewer Americans serve in our military. 

The brunt of service falls to the 1 percent who volunteer. 

In a February Rasmussen Reports national telephone survey, 

58 percent of all likely U.S. voters opposed reinstating the 

draft. Just 29 percent thought the U.S. should have a military 

draft, while 14 percent were not sure. 

This is why the Soldier for Life mindset has become so 

very critical. Retired soldiers and veterans are the key to con- 

Lt. Gen. James J. Lovelace Jr., USA 

Ret., co-chairman of the CSA Retired 

Soldier Council, is the corporate vice 

president for international programs at 

L-3 Communications. Before retiring 

from the Army, his assignments included 

director of the Army Staff; Army deputy 

chief of staff for operations; and commanding 

general, U.S. Army Central/ 

Third Army/Coalition Forces Land Component Command. 

Sgt. Maj. of the Army Kenneth O. Preston, 

USA Ret., co-chairman of the CSA Retired Soldier 

Council, was the 13th sergeant major of the 

Army. His assignments as command sergeant major 

included Combined Joint Task Force 7 in Baghdad; 

V Corps in Heidelberg, Germany; 1st Armored 

Division in Bad Kreuznach, Germany; 

and 3rd Brigade, 1st Cavalry Division, and 3rd 

Battalion, 8th Cavalry Regiment, 1st Cavalry 

Division, at Fort Hood, Texas. 


necting America with the Army that defends it. Who better 

understands both the military and civilian perspective than 

retired soldiers and veterans? Who has more credibility than 

retired soldiers, who have spent a lifetime serving selflessly? 

Who else knows how important service is, and how to explain 

that service in terms civilians can understand? 

The Army’s two missions for retired soldiers and veterans 

are to hire and inspire: Hire soldiers who need a job after they 

leave the Army, and inspire Americans to join the Army by 

talking about their Army career and also volunteering on military 

installations, with veterans groups or other groups in 

hometowns across America. 

Are you wearing your Soldier for Life pin? Do you have the 

Soldier for Life window sticker on your car? The Soldier for 

Life logo is a conversation starter. Americans want to know 

about your service. Are you telling your Army story? Are you 

a Soldier for Life? Retired soldiers and veterans are still soldiers. 

We still hold the title. We just have a different mission, 

and we wear a different uniform. But America needs us more 

than ever, and every veteran must do his or her part. 

Council’s Annual Update 

The Chief of Staff, Army (CSA) Retired Soldier Council 

convened at the Pentagon from April 17 to 22 to review issues 

of concern to the retired community and advise Army Chief 

of Staff Gen. Mark A. Milley. During the meeting, we discussed 

with 16 senior DoD officials current and proposed defense 

policies that affect the retired community. 

After our meeting concluded, we reviewed our key concerns 

with Milley. Retired soldiers’ most significant issues are 

focused on the loss of their deferred compensation (earned 

benefits), which decreases purchasing power and standard of 

living. We urged Milley to use the retired community to help 

connect the Army with Americans and to recruit the next 

generation. We acknowledged that DoD faces significant 

challenges due to declining budgets but explained that frequent 

“nickel and dime” cuts in benefits, especially Tricare 

fees, have a significant impact on retired soldiers. 

We voiced support for combining the Army & Air Force 

Exchange Service with the commissary, but only if it does not 

reduce the commissary benefit or reduce AAFES contributions 

to the Morale, Welfare and Recreation Program. We 

also expressed our concern that the retired community needs 

to receive more frequent communication from the Army, especially 

through email, which most retired soldiers now use. 

We provided Milley our written recommendations for Army 

and DoD-level issues affecting the retired community that 

were nominated by installation retiree councils. Our final report 

includes recommendations for addressing 11 issues involving 

health care, 11 related to benefits, and 12 concerning 

retirement services or communications. The council’s complete 

annual report is available at http://soldierforlife.army.mil/ 

retirement/RetireeCouncil. 

The members of the CSA Retired Soldier Council serve on 

Army installation or Army service component command retiree 

councils. These councils nominate members to represent 

all retired soldiers and surviving spouses worldwide on the 

Army-level council. We select nominees each year to fill vacancies 

on the 14-member Army-level council. The nominees 

we select are approved by the CSA to serve four-year terms. 

They are recalled to active duty annually for our weeklong 

meeting. During the 2016 annual meeting, the council represented 

the views of 953,000 retired soldiers and 244,000 surviving 

spouses. 

We retired soldiers are being called to duty, as we have in 

the past. So how have you helped your Army today? Have 

you helped those veterans or retired soldiers transition into 

civilian life? Have you helped those same soldiers find civilian 

employment? Have you helped our homeless veterans? Have 

you helped tell the Army story so our wonderful young men 

and women want to become soldiers for life? Let’s do our part 

and not “just fade away.” 

✭ 

A soldier peruses 

information from a 

Veterans of Foreign 

Wars post during a 

retiree appreciation 

event at Reynolds 

Army Community 

Hospital, Fort Sill, 

Okla. 


COMMAND & STAFF 


ARMY SECRETARIAT 

Hon. Eric K. Fanning 


Hon. Patrick J. Murphy 

Undersecretary of the Army 

Hon. Jo-Ellen Darcy 

Asst. Secretary 

(Civil Works) 

Hon. Katherine Hammack 


(Installations, Energy and Environment) 

Hon. Katrina McFarland 

Acting Asst. Secretary (Acquisition, 

Logistics and Technology) 

Hon. Debra S. Wada 


(Manpower and Reserve Affairs) 

Hon. Robert M. Speer 

Asst. Secretary (Financial 

Management and Comptroller) 

Hon. Alissa M. Starzak 

General Counsel 

The information in this directory is supplied by the Department of the Army and is current as of Aug. 12. 


OFFICE OF THE CHIEF OF STAFF 

Gen. Mark A. Milley 

Chief of Staff 

Gen. Daniel B. Allyn 

Vice Chief of Staff 

Sgt. Maj. of the Army Daniel A. Dailey 

Sergeant Major of the Army 

Chief Warrant Officer 5 

David Williams 

Army Senior Warrant Officer 

Lt. Gen. Nadja Y. West 

Surgeon General 

Lt. Gen. Flora D. Darpino 

Judge Advocate General 

Maj. Gen. Mark S. Inch 

Provost Marshal General 

Maj. Gen. Paul K. Hurley 

Chief of Chaplains 


THE ARMY STAFF 

Lt. Gen. Gary H. Cheek 

Director, Army Staff 

Lt. Gen. James C. McConville 

DCS, G-1 

Lt. Gen. Robert P. Ashley Jr. 

DCS, G-2 

Lt. Gen. Joseph Anderson 

DCS, G-3/5/7 

Lt. Gen. Gustave F. Perna 

DCS, G-4 

Lt. Gen. John M. Murray 

DCS, G-8 

Lt. Gen. Todd T. Semonite 

Chief of Engineers 

Lt. Gen. Gwen Bingham 

ACS, Installation Management 

NATIONAL GUARD AND ARMY RESERVE 

Gen. Joseph L. Lengyel 

Chief, National Guard Bureau 

Lt. Gen. Charles D. Luckey 

Chief, Army Reserve 

Lt. Gen. Timothy J. Kadavy 

Director, Army National Guard 


Russell Smith 

Command Chief Warrant Officer, 

Army Reserve 


Pete Panos 

Command Chief Warrant Officer, 


Command Sgt. Maj. 

James P. Wills 

Command Sergeant Major, 

Army Reserve (Interim) 

Command Sgt. Maj. 

Christopher Kepner 

Command Sergeant Major, 



ARMY SECRETARIAT PRINCIPAL AND SPECIAL STAFF 

Mr. Thomas E. Hawley 

Deputy Undersecretary 

of the Army 

Mr. Gerald B. O’Keefe 

Administrative Assistant 

to the Secretary of the Army 

Lt. Gen. David E. Quantock 

The Inspector General 

Lt. Gen. Thomas W. Spoehr 

Director, Office of Business 

Transformation, OUSA 

Lt. Gen. Robert S. Ferrell 

Chief Information Officer/ 

G-6, OSA 

Lt. Gen. Michael E. Williamson 

Mil. Dep./Dir., Army Acquisition Corps, 

OASA (ALT) 

Lt. Gen. Karen E. Dyson 

Mil. Dep. for Budget, OASA 

(Financial Mgmt. and Comptroller) 

Mr. Randall L. Exley 

Auditor General 

Mr. Patrick K. Hallinan 

Executive Director, Army National 

Military Cemeteries 

Mr. Tommy Marks 

Director, Small Business 

Programs 

Maj. Gen. Patrick A. Murphy 

Chairman, Army Reserve Forces 

Policy Committee 

Maj. Gen. Laura J. Richardson 

Chief, Legislative Liaison 

Maj. Gen. Malcolm B. Frost 

Chief, Public Affairs 


POSTS & 

INSTALLATIONS 


This section includes posts and installations primarily supporting the active 

Army in the continental United States, Hawaii, Alaska and Puerto Rico. Ammunition 

plants and installations in caretaker or inactive status have been excluded. 

■ Acreages reflect real estate under Department of the Army control. 

■ The DSN and commercial telephone numbers listed are for operator assistance. 

■ Data is current as of Aug. 12 and is based on information supplied by each post 

or installation. 

Aberdeen Proving Ground, MD 21005 

and 21010. Established 1917; home to 

more than 95 separate activities; serves 

as research, development, test and evaluation 

center of excellence for land combat 

systems; medical research; chemical 

and biological defense; command, control, 

communications, computers, intelligence, 

surveillance and reconnaissance; 

and information systems. Major commands 

include U.S. Army Communications-Electronics 

Cmd.; U.S. Army Research, 

Development and Engineering 

Cmd.; U.S. Army Test and Evaluation Cmd.; 

Aberdeen Test Ctr.; 20th CBRNE; U.S. 

Army Chemical Materials Agency; U.S. 

Army Medical Research Inst. of Chemical 

Defense; Army Public Health Center; U.S. 

Army Research Laboratory; and various 

program executive offices including 

Ground Combat Systems, Biological Defense, 

and Intelligence Electronic Warfare 

and Sensors; 22,000 personnel; 72,500 

acres, 23 miles northeast of Baltimore. 

DSN: 298-5201; 410-278-5201. 

Anniston Army Depot, AL 36201. Opened 

1941; repairs and retrofits combat tracked 

vehicles, artillery small arms weaponry, 

components and locomotives; provides distribution 

services; manages, issues, stores, 

demilitarizes and ships conventional ammunition; 

3,900 civ. including tenants and 

contractors; 15,000 acres adjacent to Pelham 

Range, 10 miles west of Anniston. DSN: 

571-1110; 256-235-7501. 

Fort A.P. Hill, VA 22427. Winner of Army 

Communities of Excellence Award in 2008, 

2013, 2014 and 2015; supports challenging 

and realistic training for special operations, 

conventional active-duty, National 

Guard and Reserve units from across joint 

force as well as other organizations and 

activities; 76,000 acres; 27,000-acre livefire 

range complex; 45,000-acre light and 

heavy maneuver complex. DSN: 578-8324/ 

8120; 804-633-8324/8120. 

Fort Belvoir, VA 22060. Established 1912; 

named after manor house of Col. William 

Fairfax, the ruins of which remain on inst.; 

home to more than 50,000 soldiers, sailors, 

airmen, Marines and DoD employees; supports 

nation’s military leaders worldwide in 

critical intelligence, medical, logistical, administrative, 

and command-and-control 

functions fulfilled by more than 140 mission 

partners and satellite organizations; largest 

installation of U.S. Army Military District of 

Washington; major tenants include National 

Geospatial–Intelligence Agency; Fort Belvoir 

Community Hospital; Defense Logistics 

Agency; U.S. Army Cyber Cmd.; U.S. Missile 

Defense Agency; U.S. Army Legal Services 

Agency; Office of Chief of Army Reserve; Defense 

Contract Audit Agency; Washington 

Headquarters Services; Defense Threat Reduction 

Agency; Defense Acquisition University; 

U.S. Army Intelligence and Security 

Cmd.; Defense Intelligence Agency; Night- 

Vision and Electronics Sensors Directorate; 

Davison Army Airfield; 29th Inf. Div. of Virginia 

Army National Guard; approx. 10,000 

mil., 40,000 civ.; 8,656 acres; controls four 

noncontiguous properties in Va. including 

Main Post at Mount Vernon, Mark Ctr. in 

Alexandria, Belvoir North Area in Springfield 

and Rivanna Station near Charlottesville. 

DSN: 685-5001; 703-805-5001. 

Fort Benning, GA 31905. Established 1918; 

named after Confederate Maj. Gen. Henry L. 

Benning; home of Maneuver Ctr. of Excellence; 

Army Marksmanship Unit; Task Force 

1st Battalion, 28th Infantry Regiment; Western 

Hemisphere Inst. for Security Cooperation; 

75th Ranger Rgt.; 199th Inf. Bde.; 198th 

Inf. Bde.; 194th Armored Bde.; 316th Cav. 

Bde.; Martin Army Community Hospital; 

Medical Department Activity; Airborne and 

Ranger Training Bde.; 32,358 mil., 10,540 

civ.; 182,311 acres, 9 miles south of Columbus. 

DSN: 835-2011; 706-545-2011. 

Fort Bliss, TX 79916 and 79918. Established 

as post opposite El Paso del Norte (presentday 

Ciudad Juarez), Mexico, in 1849; named 

after Lt. Col. William Wallace Smith Bliss; 

ranked No. 1 in military value by 2006 BRAC 

commission; largest joint mobilization station 

in DoD; largest training area in the 

Army at nearly 1 million acres; largest 

FORSCOM installation at 1.2 million acres. 

Fort Bliss is home of 1st Armored Div.; 1st, 

2nd and 3rd Bde. Combat Teams, 1AD Combat 

Avn. Bde.; 1AD DIVARTY; 1st Sustainment 

Bde.; U.S. Army Sergeants Major Academy; 

TRADOC’s Brigade Modernization 

Command; NORTHCOM’s Joint Task Force 

North; William Beaumont Army Medical Ctr.; 

32nd Army Air and Missile Defense Cmd.; 

11th Air Defense Artillery Bde.; 5th Armored 

Bde.; 402nd Field Artillery Bde. One of the 

Army’s most modern posts; most energyefficient 

homes in the Army; “Freedom 

Crossing” Shopping Mall PX complex; frontrunner 

in green technologies and energy 

efficiency; home of world’s largest inland 

desalination plant; approx. 34,000 mil., 

12,742 civ.; 1.2 million acres. DSN: 978- 

2121; 915-568-2121. 

Blue Grass Army Depot, KY 40475. Established 

1941; conventional ammunition depot 

with primary mission of performing 

standard depot operations (storage, receipt, 

inspection, maintenance, demilitarization) 

of conventional munitions, missiles, nonstandard 

ammunition and chemical def. 

equipment for all DoD services; approx. 560 

personnel; 14,500 acres, 4 miles south of 

Richmond. DSN: 745-6941; 859-779-6941. 

Fort Bragg, NC 28310. Established as a 

field artillery site in 1918; named after 

Braxton Bragg, who served as a general in 

the Confederate Army; home of Airborne 

and Special Ops. forces; U.S. Army Forces 

Cmd.; U.S. Army Rsv. Cmd.; XVIII Abn. 

Corps; U.S. Army Special Ops. Cmd.; Joint 

Special Ops. Cmd.; 82nd Abn. Div.; 1st Sustainment 

Cmd. (Theater); U.S. Army Special 

Forces Cmd.; U.S. Army John F. 

Kennedy Special Warfare Ctr. and School; 

U.S. Army Civil Affairs and Psychological 

Ops. Cmd.; U.S. Army Special Ops. Avn. 

Cmd.; 440th Air Rsv. Wing; 43rd Airlift 

Wing; 4th Training Bde. (ROTC); 20th Engineer 

Bde.; 108th Air Defense Artillery Bde.; 

44th Medical Bde.; 16th Military Police 

Bde.; 525th Battlefield Surveillance Bde.; 

Golden Knights; Womack Army Medical 

Ctr.; 54,806 mil., 14,469 civ.; 162,816 acres, 

10 miles northwest of Fayetteville, 50 


Fort Bliss, Texas 

miles south of Raleigh. DSN: 236-0011; 

910-396-0011. 

Fort Campbell, KY 42223. Opened 1942; 

named after Brig. Gen. William B. Campbell, 

hero of Mexican War and Tenn. governor; 

home of 101st Abn. Div. (Air Assault); 5th 

Special Forces Group (Abn.); 160th Special 

Ops. Avn. Rgt. (Abn.); 52nd Ordnance Grp.; 

29,784 mil., 6,823 civ., 53,116 family members; 

105,068 acres, 15 miles south of Hopkinsville, 

10 miles northwest of Clarksville, 

Tenn., and 50 miles northwest of Nashville. 

DSN: 635-1110; 270-798-2151. 

Carlisle Barracks, PA 17013. Established 

1757; only full-service Army base in Pa.; site 

of U.S. Army War College (USAWC); educates 

and develops leaders for service at 

strategic level through resident and distance 

Military Education Level-1 programs, 

Combined/Joint Force Land Component 

Cmd. Course, Strategic Leader Seminars, 

Defense Strategy Course, Functional Area 

59 Basic Strategic Art Program and more; 

major USAWC organizations are School of 

Strategic Landpower, Ctr. for Strategic 

Leadership and Inst., and Army Heritage 

and Education Ctr.; tenants include Dunham 

U.S. Army Health Clinic and Carlisle 

Barracks Dental Cmd.; 590 mil., 1,008 civ., 

1,716 family members; 459 acres, 18 miles 

southwest of Harrisburg. DSN: 242-3131; 

717-245-3131. 

Fort Carson, CO 80913. Established 1942; 

named after Brig. Gen. Christopher “Kit” Carson; 

home of 4th Inf. Div.; 10th Special 

Forces Group; 4th Engineer Bn.; 52nd Engineer 

Bn.; 10th Combat Spt. Hospital; 759th 

MP Bn.; 71st Ordnance Group; Medical 

Evans Army Community Hospital; Colorado 

National Guard Regional Training Inst.; 13th 

Air Support Ops. Squadron; 26,000 mil., 

6,300 civ.; 137,000 acres adjacent to Colorado 

Springs and 236,000 acres at Piñon 

Canyon Maneuver Site near Trinidad. DSN: 

691-5811; 719-526-5811. 

Corpus Christi Army Depot, TX 78419. 

Opened 1961; sustains rotary-wing aircraft, 

engines and components including AH-64, 

CH-47, UH-60 and HH-60 for joint ops.; supports 

Army accident investigations; assesses, 

evaluates and repairs forward-deployed 

aircraft and components; provides 

hands-on helicopter maintenance training 

for active duty, Army Reserve and National 

Guard; approx. 3,017 civ., 648 contractors; 

nine active duty and 23 Personnel Force Innovation 

soldiers; 158 acres and 2.3 million 

square feet of industrial space at Naval Air 

Station Corpus Christi. 361-961-3627. 

Fort Detrick, MD 21702. Established 1943; 

named after Army flight surgeon Maj. Frederick 

Louis Detrick; community includes 

more than 50 tenant organizations representing 

five Cabinet-level agencies and all 

armed services; major areas are medical research, 

strategic communications (signal) 

and defense medical logistics; approx. 1,900 

mil., 8,500 civ.; 1,341 acres at main post in 

Frederick and Forest Glen Annex in Silver 

Spring. DSN: 343-8000; 301-619-8000. 

U.S. Army Garrison–Detroit Arsenal, 

Warren, MI 48397. Established 1971; provides 

inst. support services for Detroit Arsenal 

tenant organizations including U.S. 

Army TACOM Life Cycle Management 

Cmd., Program Executive Office (PEO) 

Ground Combat Systems, PEO Combat 

Support and Combat Service Support, 


PEO Integration, and Tank Automotive 

Research Development and Engineering 

Ctr.; 230 mil., 7,800 civ.; 169 acres, 10 

miles north of Detroit and 20 miles southwest 

of Selfridge Air National Guard Base. 

DSN: 786-5000; 586-282-5000. 

Fort Drum, NY 13602. Established 1907; renamed 

after Lt. Gen. Hugh A. Drum, commander, 

First Army, 1938–1943; home of 

10th Mountain Div. (Light Inf.); 15,457 mil., 

3,865 civ.; 108,733 acres, 8 miles north of 

Watertown, 78 miles north of Syracuse. 

DSN: 772-6011; 315-772-6011. 

Dugway Proving Ground, UT 84022. Established 

1942; the nation’s designated 

major range and test facility for chemical 

and biological defense testing and countering 

weapons of mass destruction support; 

executes testing and support to enable our 

nation’s defenders to counter chemical, biological, 

radiological and explosives hazards; 

31 mil., 1,517 civ.; 798,218 acres, 85 

miles southwest of Salt Lake City. DSN: 789- 

2116; 435-831-2116. 

Joint Base Elmendorf–Richardson, Alaska. 

See Joint Bases. 

U.S. Army Engineer Research and Development 

Ctr. (ERDC), MS 39180. Established 

in 1929 by U.S. Army Corps of Engineers 

(USACE) as Waterways Experiment 

Station; now serves as ERDC HQ; home to 

four of seven USACE/ERDC laboratories: 

Coastal and Hydraulics, Geotechnical and 

Structures, Environmental and Information 

Technology; provides innovative 

technology solutions for warfighter, military 

insts., water resources and environmental 

issues for USACE, DoD and nation; 

home of USACE Reachback Ops. Ctr., supporting 

all contingency operations worldwide; 

home to one of five major DoD highperformance 

computing centers; named 

Army Research and Development Laboratory 

of the Year 10 times in last 20 years; 

10 mil., 2,100 civ.; 694 acres in Vicksburg. 

ERDCinfo@usace.army.mil. 


Ctr.-Cold Regions Research and 

Engineering Laboratory (ERDC-CRREL), 

NH 03755. Established 1961; one of seven 

ERDC laboratories; home of USACE Remote 

Sensing/Geographic Information System 

Ctr. of Expertise and unique cold facilities; 

solves interdisciplinary, strategically important 

problems for nation, warfighter and 

USACE by advancing and applying science 

and engineering to complex environments, 

materials and processes in all seasons and 

climates; maintains unique core competencies 

related to Earth’s cold regions; 30 acres 

at Hanover; staff field office in Fairbanks, 

Alaska. ERDCinfo@usace.army.mil. 


Ctr.-Construction Engineering 

Research Laboratory (ERDC-CERL), IL 61826. 

Established 1968; one of seven laboratories 

in U.S. Army Engineer Research and Development 

Ctr.; conducts research and development 

for USACE and Army programs in 

military facilities construction, operations, 

maintenance, energy conservation and environmental 

quality, including pollution 

prevention, compliance and natural resource 

management; 33 acres at Champaign. 

ERDCinfo@usace.army.mil. 


Ctr.-Geospatial Research Laboratory 

(ERDC-GRL), VA 22315. Established 

in 1960 by USACE as Topographic Engineering 

Ctr.; one of seven ERDC laboratories; 

conducts geospatial research, devel- 

Fort Gordon, Ga. 


opment, technology and eval. of current 

and emerging geospatial technologies 

that will help characterize and measure 

phenomena within physical (terrain) and 

social (cultural) environments encountered 

by Army; offices at Fort Belvoir. ERD- 

Cinfo@usace.army.mil. 

Gillem Enclave, GA 30297. Opened 1941; 

named after Lt. Gen. Alvan C. Gillem Jr., 

Third Army commander, 1947–1950; site of 

3rd Medical Cmd., Defense Forensic Science 

Ctr. and military entrance processing station; 

2,207 members of active Army, Reserve 

and Guard, 413 civ.; 260 acres at Forest 

Park, 18 miles southeast of Atlanta. DSN: 

797-5000; 404-469-5000. 

Fort Gordon, GA 30905. Opened 1941; 

named after Confederate Gen. John Brown 

Gordon; home of Army Cyber Ctr. of Excellence; 

Dwight David Eisenhower Army Medical 

Ctr.; Headquarters, 7th Signal Cmd.; 

15,500 mil., 9,000 civ.; 55,596 acres, 12 miles 

southwest of Augusta. DSN: 780-0110; 706- 

791-0110. 

Fort Hamilton, NY 11252. Established in 

1825 as part of New York Harbor battery defense 

system; named for Alexander Hamilton; 

headquartered by West Point, N.Y.; 

home to New York City Recruiting Bn.; U.S. 

Army Corps of Engineers North Atlantic Div. 

HQ; New York Military Entrance Processing 

Station, which is responsible for processing 

more than 27,000 applicants each year; 

1179th Deployment Support Bde.; NY National 

Guard Task Force Empire Shield; serves 

as secure federal location that provides administrative 

and logistical support for Army, 

Defense Intelligence Agency, FBI, Secret Service, 

U.S. Marshals, Dept. of Homeland Security 

and other intelligence and counterterrorism 

agencies. DSN: 232-4101; 718-630-4101. 

Fort Hood, TX 76544. Opened 1942; named 

after Confederate Gen. John Bell Hood; 

home of III Corps; 1st Cav. Div. (including 1st, 

2nd, 3rd Combat Teams, 1st Air Cav. Bde., DI- 

VARTY and 3rd Cav. Rgt.); First Army Div. 

West; Operational Test Cmd.; 13th Sustainment 

Cmd. (Expeditionary); 1st Medical Bde.; 

85th Civil Affairs Bde.; 36th Engineer Bde.; 

48th Chemical Bde.; 89th Military Police Bde.; 

504th Military Intelligence Bde.; 407th Field 

Support Bde.; 69th Air Defense Artillery; 11th 

Signal Bde.; and Carl R. Darnall Army Medical 

Ctr.; 39,928 mil., 4,491 civ.; 342 square miles 

adjacent to Killeen, 60 miles north of Austin, 

160 miles south of Dallas/Fort Worth. DSN: 

737-1110; 254-287-1110. 

Fort Huachuca, AZ 85613. Opened 1877; 

home of Army Intelligence Ctr. of Excellence; 

Network Enterprise Technology 

Cmd.; Army Electronic Proving Ground; Information 

Systems Engineering Cmd.; and 

Joint Interoperability Test Cmd.; 4,684 mil., 

3,357 civ.; 73,242 acres, 75 miles southeast 

of Tucson. DSN: 821-2330; 520-533-2330. 

Hunter Army Airfield, GA 31409. Established 

1940; named for Army Air Corps Maj. 

Gen. Frank O’Driscoll Hunter; supports 3rd 

Inf. Div., Combat Avn. Bde. and 1st Bn., 75th 

Ranger Rgt.; 3rd Bn., 160th Special Ops. Avn. 

Rgt.; 224th Military Intelligence Bn.; USMC 

Reserve Ctr.; 260th Quartermaster Bn.; 6th 

ROTC Bde.; USCG Air Station Savannah; and 

3rd Military Police Group; 5,600 mil., 600 

civ.; 5,370 acres at Savannah. DSN: 729- 

5617; 912-315-5617. 

Fort Irwin and National Training Ctr., CA 

92310. Established 1940; named after Maj. 

Gen. George LeRoy Irwin, commander of 

57th Field Artillery Bde. during World War I; 

home-station units include 11th Armored 

Cav. Rgt., 916th Support Bde. Ops. Group 

and U.S. Air Force 12th Combat Training 

Squadron; 4,997 mil., 5,637 civ., 6,288 rotational 

soldiers; 768,000 acres, 37 miles 

northeast of Barstow. DSN: 470-3369; 760- 

380-3369. 

Fort Jackson, SC 29207. Established 1917; 

named for President Andrew Jackson; conducts 

basic combat training and combat 

support advanced individual training; site of 

165th, 171st and 193rd Inf. Bdes.; 81st Regional 

Support Cmd.; Soldier Support Inst.; 

Armed Forces Chaplaincy Ctr.; National Ctr. 

for Credibility Assessment; Army Drill 

Sergeant School; and Moncrief Army Community 

Hospital; 3,500 mil., 3,500 civ.; 

52,301 acres adjacent to Columbia. DSN: 

734-1110; 803-751-1110. 

Fort Knox, KY 40121 and 40122. Opened 

1918; named for Maj. Gen. Henry Knox, 

Revolutionary War hero and first secretary 

of war; home of U.S. Army Human Resources 

Cmd.; U.S. Army Cadet Cmd.; U.S. 

Army Recruiting Cmd.; U.S. Army Recruiting 

and Retention School; 4th Cav. Bde., 

1st Army Div.; 1st Army Division East; 84th 

Training Cmd.; 100th Div.; 83rd Army Reserve 

Readiness Training Ctr.; 11th Theater 

Avn. Cmd.; 19th Engineer Bn.; and Gen. 

George S. Patton Museum of Leadership; 

7,800 mil., 10,600 civ.; 108,955 acres, 35 

miles southwest of Louisville. DSN: 464- 

1000; 502-624-1000. 

Joint Base Langley-Eustis, VA. See Joint 

Bases. 

Fort Leavenworth, KS 66027. Established 

1827; named for Col. Henry Leavenworth, 

commander of 3rd Inf. Rgt.; home of Mission 

Command Ctr. of Excellence; Mission 

Command Training Program; Combined 

Arms Ctr.; U.S. Army Cmd. and General Staff 

College; Ctr. for Army Lessons Learned; 

Combined Arms Doctrine Directorate; U.S. 

Army and Marine Corps Counterinsurgency 

Ctr.; 35th Inf. Div. (Army National Guard); 

U.S. Disciplinary Barracks; Midwest Joint Regional 

Correctional Facility; 4,063 mil., 2,684 

civ., 657 inmates; 5,634 acres adjacent to 

Leavenworth, 20 miles northwest of Kansas 

City International Airport. DSN: 552-4021, 

913-684-4021. 

Fort Lee, VA 23801. Opened 1917 as Camp 

Lee; named for Gen. Robert E. Lee, career 

Army officer and combat engineer; home to 

U.S. Army Combined Arms Support Cmd., 

the HQ component that provides oversight 

of U.S. Army Quartermaster, Ordnance and 

Transportation Schools; Army Logistics University; 

and Soldier Support Institute; major 

tenant organizations include HQ of Defense 

Commissary Agency and Defense Contract 

Management Agency; 3,825 mil., 5,352 civ., 

2,475 contractors, 4,369 family members, 

10,276 trainees; 5,907 acres, 3 miles east of 

Petersburg. DSN: 539-3000; 804-765-3000. 

Fort Leonard Wood, MO 65473. Opened 

1941; named for Maj. Gen. Leonard Wood, 

Army chief of staff, 1910–14; designated 

U.S. Army Maneuver Support Ctr. of Excellence, 

which includes U.S. Army Engineer, 

CBRNE and MP schools and respective 

bdes.; one of largest NCO academies; U.S. 

Army Reserve Div. HQ–102nd Training Div. 

(Maneuver Support); Forces Cmd. Unit: 5th 

Engineer Bn.; Directorate for Counter Improvised 

Explosive Devices; Directorate for 

Homeland Defense/Civil Support; consolidated 

and joint engineer, chemical, MP and 

motor transport operators training with 

Marines, Navy and Air Force; approx. 6,700 


permanent party, more than 80,000 mil. and 

civ. for training, approx. 7,600 civ.; more 

than 62,000 acres, 88 miles northeast of 

Springfield, 135 miles southwest of St. 

Louis. DSN: 581-0131; 573-596-0131. 

Letterkenny Army Depot, PA 17201. 

Opened 1942; named after Letterkenny 

Township, which depot absorbed; home of 

Army’s Ctr. of Industrial and Technical Excellence 

for Air Defense and Tactical Missile 

Systems; Mobile Electronic Power Generation 

Equipment, Route Clearance 

Vehicles; Patriot Missile Recertification; 

other programs include Sentinel Radar System, 

High Mobility Artillery Rocket Systems, 

Avn. Ground Power Units, Force 

Provider reset and new build operations; 

conducts storage, issue, rebuilding, testing, 

overhauling and demilitarization of 

equipment, tactical missiles and ammunition; 

1,516 civ., 990 contract employees; 

18,668 acres, 5 miles north of Chambersburg, 

50 miles southwest of Harrisburg. 

DSN 570-8111; 717-267-8111. 

Joint Base Lewis-McChord, WA. See Joint 

Bases. 

Joint Expeditionary Base Little Creek-Story, 

VA. See Joint Bases. 

Fort Meade, MD 20755. Established 1917; 

named for Maj. Gen. George G. Meade, 

commander of Army of Potomac, 1863– 

1865; home of 119 installation partners, including 

U.S. Cyber Cmd., National Security 

Agency, Defense Information Systems 

Agency, Defense Media Activity, Defense 

Information School, Asymmetric Warfare 

Group and 110 other inst. partners; 15,000 

mil., 39,500 civ.; 5,067 acres, 15 miles 

northeast of Washington, D.C. DSN: 622- 

2300; 301-677-2300. 

Joint Base Myer-Henderson Hall, VA. See 

Joint Bases. 

Picatinny Arsenal, NJ 07806. Established 

1880; researches and develops advanced 

technology armament and munitions systems 

for joint military services and provides 

life cycle engineering support for munition 

systems; home of Joint Ctr. of Excellence for 

Guns and Ammunition and Joint Munitions 

and Lethality Life Cycle Mgmt. Cmd.; Army 

Contracting Cmd. of NJ; Armament Research, 

Development and Engineering Ctr.; 

Network Enterprise Cmd. Picatinny; Program 

Executive Office Ammunition; and 

Project Manager Soldier Weapons; 6,000 

civ., mil. and contract personnel; 6,500 

acres, 32 miles west of NYC. DSN: 880-4021; 

973-724-4021. 

Pine Bluff Arsenal, AR 71602. Established 

1941; produces, stores and demilitarizes 

conventional ammunitions; center for illuminating 

and infrared munitions; produces 

smoke munitions; Army Center for Industrial 

and Technical Excellence; produces, repairs 

and stores chemical/biological defense 

products; approx. 3 mil., 650 civ.; 

13,500 acres, 8 miles northwest of Pine Bluff. 

DSN: 966-3000; 870-540-3000. 

Pohakuloa Training Area, HI 96720. Established 

1956; named for Hawaiian word for 

“long stone”; supports training of active 

Army, Marine Corps, reserve component 

and joint/combined forces in Pacific; 243 

mil., 238 civ.; 131,805 acres, 36 miles northwest 

of Hilo. DSN: 315-969-2427; 808-969- 

2400. 

Joint Readiness Training Ctr. and Fort 

Polk, LA 71459. Established 1941; named 

for Confederate Lt. Gen. Leonidas Polk; 

home of Joint Readiness Training Ctr.; 3rd 

BCT, 10th Mountain Div.; 115th Combat 

Support Hospital; Bayne Jones Army Community 

Hospital; 10,001 mil., 1,962 civ., 

4,511 contractors; 198,555 acres, 2 miles 

south of Leesville. DSN: 863-2911; 337-531- 

2911. 

U.S. Army Garrison-Presidio of Monterey, 

CA 93944. Established 1847; home of Defense 

Language Inst. Foreign Language Ctr., 

with each military service providing service 

members as students, faculty and staff; additional 

military, housing, post exchange 

and commissary are located at Ord Military 

Community, part of former Fort Ord; 75 

miles south of San Jose International Airport. 

DSN: 768-6912; 831-242-6912. 

Pueblo Chemical Depot, CO 81006. Established 

1942; stores chemical munitions; 

23,000 acres at Pueblo. DSN: 749-4135; 719- 

549-4135. 

Red River Army Depot, TX 75507. Established 

1941; repairs, overhauls, remanufactures 

and converts a variety of combat and 

tactical wheeled vehicles; operates DoD’s 

road wheel and track-shoe rebuild/manufacturing 

facility; home of Defense Distribution-Red 

River (Defense Logistics Agency); 

2,600 civ., 1,400 contractors; 15,000 acres, 

18 miles west of Texarkana, 80 miles northwest 

of Shreveport, La. DSN: 829-4446; 903- 

334-4446. 

Redstone Arsenal, AL 35898. Established 

1941; named for region’s red soil; home to 

more than 70 federal and DoD organizations, 

including U.S. Army Materiel Cmd.; 

U.S. Army Avn. and Missile Cmd.; U.S. Army 

Space and Missile Defense Cmd.; U.S. Army 

Security Assistance Cmd.; U.S. Army Contracting 

Cmd.; U.S. Army Expeditionary 

Contracting Cmd.; Program Executive Office 

(PEO)-Missiles and Space; PEO-Avn.; 

FBI Hazardous Devices School; Bureau of 

Alcohol, Tobacco, Firearms and Explosives 

National Ctr. for Explosives Training and Research; 

Avn. Missile Research, Development 

and Engineering Ctr.; Redstone Test Ctr.; 

Missile Defense Agency; Defense Intelligence 

Agency-Missile and Space Intelligence 

Ctr.; and NASA’s Marshall Space Flight 

Ctr.; 1,000 mil., 41,000 civ. and contractors; 

38,000 acres, adjacent to Huntsville. DSN: 

746-2151; 256-876-2151. 

Fort Riley, KS 66442. Established 1853; 

named for Bvt. Maj. Gen. Bennet Riley, who 

led first military escort along Santa Fe Trail; 

home of 1st Inf. Div., known as “Big Red 

One” (includes 1st ABCT, 2nd ABCT, 1st 

Combat Avn. Bde. and 1st Inf. DIVARTY, 1st 

Inf. Div. Sustainment Bde.); 17,100 mil., 

5,700 civ.; 101,733 acres, 125 miles west of 

Kansas City, Mo. DSN: 856-3911; 785-239- 

3911. 

Rock Island Arsenal, IL 61299. Established 

1862; home to Headquarters, Army Sustainment 

Cmd.; Headquarters, First Army; Rock 

Island Arsenal Civilian Personnel Advisory 

Ctr. for East Region and North Central Area; 

and Rock Island Arsenal Joint Manufacturing 

and Technology Ctr.; 890 mil., 4,257 civ.; 

946-acre island in Mississippi River between 

Rock Island and Davenport, Iowa. DSN: 793- 

6001; 309-782-6001. 

Rocky Mountain Arsenal, CO 80022. Established 

1942; responsible for Environmental 

Remediation Ops. and Maintenance; 11 civ.; 

1,090 acres in Commerce City, 10 miles 

northeast of Denver. DSN: 749-2300; 303- 

289-0300. 


Red River Army 

Depot, Texas 

Fort Rucker, AL 36362. Established 1942; 

named for Col. Edmund W. Rucker, Confederate 

cavalry leader; home of U.S. Army 

Avn. Ctr. of Excellence; Army Avn. Museum; 

Army Warrant Officer Career College; U.S. 

Army Combat Readiness/Safety Ctr.; Army 

Aeromedical Ctr.; Army Aeromedical Research 

Laboratory; and Army School of Avn. 

Medicine; 5,584 mil., 7,496 civ.; 63,072 acres, 

75 miles south of Montgomery. DSN: 558- 

3400; 334-255-3400. 

Joint Base San Antonio-Fort Sam Houston, 

TX. See Joint Bases. 

Schofield Barracks, HI 96857. Established 

1909; named for Lt. Gen. John McAllister 

Schofield, Army commander in chief 1888– 

1895, whose recommendations led to first 

U.S. military presence on the islands; home 

of 25th Inf. Div.; U.S. Army Garrison-Hawaii, 

located at Wheeler Army Airfield, which 

supports 22 insts. and various tenant units; 

approx. 18,864 mil., 5,418 civ.; 55,651 acres, 

17 miles northwest of Honolulu. DSN: 315- 

456-7110; 808-449-7110. 

Fort Shafter, HI 96858. Established 1907; 

named for Maj. Gen. William R. Shafter, Civil 

War hero and Spanish-American War corps 

commander; home of U.S. Army Pacific; 8th 

Theater Sustainment Cmd.; 311th Signal 

Cmd. (Theater); 9th Mission Support Cmd.; 

94th Army Air and Missile Defense Cmd.; 

196th Inf. Bde.; Inst. Management Cmd.- 

Pacific Region; Army Corps of Engineers- 

Pacific Div.; and various tenant units; 5,670 

mil., 6,934 civ.; 1,909 acres near Honolulu. 

DSN: 315-456-7110; 808-449-7110. 

Sierra Army Depot, Herlong, CA 96113. Established 

1942; provides wide variety of 

long-term life cycle sustainment solutions 

for joint services, including equipment receipt; 

asset visibility; long-term care, storage 

and sustainment; repairing and resetting 

Army fuel and water systems; on-demand 

rapid deployment from organic airfield; dry 

climate and moderate desert temperatures 

allow low-cost outside or indoor storage 

without need for energy-sponsored controlled 

environments; 1,500 civ. and contractors; 

36,000 acres, 55 miles northwest of 

Reno, Nev. DSN: 855-4343; 530-827-4343. 

Fort Sill, OK 73503. Established 1869; 

named for Brig. Gen. Joshua W. Sill, Union 

commander; home of Fires Ctr. of Excellence; 

Air Defense Artillery School; Field Artillery 

School; 428th and 434th Field Artillery 

Bdes.; 75th Field Artillery Bde.; 30th 

Air Defense Artillery Bde.; 31st Air Defense 

Artillery Bde.; 95th Training Div.; NCO Academy; 

Garrison; Medical and Dental Activities; 

77th Army Band; Network Enterprise 

Ctr.; Mission and Inst. Contracting Cmd.; 

Army Materiel Cmd.; and Marine Artillery 

Detachment; 9,342 mil., 2,832 civ.; 94,000 

acres adjacent to Lawton. DSN: 639-8111; 

580-442-8111. 

U.S. Army Soldier Systems Center, Natick, 

MA 01760. Known as Natick Labs, this facility 

performs research and development in 

core technologies for all services, including 

textile technology, interactive textiles, nanotechnology, 

biotechnology, airdrop technology, 

food science, human physiology 

and warrior systems integration; develops, 

manages, fields and sustains products and 

systems to support all military services; 20 

miles west of Boston. 508-233-5340. 

Fort Stewart, GA 31314. Established 1940; 

named for Brig. Gen. Daniel Stewart, Revolutionary 

War militia officer and Liberty 

County native; home of 3rd Inf. Div. and premier 

joint training; approx. 17,000 mil., 3,300 

civ.; 279,000 acres at Hinesville, 40 miles 

southwest of Savannah. 912-767-1110. 

Military Ocean Terminal-Sunny Point, 

Southport, NC 28461. Established 1955; 


U.S. Air Force/Alejandro Pena 

Joint Base Elmendorf-Richardson, Alaska 

home of 596th Transportation Bde., which 

commands Military Ocean Terminal-Sunny 

Point (on site); 832nd Transportation Bn. 

(Jacksonville, Fla.); 834th Transportation Bn., 

Military Ocean Terminal-Concord, Calif.; 

provides nation with 75 percent of total surface 

ammunition throughput capabilities; 

four mil., 280 civ.; 16,435 acres. DSN: 488- 

8000; 910- 457-8000. 

Tobyhanna Army Depot, PA 18466. Established 

1953; DoD’s largest facility for repair, 

modification, test, design, fabrication and 

integration of full spectrum of command, 

control, communications, computers, intelligence, 

surveillance and reconnaissance 

(C4ISR) systems, missile guidance and control, 

and other specialized systems; designated 

Army Ctr. of Industrial and Technical 

Excellence for C4ISR, and Electronics, Avionics, 

and Missile Guidance and Control Systems, 

and Air Force Technology Repair Ctr. 

for C4I; manages and operates 62 forward 

repair facilities worldwide; approx. 25 mil., 

2,875 gov. civ., 402 contractors; 1,336 acres 

at Tobyhanna, 20 miles southeast of Scranton. 

DSN: 795-7000; 570-615-7000. 

Tooele Army Depot, UT 84074. Established 

1942; DoD’s Western region conventional 

ammunition hub supporting warfighter 

readiness through receipt, storage, issue, 

demilitarization and renovation of conventional 

ammunition; and design, manufacture, 

fielding and maintenance of ammunition-peculiar 

equipment; 1 mil., 484 civ.; 

42,400 acres, 35 miles southwest of Salt 

Lake City, 3 miles south of Tooele City. DSN: 

790-2211; 435-833-2211. 

Tripler Army Medical Ctr., HI 96859. Established 

1920; named for Brig. Gen. Charles 

Stuart Tripler, medical director of Army of 

the Potomac during Civil War; largest military 

med. treatment facility in Pacific Basin; 

performs inpatient and outpatient medical 

services; more than 4,500 mil., civ. and contractor 

personnel; 360 acres near Honolulu. 

808-433-6661/6662. 

Fort Wainwright, AK 99703. Established 

1961; named for Gen. Jonathan M. Wainwright, 

hero of Bataan; home of 1st Stryker 

Bde. Combat Team, 25th Inf. Div. and Avn. 

Task Force-Alaska; 16,000 active-duty and 

reserve mil., civ. and family members; 1.6 

million acres adjacent to Fairbanks. DSN: 

317-353-1110; 907-353-1110. 

Watervliet Arsenal, NY 12189. The nation’s 

oldest continuously operated arsenal, 

began ops. during War of 1812; houses 

26 mil. and civ. tenant organizations, 72 

buildings and over 1 million square feet 

mfg. space; known as “America’s Arsenal,” 

named by Army secretary as Center of Industrial 

and Technical Excellence and ISO 

9001:2008 certified; with partner, U.S. 

Army’s Benét Laboratories, is DoD’s manufacturer 

of choice specializing in artillery 

and tank cannons, mortars and other complex 

machined products for U.S. and foreign 

militaries; 2 mil., 725 civ.; 143 acres 

about 7 miles north of Albany. DSN: 374- 

5111; 518-266-5111. 

West Point, NY 10996. Oldest continuously 

occupied military installation in U.S.; first occupied 

by Continental Army in January 

1778; home of U.S. Military Academy since 

1802, when it was established as nation’s 

first school of engineering; home to West 


Point Museum, considered oldest and 

largest diversified public collection of militaria 

in Western Hemisphere; designated 

National Historic Landmark in 1960; home 

to 20 research centers, including Army Cyber 

Inst. and Center for Army Profession and 

Ethics since 2008; more than 6,000 mil. (including 

4,400 U.S. Corps of Cadet members), 

approx. 3,700 civ.; 16,000 acres on 

Hudson River, 55 miles north of NYC. DSN: 

312-688-2022; 845-938-2022. 

White Sands Missile Range, NM 88002. Established 

1945; national test range; 340 mil., 

2,000 civ., 2,600 contractors; 3,200 square 

miles, 27 miles east of Las Cruces, 40 miles 

north of El Paso, Texas. DSN: 258-2121; 575- 

678-2121. 

Yakima Training Ctr., WA 98901. Established 

1941; subinstallation of Joint Base 

Lewis-McChord, Wash.; supports joint and 

combined arms maneuver training and 

ranges for active and reserve component 

units and allies; 150 mil., 400 civ.; 327,000 

acres, 8 miles northeast of Yakima, 168 

miles southeast of Tacoma. DSN: 638-3205; 

509-577-3205. 

Yuma Proving Ground, AZ 85365. Established 

1943; performs multipurpose testing 

for many weapon systems and munitions; 

2,500 civ.; 1,300 sq. miles, 26 miles northeast 

of Yuma. DSN: 899-2151; 928-328-2151. 

Joint Bases 

This listing includes active joint posts and 

installations. Army elements appear in 

bold. 

Joint Base Elmendorf-Richardson, AK 

99505 and 99506. Managed by Air Force’s 

673rd Air Base Wing; home to Alaskan Cmd.; 

U.S. Army Alaska; and 4th BCT (Abn.), 25th 

Inf. Div.; approx. 5,483 soldiers, 5,515 airmen, 

1,480 Army National Guard, 1,427 Air 

National Guard, 3,562 civ.; approx. 80,000 

acres. DSN: 317-552-1110; 907-552-1110. 

Joint Base Langley-Eustis, VA 23604. Established 

1918; named for Bvt. Brig. Gen. 

Abraham Eustis, Virginia native and War of 

1812 veteran; home of Headquarters, U.S. 

Army Training and Doctrine Cmd.; Joint 

Task Force Civil Support; 7th Transportation 

Bde. (Expeditionary); 128th Avn. Bde.; 

93rd Signal Bde.; 597th Transportation 

Bde.; and U.S. Army Training Support Ctr.; 

and the McDonald Army Health Center; approx. 

22,000 active-duty and civilian personnel, 

including dependents and retirees; 

8,248 acres adjacent to Newport News, 11 

miles southeast of Williamsburg. DSN: 826- 

1212; 757-878-1212. 

Joint Base Lewis-McChord, WA 98433. Established 

1917; named for Capt. Meriwether 

Lewis of Lewis and Clark expedition 

and Col. William Caldwell McChord, former 

chief of Training and Ops. Div., HQ Army 

Air Corps; home of I Corps; 62nd Airlift 

Wing; 446th Airlift Wing; Headquarters, 7th 

Inf. Div.; 2nd Bde., 2nd Inf. Div.; 3rd Bde., 

2nd Inf. Div.; 6th Military Police Bde. (CID); 

16th Combat Avn. Bde.; 17th Field Artillery 

Bde.; 593rd Expeditionary Sustainment 

Cmd.; 201st Battlefield Surveillance Bde.; 

62nd Medical Bde.; 42nd Military Police 

Bde.; 555th Engineer Bde.; 1st Special 

Forces Group (Abn.); 2nd Bn., 75th Ranger 

Rgt.; 66th Theater Avn. Cmd.; 4th Bn., 

160th Special Ops. Avn. Rgt. (Abn.); 22nd 

Special Tactics Squadron; 404th Army Field 

Support Bde.; U.S. Army Cadet Command’s 

8th ROTC Bde.; Western Regional Medical 

Cmd.; Madigan Army Medical Center; Public 

Health Cmd. Region-West; Western Air 

Defense Sector; and Yakima Training Ctr.; 

41,975 mil. (including approx. 41,000 active 

and reserve), approx. 15,000 civ.; more 

than 90,000 acres (414,000 acres, including 

Yakima Training Ctr.); 10 miles southeast of 

Tacoma. DSN: 357-1110; 253- 967-1110. 

Joint Expeditionary Base Little Creek-Story, 

VA 23459. Established 2009; composed of 

former Army Garrison of Fort Story (established 

1914) and Naval Amphibious Base 

Little Creek (established 1947); serves as expeditionary 

and logistics-over-the-shore 

training site for active and reserve Army, 

Marine Corps and Navy components; national 

joint training asset and only base 

that meets nearly all Navy special warfare 

training requirements; home to 131 resident 

commands; 16,064 mil., 5,456 civ.; 

3,947 acres including both properties. DSN: 

253-7358; 757-462-7385/7386. 

Joint Base McGuire-Dix-Lakehurst, NJ 

08641. DSN: 650-1100; 609-754-1100. 

Joint Base Myer-Henderson Hall, VA 

22211. Established in 1863 as Fort Whipple; 

renamed Fort Myer in 1881 for Brig. Gen. 

Albert J. Myer, first chief of Army Signal 

Corps; home of 3rd U.S. Inf. Regt. (Old 

Guard); U.S. Army Band “Pershing’s Own”; 

8,000 mil., 1,374 civ.; 270 acres adjacent to 

Arlington National Cemetery; across Potomac 

River from Washington, D.C. DSN: 

426-4979/3283; 703-696-4979/3283. Joint 

base command includes Fort McNair, 

Washington, D.C. 20319. Established in 

1791; named for Gen. Lesley J. McNair, 

Army ground forces commander killed in 

Normandy, 1944; home of U.S. Army Military 

District of Washington; Joint Force 

Headquarters-National Capital Region; National 

Defense University; Ctr. of Military 

History; Inter-American Defense College; 

108 acres in SW Washington, D.C. DSN: 

426-4979/3283; 703-696-4979/3283. 

Joint Base San Antonio-Fort Sam Houston, 

TX 78234. Established 1876; known as 

Post in San Antonio until named for first 

elected president of Republic of Texas in 

1890; home to HQ, U.S. Army Medical 

Cmd.; U.S. Army North/Fifth Army; U.S. 

Army South; 5th Recruiting Bde.; 12th 

ROTC Bde.; San Antonio Mil. Entrance and 

Processing Station; 937th Air Force Training 

Readiness Group; U.S. Army Inst. Management 

Cmd.; Army Medical Department 

Ctr. and School; San Antonio Mil. 

Medical Ctr.; Brooke Army Medical Ctr.; 

HQ, Dental Cmd.; Inst. of Surgical Research; 

Defense Medical Readiness Training 

Inst.; 470th Military Intelligence Bde.; 

106th Signal Bde.; 410th Contracting Bde.; 

Ctr. for Health Promotion and Preventive 

Medicine; DoD Med Ed and Training Campus; 

Navy Medicine Training Support Ctr.; 

Military Inst. and Contracting Cmd., including 

410th and 412th Contracting 

Bdes.; Regional Health Cmd.-Central (Provisional); 

Battlefield Health and Trauma 

Ctr.; Public Health Command-South Region; 

Tri-Service Research Laboratory; 

502nd Air Base Wing; more than 36,000 

mil. and civ. personnel; approx. 3,000 

acres at San Antonio, 28,000 acres at 

subinst. Camp Bullis, 35 miles northwest. 

DSN: 471-1211; 210-221-1211. 

Walter Reed National Military Medical 

Center, MD 20889. Established 2011; integrated 

National Naval Medical Ctr. and Walter 

Reed Army Medical Ctr. on grounds of 

former NNMC campus in Bethesda, Md.; 

largest mil. medical center in U.S. with 1.2 

million patient visits each year; tertiary care 

destination providing services in more than 


Camp Blanding Joint Training Center, Fla. 

100 clinics and specialties; more than 7,100 

staff; 2.4 million square feet. 301-295-4000. 

Major Reserve Component Training Sites 

This listing does not include active posts 

maintained by Army primarily for reserve 

component training; these can be found in 

the directory of active Army institutions. Reserve 

component units also conduct a portion 

of their annual training on federal posts 

that are continuously occupied by active 

Army units. Commercial telephone numbers 

are for operator assistance at sites 

listed; DSN numbers are for military points 

of contact. 

Atterbury-Muscatatuck Center for Complex 

Operations, Edinburgh, IN 46124. 

DSN: 569-2499; 812-526-1386. 

Camp Blanding Joint Training Center, 

Starke, FL 32091. DSN: 822-3379; 904-682- 

3358. 

Camp Bowie, Level 3 Training Center, 

Brownwood, TX 76801. 325-646-0159. 

U.S. Army Garrison-Fort Buchanan, Puerto 

Rico 00934. DSN: 740-3400; 787-707-3400. 

Fort Chaffee Joint Maneuver Training 

Center, AR 72905. DSN 312-962-2121; 479- 

484-2121. 

U.S. Army Garrison-Fort Devens, MA 01434. 

DSN: 256-2126; 978-796-2126. 

Joint Base McGuire-Dix-Lakehurst, NJ. See 

Joint Bases. 

Camp Edwards, Joint Base Cape Cod, MA 

02542. DSN: 557-5885; 508-968-5885. 

Gowen Field, Boise, ID 83705. DSN: 212- 

5755; 208-422-5755. 

Camp Grayling Joint Maneuver Training 

Center (Heavy), MI 49739. DSN: 623-3100; 

989-344-6100. 

Camp Gruber Training Site Command, 

Braggs, OK 74423. DSN: 628-6001; 918-549- 

6001. 

Camp Guernsey Joint Training Center, 

WY 82214. DSN: 344-7810; 307-836-7810. 

U.S. Army Garrison-Fort Hunter Liggett, 

CA 93928. 831-386-2530. 

Fort Indiantown Gap-Army National 

Guard Training Center, Annville, PA 17003. 

DSN: 491-2000; 717-861-2000. 

Joint Forces Training Base-Los Alamitos, 

CA 90720. DSN: 972-2090; 562-795- 

2090. 

Fort McCoy, WI 54656. DSN: 280-1110; 608- 

388-2222. 

Parks Reserve Forces Training Area, 

Dublin, CA 94568. 925-875-4298. 

Camp Perry Joint Training Center, Port 

Clinton, OH 43452. 419-635-4021; 614-336- 

6235. 

Fort Pickett-Army National Guard Maneuver 

Training Center, Blackstone, VA 

23824. DSN: 438-8621; 434-292-8621. 

Camp Ravenna Joint Military Training 

Center, Ravenna, OH 44444. 614-336-6660. 

Camp Rilea, Warrenton, OR 97146. DSN: 

355-4052; 503-836-4052. 

Camp Ripley-Minnesota National Guard 

Training Center, Little Falls, MN 56345. 

DSN: 871-3122; 320-616-3122. 

Camp Roberts Maneuver Training Center, 

San Miguel, CA 93451. DSN: 949-8000; 

805-238-3100. 

Robinson Maneuver Training Center, 

North Little Rock, AR 72199. DSN: 962-5100; 

501-212-5100. 

Camp Santiago Joint Maneuver Training 

Center (Light), Salinas, Puerto Rico 00751. 

787-824-7400. 

Camp Shelby Joint Forces Training Center, 

MS 39407. DSN: 558-2000; 601-558-2000. 

Camp Sherman Joint Training Center, 

Chillicothe, OH 45601. 614-336-6460. 

Camp Swift, Level 3 Training Center, Bastrop, 

TX 78602. 512-782-7114. 

Camp W.G. Williams, Bluffdale, UT 84065. 

DSN: 766-5400; 801-878-5400. 


WEAPONS 


CONTENTS 

The 2016–17 ARMY Green Book Weapons directory 

offers a broad look at existing and emerging systems supporting 

warfighters. These systems enable the Army to 

mobilize and quickly respond to man-made and natural 

crises with a customized set of capabilities to meet any 

demand. They safeguard against risk and present multiple 

options to the Total Army, allowing us to hope for the best 

while planning for the worst. 

This updated directory was produced with extensive 

support from service organizations and structures. The 

ARMY Green Book staff appreciates this assistance. 

IV. GROUND COMBAT SYSTEMS 262 

I. AVIATION 221 V. COMBAT SUPPORT AND COMBAT SERVICE SUPPORT 268 

II. MISSILES AND SPACE PROGRAMS 237 

VI. AMMUNITION 283 

III. COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS 

AND INTELLIGENCE (C4I) SYSTEMS 247 

VII. INDIVIDUAL EQUIPMENT AND WEAPONS 291 


AVIATION 

Rotary Wing 

The Army’s primary attack helicopter 

is the AH-64 Apache Longbow, which 

provides day, night and adverse weather 

attack capability. It is a quick-reacting 

airborne weapon system that can fight 

both close and deep to destroy, disrupt 

or delay enemy forces. The three versions 

in today’s Army inventory are the 

AH-64D Longbow Block I and Block 

II and the newest, the AH-64E Apache. 

The Apache has a maximum speed of 

145 knots. It has a maximum gross 

weight range of 230 nautical miles with 

range extension capability using internal 

and external tanks. The Apache has a full 

complement of aircraft survivability 

equipment and the ability to withstand 

hits from rounds up to 23 mm in critical 

areas. Apache ordnance consists of the 

Hellfire missile (RF/SAL versions), 2.75- 

inch rockets (all versions) and 30 mm 

high-explosive incendiary rounds. 

The original AH-64A Apache entered 

service in 1984 and is no longer in 

the Army inventory. All were inducted 

into the AH-64D Block II production 

line to modernize and update older airframes, 

which is the Apache program’s 

sustainment philosophy. 

The AH-64D Longbow Block II 

was fielded through a combination of 

new production and remanufacture of 

AH-64A aircraft. The new production 

aircraft were the first Apaches built 

from the ground up since the original A 

model aircraft. The AH-64D incorporates 

the Longbow fire-control radar, 

capable of being used day or night, in 

adverse weather and through battlefield 

obscurants. It consists primarily of the 

integration of a mast-mounted, millimeter-wave 

fire-control radar, a radar 

frequency interferometer, and a radar 

frequency fire-and-forget Hellfire missile. 

Block II production ended in September 

2013. 

The Longbow’s digitized target acquisition 

system provides automatic detection, 

location, classification, prioritizing 

and target handover. The cockpit 

is redesigned to digitize and multiplex 

all systems. The manpower and personnel 

integration program crew stations 

have multifunction displays to reduce 

crew workload and increase effectiveness. 

The AH-64D provides truly coordinated 

rapid-fire capability to the maneuver 

force commander—16 separate 

targets within one minute—on a 24- 

hour basis and in any conditions. 

The newest version of the Apache 

fleet is the AH-64E Apache. The first 

aircraft delivery was in November 2011. 

Similar to previous Apache sustainment 

programs, the latest program updates or 

remanufactures existing aircraft in the 

fleet to this more capable version of the 

Apache Longbow. One major difference 

in the AH-64E remanufacture line 

is that new airframes will be added to 

the production line. This will “zero time” 

the airframes, greatly reducing maintenance 

and sustainment costs. 

The AH-64E is the next generation 

of the Apache attack helicopter following 

the proven remanufacture process 

for sustaining the Army’s attack helicopter 

fleet. The E model adds manned/ 

unmanned teaming, cognitive decision 

aiding, improved drive system, open architecture, 

new composite rotor blades 

and a new fuselage to the capabilities of 

the fleet while extending fleet life expectancy 

and reducing operations and 

support cost, including logistics footprint. 

The level of interoperability 4 capability 

for manned/unmanned teaming 

allows the AH-64E to receive video from 

the unmanned aircraft system and control 

its payload and flight path. The first unit 

equipped was the 1st Battalion, 229th 

Airborne Brigade, Joint Base Lewis-Mc- 

Chord, Wash., which deployed shortly 

after fielding. The AH-64E made a dramatic 

impact for commanders and maintainers 

while supporting combat operations. 

The Army plans to purchase 690 

AH-64E aircraft. 

The OH-58 Kiowa Warrior (KW) is 

an armed reconnaissance and security 

scout, providing intelligence critical to 

defining and controlling the battlefield. 

These aircraft find and fix; and report, 

engage and destroy enemy forces with direct 

and indirect fire capability while routinely 

maintaining the highest operational 

tempo of any Army rotary-wing asset. 

The KW accomplishes its mission by 

employing a thermal imaging system, 

low-light TV and a laser range-finder/ 

AH-64 Apache 


UH-60M Black Hawk 

designator in a mast-mounted sight 

above the main rotor. Weapon system 

options include Hellfire missiles, 2.75- 

inch rockets and a .50-caliber machine 

gun. The aircraft operates autonomously 

at standoff ranges, providing armed reconnaissance, 

command and control, 

and target acquisition/designation for 

both ground troops and other airborne 

weapons platforms in day, night and adverse 

weather conditions. 

In 2013, the Army began re-evaluating 

aviation strategy as it became clear 

that ongoing sustainment of aviation 

modernization programs, force levels 

and training across all three components 

were not supportable. Ultimately, 

the aviation restructure initiative was 

developed. The OH-58D KW upgrade 

Wartime Replacement Aircraft and OH- 

58F KW Cockpit and Sensor Upgrade 

programs were canceled in 2014 while 

the Army began a four-year effort to divest 

the active Army and Army National 

Guard OH-58D KW fleets. 

Since May 2014, the Army has divested 

approximately 300 OH-58D aircraft as 

well as 44 TH-67 aircraft and 85 OH- 

58A/C aircraft. 

OH-58D divestment will continue 

through the end of 2017, when the last 

OH-58D KW is scheduled to leave the 

Army inventory. Until then, the remaining 

KW units will support and sustain 

current operations and maintain readiness 

for emerging and future contingencies. 

As the KW prepares to leave Army 

service, the foreign military sales community 

has expressed extensive interest 

in the platform—hardly a surprise, considering 

the proven operational tempo, 

readiness rates and continuous combat 

record. Divested KWs will continue to 

support U.S. national security and foreign 

policy objectives through the OH- 

58D foreign military sales effort, 

which will maximize KW reutilization 

across the global community to build 

partnership capacity. 

Utility Helicopters 

The UH-60 Black Hawk helicopter 

is the workhorse of Army aviation, with 

more than 8.3 million hours flown. This 

platform accounts for more than 49 

percent of the Army’s annual flying 

hours. The UH-60 provides the Army 

with air assault, general support, command 

and control, and medevac capabilities. 

It has enhanced overall mobility 

through dramatic improvements in troop 

capacity and cargo-lift capability. 

A fully equipped, 11-man infantry 

squad can be lifted in one aircraft faster 

and in inclement weather conditions, 

allowing ground commanders to quickly 

shift forces to increase battlefield operational 

tempo to overmatch the enemy’s. 

The Black Hawk can also reposition a 

105 mm howitzer, its crew of six and up 

to 30 rounds of ammunition in a single 

lift, allowing the rapid massing of overwhelming 

combat power. 

The HH-60 (Medevac) configuration 

meets the need for tactical, en 

route patient care and evacuation. The 

HH-60M Black Hawk is in production 

and serves as the Army’s medevac helicopter 

for the current and future force. 

It is in line with the Army’s modernization 

strategy, the national military strategy 

and the National Defense Strategy. 

The UH-60M enhances a commander’s 

ability to conduct nonlinear, simultaneous 

and fully integrated operations 

to decisively mass the effects of the 

Army’s warfighting assets. The UH- and 

HH-60M configurations provide digital 

connectivity for enhanced situational 

awareness and improved lift, range, deployability 

and survivability to further increase 

a commander’s ability to conduct 

air assault, general support, command 

and control, and aeromedical evacuation. 

The MH version supports unique special 

operations forces roles and missions, including 

a gunship variant identified as 

the MH-60 Direct Action Penetrator. 

The UH-72A Lakota is the newest 

helicopter to enter service with the Army. 

Since 2006, more than 350 aircraft have 

been produced, delivered and fielded, 

meeting all cost, schedule and performance 

goals to date. Over 85 UH-72s 

have been fielded to the U.S. Army Aviation 

Center of Excellence, Fort Rucker, 

Ala., where they serve as the primary 

training helicopter. These helicopters 

support the Initial Entry Rotary-Wing 

Course, which includes basic warfighter 

skills training and night vision goggle 

qualification. 

The UH-72A Lakota supports a wide 

variety of missions across the Army, including 

reconnaissance, air movement, 

aerial sustainment, command and control, 

search and rescue, training, medevac 

and casualty evacuation. It also supports 

homeland defense and security 

missions including assistance to border 

patrol operations, terrorist incident response, 

counterdrug operations and disaster-relief 

missions. In addition to the 

standard general support configuration, 

there are several mission equipment 

configurations including security and 

support, observer/controller, opposing 

force, VIP, training and medevac. 


The UH-72A is fielded in 42 states, 

Germany, Kwajalein Island, Puerto Rico, 

the U.S. Virgin Islands, Guam and 

Washington, D.C. The current fleet has 

logged more than 345,000 flight hours 

and has supported numerous operations. 

The UH-72A Lakota is unique within 

Army aviation in that it is manufactured 

and maintained according to Federal 

Aviation Administration (FAA) standards, 

and uses contractor logistics support 

for its maintenance. Active Army 

units receive full contractor logistics support, 

while the National Guard has implemented 

a hybrid system that includes 

soldiers conducting field-level maintenance. 

The CH-47F Chinook Improved 

Cargo Helicopter is in full-rate production; 

it is procured through both 

new-build and remanufactured processes. 

The Boeing helicopter features a newly 

designed, modernized airframe; a Rockwell 

Collins common avionics architecture 

system cockpit; and a BAE digital 

advanced flight control system. The advanced 

avionics provide improved situational 

awareness for flight crews with an 

advanced digital map display and a data 

transfer system that allows storing of 

preflight and mission data. Improved 

survivability features include common 

missile warning and improved countermeasure 

dispenser systems. 

Powered by two 4,868-horsepower 

Honeywell engines, the CH-47F can 

reach speeds greater than 175 mph and 

transport payloads weighing more than 

21,000 pounds. The CH-47F with the 

Robertson Aviation extended-range fuel 

system has a mission radius greater than 

400 miles. 

First unit fielding of the CH-47F began 

in July 2007 with an Army acquisition 

objective of 542 aircraft. To date, 

the project office has fielded and trained 

13 active units and nine National Guard 

units, two Army Reserve units, Eastern 

Army National Guard aviation training 

sites and Fort Rucker. The Army is 

scheduled to finish fielding the F model 

in fiscal 2018. 

Aviation Systems 

Air traffic services provide the assets 

required to ensure safety and survivability 

on the modern battlefield. Tactical 

Air Traffic Control (ATC) supports air 

and land component commanders’ automated-airspace 

command-and-control 

requirements and ATC for aircraft 

operating in terminal and rear operation 

areas through tactical communications, 

radars, towers and airspace systems. In 

turn, air traffic services support enables 

fixed-base facilities and platforms, a 

function that mitigates risks. 

To meet these needs, the product 

manager’s office for ATC Systems manages 

the modernization of tactical and 

nontactical ATC equipment. Major tactical 

programs include the following: 

The AN/TPN-31 Air Traffic Navigation, 

Integration and Coordination 

System (ATNAVICS) is a Humveemounted, 

survivable radar system that 

contains a highly mobile tactical area 

surveillance and precision-approach 

ATC system. It has replaced the technologically 

obsolete and unsupportable 

landing control central (AN/TSQ- 

71B). The new system provides expeditious 

air traffic flow, permitting continuous 

unimpeded operations, and provides 


CH-47F Chinook 

area navigational assistance. 

It also integrates air traffic during joint 

and combined operations, and coordinates 

air movement within selected terminal 

controlled airspace areas. It facilitates 

the safe handling of terminal air 

traffic in visual flight rules and instrument 

flight rules conditions, providing 

precision approach capabilities as well as 

interrogate all identification friend or foe 

modes and mode 5. All components can 

be loaded onto a single C-130 aircraft or 

sling-loaded by CH-47 for deployment 

to any location. 

The AN/TSQ-221 Tactical Airspace 

Integration System (TAIS) is a 

tactically mobile and strategically deployable 

system incorporating a Humvee 

prime mover with a standard Army rigid 

walled shelter containing mission equipment 

and radio suite. The AN/FSQ-211 

TAIS Airspace Workstation (AWS) is a 

transportable, small form factor computer 

running Microsoft Windows and 

Office suite and the TAIS mission application. 

The software in both variants 

provides a digitized warfighting application 

within the Mission Command Information 

System. 

Both TAIS and TAIS AWS are utilized 

in all theaters across the range of 

military operations, and make up the 

Army’s program of record for both airspace 

control and tactical en route air 

traffic services requirements. Either variant 

can develop requests for airspace and 

then deconflict and integrate combat 

airspace and airspace users, and interface 

with joint airspace management systems 

through the theater air ground system. 

This provides a direct interface to the 

joint force air component commander/ 

airspace control authority through the 

joint theater battle management core 

system. 

TAIS and TAIS AWS provide automated 

airspace control and coordinated 

use of battlefield airspace for the purpose 

of supporting force operations, enhancing 

force projection and facilitating freedom 

of maneuver in the airspace, while 

minimizing fratricide through precise 

Mission Command synchronization, 

deconfliction and integration of capabilities 

in four dimensions. The AN/TSQ- 

221 TAIS also supports nonautomated 

airspace users and aircraft through voice 

and manual interfaces. 

The latest version of the TAIS application 

resident in both the TAIS and 

TAIS AWS also provides a web-based, 

network-centric, thin-client application—the 

dynamic airspace collaboration 

tool—that provides airspace control 

collaboration and 3-D visualization 

capability for non-TAIS users via a Java 

web applet. This extends elements of 

TAIS functionality to other Army users 

and unified action partners on shared 

mission networks without the need for 

the other users to have a TAIS AWS. 

The dynamic collaboration tool allows 

all airspace stakeholders to rapidly 

and accurately collaborate on airspace 

requests in real time. For example, an 

Army brigade combat team can use its 

TAIS AWS to collaborate with Marine 

Corps and Air Force airspace agencies 

using the collaboration tool to expedite 

dynamic retasking of assets across service 

boundaries. 

TAIS is evolving as part of the Army’s 

common operating environment, 

an approved set of computing technologies 

and standards enabling secure and 

interoperable applications to be developed 

and executed across a variety of 

computing environments. Capabilities 

for the dynamic collaboration tool and 

airspace control reside in the command 

post computing environment of the 

common operating environment. New 

functionality will include web applications. 

This capability will enable the 

continuous ability to access, manipulate, 

manage and share airspace information 

across the operational environment 

without the need for unique hardware 

dedicated to this role. 

The AN/MSQ-135 Mobile Tower 

System (MOTS) is designed to quickly 

establish air traffic services during the 

initial phases of deployment, and then 

sustain those services throughout operations 

and redeployment. It will provide 

terminal ATC services for selected hightraffic 

landing areas in the echelon above 

corps and division. It will replace existing 

AN/TSQ-70A and AN/TSW-7A. 

MOTS can be self-deployable or airlifted 

by C-17 aircraft. 

MOTS uses three vehicles with trailers. 

The prime mover, an up-armored 

M1083-A1P2 medium tactical vehicle 

cargo truck, will transport the ATC 

shelter and tow the generators required 

to provide organic power. Two M1165 


Humvees will tow the MOTS organic 

airfield lighting system, including cables 

and generator. The lighting system’s internal 

batteries can be powered via solar 

or generator power, although use of 

generator power requires the cables to 

be connected to the lights. 

MOTS will provide numerous services, 

including sequencing and separating 

arriving and departing aircraft, coordinating 

instrument meteorological 

condition recovery of aircraft, coordinating 

in-flight emergencies, and search 

and rescue (including combat missions). 

In peacetime, MOTS will support 

Army air traffic services training requirements 

and aviation units during tactical 

field training exercises along with supporting 

other agencies, host nations, 

joint services and other Army missions. 

The tactical ATC systems are derivatives 

of commercial off-the-shelf technologies 

or other military systems. By using this 

approach, the project manager will maximize 

the effectiveness and efficiency of 

funding allocated to the air traffic equipment 

inventory modernization. 

The AN/TSQ-198 Tactical Terminal 

Control System is a rapid-deployable 

tactical ATC communication system 

that provides enhanced air traffic 

services communications support to aviation 

assets conducting reconnaissance, 

maneuver, medical evacuation, logistics 

and intelligence operations across the 

battlefield. The 198A consists of an 

M998 Humvee and M1101 high-mobility 

trailer. The 198B has an M1097 

Humvee/M1165A1 with B3 armor kit 

and an M1101/M1102 high-mobility 

trailer. Both have the following capabilities: 

satellite communication; UHF 

and VHF amplitude modulation; highfrequency, 

single-channel ground and 

airborne radio system; and defense advanced 

and precision lightweight GPS 

receivers. 

The ATC portfolio includes the 

Common ATC Simulator, a training 

device capable of replicating ATC tasks 

associated with the MOTS tower and 

ATNAVICS radar systems. Each fielding 

provides an ATC company with 

two identical simulators, both of which 

are able to train two operators on either 

tower or radar tasks. The systems are 

capable of networking for collective 

training tasks including bidirectional 

tower and radar handoffs. 

The simulator, accredited by the Directorate 

of Standards in October 2013, 

allows Army ATC units to accomplish 

50 percent of their required training 

tasks. Future efforts include the addition 

of a TAIS flight following component, 

enabling TAIS operators to participate 

in collective training. 

Aviation Networks and 

Mission Planning 

The product director for Aviation 

Networks and Mission Planning provides 

state-of-the-art tools that enhance 

aviators’ situational awareness, command 

and control, and safety. These 

products are developed, deployed, sustained 

and refreshed to keep current 

with changing technologies and advances 

in hardware and software. 

The Improved Data Modem is the 

common digitizing solution. It performs 

as an internet controller and gateway to 

the tactical internet and fire-support internet 

for aviation platforms. The mo- 

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Air Traffic Control Simulator 

dem remains a dynamically evolving 

product to facilitate a digital transmission 

network for the sharing of situational 

awareness and tactical command and 

control data among digitized Army, joint 

and coalition aviation partners. It serves 

as the crucial interface for platform mission 

computers and radios, supporting 

legacy VHF and UHF radios and Blue 

Force Tracker and Blue Force Tracker 2. 

As a single line-replaceable unit that performs 

communication modulation/demodulation, 

database processing and 

message processing functions for digitized 

Army aviation, the modem presents 

a multipath approach to command and 

control in the tactical environment. 

The Aviation Mission Planning System 

is a mission planning and battle 

synchronization tool that automates aviation 

tasks including tactical command 

and control, rehearsal and flight planning. 

Interoperable with Mission Command 

systems and associated networks, 

it furnishes the aviation commander 

with continuous situational awareness, 

allowing for rapid adjustment and dissemination 

of mission plans. Products 

enable communication, navigation, pilot 

situational awareness and weapons systems 

on Army aircraft including the 

AH-64D/E, CH-47D/F, OH-58D, 

UH-60A/L/M/V and HH-60L/M, and 

unmanned aircraft systems. 

The system hosts the portable flight 

planning software, which allows the 

warfighter to consolidate and load an 

aircraft with navigation, environmental, 

performance and threat data. 

A significantly updated version named 

Execution Planner (X-Plan) was expected 

to be released this summer. X- 

Plan is a joint developmental effort of 

the U.S. Army Program Executive Office 

Aviation, U.S. Army Special Operations 

Command and the U.S. Air 

Force. It provides enhanced capabilities, 

including the ability to plan for 

fixed-wing, rotary-wing, ground and 

maritime platforms on one device. X- 

Plan provides an improved work flow 

and ease of use by integrating a Microsoft 

Office 2010 look and feel to 

the software. 

The Centralized Aviation Flight 

Records System provides management 

of aviation flight records through a centralized, 

fully automated, globally accessible 

and secure system. It provides commanders 

easy access to essential aviation 

information for training assessments and 

risk management; records are stored in a 

safe and secure digital environment. In 

addition, senior-level leadership can access 

aviation flight records to assist in resource, 

readiness and personnel management 

decisions. 

The system will standardize flight and 

training records management, reduce 

the workload of record maintainers, and 

minimize human error. Aviation units 

synchronize their locally stored data 

through a data collection point at each 

unit to the central enterprise database, 

which stores and consolidates all personnel 

flight and training record data. 

The Aircraft Notebook (ACN) is a 

laptop computer that serves as the single 

point, at-aircraft system with aircraft 

forms, records software and platformspecific 

installed applications. This software 

“toolkit” is necessary for completing 

aircraft maintenance through an electronic, 

automated, fully integrated solution. 

It will facilitate recording maintenance 

actions and supply requests, 

provide and leverage reference material 

from maintenance manuals, and operate 

in a disconnected mode. 

In addition, ACN software will integrate 

the aircraft interactive electronic 

technical manuals and onboard digital 

source collector ground station functionality. 

This integration will provide a 

task-based maintenance approach for 

recording maintenance, significantly reducing 

user input required to complete 

associated maintenance forms and enhancing 

a fleet manager’s knowledge of 

what maintenance tasks are being performed 

and the associated faults. 

The Aviation Data Exploitation Capability 

(ADEC) will provide a new 

technology suite to aviation units (fixed, 

rotary and unmanned) as the system is 

deployed in fiscal 2017. ADEC enables 

units to electronically select aircraft, pilots 

and crew members for a planned 

flight. It enables a standardized mission 

risk assessment worksheet based on four 

areas; the worksheet is then submitted 

to the appropriate commander for riskbased 

approval. The system allows company, 

battalion and brigade commanders 

to view daily and future scheduled, 

completed and canceled flights. 


Future releases will use ACN data to 

add aircraft maintenance status, providing 

an end-to-end single entry point for 

readiness, flight operations, safety officer 

program execution and unit training 

execution. ADEC is an automated, unclassified 

national security system affecting 

maintenance, operations, safety 

and training areas supporting military 

flight operation quality assurance. It allows 

users to gather, analyze and exploit 

existing aviation data to augment operations 

and provide a common operating 

picture in both garrison and deployed 

settings. 

Aviation Ground Support 

Equipment 

The Aviation Ground Support Equipment 

(AGSE) Product Management 

Office, often called the crew chief’s PM, 

is the life cycle manager for all common 

ground support equipment. This team 

provides soldiers with the equipment required 

to conduct maintenance missions 

around the globe to facilitate aviation 

fleet operational readiness. 

The office currently manages one active 

Acquisition Category III program, 

and 18 programs in fielding and sustainment. 

The office provides more than 

33,000 components to support both the 

field and sustainment levels of aviation 

maintenance. 

Under the motto “right tools, right 

time, right place,” AGSE systems inspect, 

test, adjust, calibrate, disassemble, 

transport, service, repair and overhaul 

aircraft. They include a diverse mix of 

maintenance sets, kits and outfits, tools, 

power units, contact maintenance vehicles, 

nitrogen generators, aircraft weigh 

scales, maintenance stands, vibration 

analyzers, battle damage assessment and 

repair kits, aerial recovery kits, nondestructive 

testing equipment and towing 

vehicles—all used to perform every level 

of aviation maintenance, from the crew 

chief on the flight line to depot-level 

repairs. 

All 673 Standard Aircraft Towing 

Systems have been fielded to active 

Army, National Guard and Reserve aviation 

units. Fieldings included new equipment 

training for both operators and 

maintainers. System components are provisions 

and available, via funded requisitions, 

through the military supply system. 

Current activities include a Basis of Issue 

update in support of unmanned aircraft 

systems requirement. 

The Shop Equipment Contact Maintenance 

Vehicle is a modified M1079- 

A1P2, 2.5-ton, light medium tactical 

vehicle that provides fix-forward maintenance 

capability and can transport a 

crew of three with mission-essential 

equipment, expendable supplies, and 

parts and spares to repair or recover 

downed rotary-wing aircraft. It includes 

an environmental control unit, modified 

storage racks, an inverter sufficient to 

operate power tools, portable external 

lighting system, and portable air compressor 

to support maintenance tasks using 

pneumatic tools during day and 

night operations. The vehicles were produced 

at Red River Army Depot, Texas; 

fielding was completed in fiscal 2014. 

The Common Aviation Tool System 

is a tool set and container modernization 

of the existing system that capitalizes 

on technological advancements 

and enhancements. In February 2014, 


Nonozone-depleting Handheld Fire Extinguisher 

Snap-On was awarded the system contract. 

Fielding began about four months 

later and was expected to be completed 

in the third quarter of fiscal 2016. The 

system includes seven Class II individual 

aviation mechanics tool kits with 

aerospace standard tools, industrialquality 

tools, foam-shadowed drawers, 

and component listings with picture diagrams 

for easy inventory and reduced 

risk of foreign object damage. Planned 

capability enhancements include adding 

ratcheting wrenches to six of the seven 

toolkit versions and developing an aircraft 

armament toolkit to support AH- 

64 armament maintainers. 

A nonozone-depleting Handheld Fire 

Extinguisher was introduced in fiscal 

2014 to replace the halon model mounted 

in Army aircraft. It incorporates the extinguishing 

agent HFC-227ea blended 

with a special sodium bicarbonate powder. 

Together, they are an environmentally 

acceptable alternative to halon. 

Both the extinguishing agent and the 

extinguisher as a system have been 

tested and qualified; they have received 

the required safety confirmations and 

airworthiness releases for fielding and 

use in all Army aircraft systems. The 

Defense Logistics Agency will be the 

supply source for the new extinguisher 

system, which won 2015 Secretary of 

Defense and Secretary of the Army Environmental 

awards. 

The Aviation Ground Power Unit 

supports all Army rotary-wing aircraft in 

forward-deployed areas where sources of 

electrical, hydraulic or pneumatic power 

are not available. Through Letterkenny 

Army Depot, Pa., 244 new E-model 

units have been produced to fill critical 

shortages. Also completed is application 

of Modification Work Order 50-5 to 

add a grounding cable reel; strengthen 

the engine access doors; and provide 

110-volt, 60-hertz power for computer 

and other ancillary electronic gear that is 

used for aircraft maintenance. 

The Generic Aircraft Nitrogen 

Generator is a diesel-powered, wheelmounted, 

nitrogen-generating service 

cart. It produces 95.5 percent pure nitrogen 

and is primarily used for flight 

line servicing of tires, landing struts and 

hydraulic accumulators on all rotarywing 

platforms. It can also refill nitrogen 

bottles at all levels of aviation maintenance. 

A new technical manual has 

been published, and two work order applications 

to standardize generator configurations 

have been completed. 

The Aviation Light Utility Mobile 

Maintenance Cart is a standardized, 

logistically sustainable, lightweight, allterrain 

maintenance cart capable of 

transporting personnel, tools, test equipment 

and small cargo across the flight 

line expeditiously and safely. A contract 

was awarded in September 2014 for 150 

low-rate initial production systems; deliveries 

were completed this April. Fullrate 

production status was achieved in 

February; fielding commenced about 

four months later. 

The Unit Maintenance Aerial Recovery 

Kit is a set of slings, shackles, 

fixtures and ancillary equipment that 

provides aviation support and maintenance 

companies the ability to quickly 

rig disabled aircraft for evacuation. Current 

procedures enable maintainers to 

rig and recover aircraft when the main 

rotor hub, transmission and structural 

integrity of the specified attachment/ 

lifting points are not compromised. 

With the understanding that on today’s 

battlefield many downed aircraft 

sustain damage to those critical parts and 

that lifting points may be compromised, 

the kit is being modernized and upgraded 

to include new hardware and 

procedures to conduct aerial recovery of 

aircraft downed by maintenance or 

crash/battle damage by providing increased 

numbers of validated lifting 

points, rigging procedures and lifting options. 

The modernized kits will also enable 

recovery of certain unmanned aircraft 

systems. Production and modified 

work order applications were scheduled 

to begin in the third quarter. 

The Battle Damage Assessment and 

Repair System is a transportable and expeditious 

means to assess combat damage 

to helicopters and defer or conduct 

temporary repairs in a battlefield environment, 

allowing for a return flight to a 

repair facility. Quick-fix materials and 

equipment include repair kits for electrical 

systems, fuel cells, sheet metal and 

fluid lines. 

The Aviation Intermediate Maintenance 

Shop Set (AVIM SS) complex is 

composed of 10 Class VII modernized 

specialized shop sets housed in one- 


sided, expandable International Standardization 

Organization 20-foot shelters. 

The complex provides an easily 

transportable and modular maintenance 

capability for aviation support companies. 

The modernization effort adds improved 

aerospace standard tools in 

foam-shadowed drawers that allow 

units to provide logistic and maintenance 

support operations across the full 

spectrum of operations and platforms. 

The modified work order application 

of a completely modernized AVIM Composite 

SS is complete. To address the 

increasing role composite materials have 

in airframe structural components and 

allow for those very expensive components 

to be repaired instead of replaced, 

the modernized Composite SS includes 

specialized tools such as hot-bonders 

and heat blankets for elevated temperature 

cures, thermocouples and a thermocouple 

welder, vacuum tools, a 

downdraft table, and carbon fiber and 

fiberglass repair material/patches. 

In January 2012, PM AGSE received 

approval and began assigning several 

critical assets permanently in Afghanistan 

to support units. AGSE Theater 

Provided Equipment includes standard 

aircraft towing systems, aviation ground 

power units, generic aircraft nitrogen 

generators, aviation unit maintenance 

No. 2 shop sets and AVIM shop sets. 

The primary purposes of this initiative 

are to unburden units from packing and 

shipping these critical systems; significantly 

reduce inter- and intra-theater 

transportation costs; and reduce loss 

and damage from multimodal transportation. 

By refreshing theater-provided 

equipment every three years, the 

Army saves 66 percent in time previously 

spent preparing, packaging, shipping 

and receiving select AGSE compared 

to annual combat rotations with 

unit-organic equipment. 

An added benefit is preserving unitorganic 

equipment and time for homestation 

training. All target quantities 

have been on hand since January 2013, 

and the strategy is expected to produce a 

cost avoidance of more than $22 million. 

As operations in Afghanistan wind 

down, the new challenge is to work 

with the deployed units and U.S. Forces- 

Afghanistan to identify the correct quantity 

of systems to remain in theater and 

simultaneously begin the retrograde of 

theater-provided equipment to keep pace 

with aircraft drawdown plans. The return 

and reset of these assets are critical 

to fill unit shortages, fill Army prepositioned 

stock requirements, and ensure the 

developing requirements associated with 

the new aviation restructuring initiative. 

The Joint Technical Data Integration 

Portal is utilized for communicating 

technical information and product 

updates, addressing issues and concerns, 

and providing an online help ticket to 

customers in the field. The help ticket 

website allows users to submit an equipment-specific 

problem or question directly 

to a subject-matter expert. An automated 

email informs users of the 

progress of their query during evaluation 

by the AGSE team. Responses are 

sent via email to ensure users can reference 

it as often as needed. 

Aviation Mission Equipment— 

Communications, Navigation and 

Surveillance 

Aircraft require communications, navigation 

and surveillance equipment to effectively 

and safely operate. The product 

manager for aviation mission equipment 


AN/ARC-231 radio 

Raytheon Co. 

is responsible for providing the common 

equipment to meet the full range of 

requirements, including FAA and International 

Civil Aviation Organization 

mandates required to fly in commercial 

airspace; and tactical, secure capabilities 

that enable Army aviation to be effective 

in combat operations. Product lines include 

the following: 

Communications Systems 

The AN/ARC-231 radio provides 

multiband, multimode, secure anti-jam 

voice and satellite communications capability, 

enabling long-range and beyondline-of-sight 

communications in extreme 

terrain conditions. It replaces legacy 

AN/ARC-164 and 186 radios. It also 

satisfies a global air traffic management 

requirement for voice radios to operate at 

8.33 kilohertz channel spacing, driven by 

VHF amplitude modulation congestion 

in Europe. Efforts are underway to update 

the radio’s crypto to meet the latest 

National Security Agency (NSA) communications 

security guidance and integrate 

the next-generation military satellite 

communications system, the mobile 

user objective system capability, into it. 

The AN/ARC-220 High Frequency 

Radio and its AN/VRC-100 ground 

counterpart provide nonline-of-sight 

communications for Army aircraft and 

are installed on the majority of aviation 

rotary-wing platforms. They provide 

communications while operating at napof-the-Earth 

altitudes and at ranges beyond 

the tactical UHF and VHF radios. 

High frequency is the only aviation alternative 

for nonline-of-sight operations 

if satellite communication is compromised 

or lost. The product office is 

working with U.S. Customs and Border 

Protection and the National Guard to 

demonstrate utility of networking utilizing 

the Cellular Over the Horizon 

Enforcement Network. 

The ARC-201D Tactical Airborne 

Radio provides secure, anti-jam voice 

and data communications. The singlechannel 

ground and airborne radio system 

uses 25-kHz channels in the VHF 

FM band, from 30 to 88 megahertz. It 

has single-frequency and frequencyhopping 

modes. 

The Airborne Maritime Fixed Station 

Integration program installs and qualifies 

radios into both manned and unmanned 

platforms. Planning efforts are underway 

to integrate two-channel Small Airborne 

Networking Radios being developed by 

Product Manager Airborne Maritime 

and Fixed Station Radio Systems into 

the AH-64E Apache, UH-60M Black 

Hawk, CH-47F Chinook, MQ-1C 

Gray Eagle unmanned aircraft system 

and special operations aircraft. The UH- 

60 Black Hawk, CH-47F Chinook, 

Gray Eagle and special operations aircraft 

will be integrated with wideband 

networking waveform, soldier radio waveform 

and single-channel ground and airborne 

radio system. 

The Shadow unmanned aircraft system 

is being integrated with an AN/ 

PRC-152A radio as an interim wideband 

networking solution in advance of the integration 

of the small form factor B radio 

set being developed to enhance communication 

with the maneuver commander. 

Navigation Systems 

The AN/ASN-128D Doppler GPS 

Navigation System provides a combined 

GPS and Doppler navigation capability 

and protects the GPS signal 

through the selective availability antispoofing 

module. It is instrument flight 

rules-compliant and certified for use of 

GPS as a supplementary means of navigation 

for en route, terminal and nonprecision 

approaches. An upgrade is being 

worked to obtain certification for use 

of GPS as a primary means of navigation 

and automated dependent surveillance 

broadcast position sensor support. 

The Embedded GPS Inertial Navigation 

System is a U.S. Air Force-led, 

triservice program that provides an integrated 

instrument flight rules-compliant 

position and altitude solution for 

aircraft equipped with a Military Standard 

1553 digital data bus. It provides 

precise location to the aircraft fire-control 

computer or integrated system 

processor for processing targeting information/sensor 

pre-pointing. It is certified 

for use of GPS as a supplementary 

means of navigation for en route, terminal 

and nonprecision approaches. The 

system is being upgraded for GPS as a 

primary means of navigation, localizer 

performance with vertical guidance, 

wide-area augmentation system, and automated 

dependent surveillance broadcast 

position sensor support. 

Surveillance 

The Identification Friend or Foe 

(IFF) Common Transponder Program 

is a family of transponders incorporat- 


ing the advanced features required in 

today’s global military and civil air traffic 

environments. 

The APX-118 provides commercial 

modes 1, 2, 3/A, C, military mode 4 and 

mode S. The incorporation of mode S 

supports the global air traffic management 

requirement for flight in European 

airspace. It has embedded communication 

security, eliminating the need for an 

external crypto device. 

The APX-123 is the latest Army aviation 

transponder. It performs all the 

modes of the APX-118 legacy transponder 

while adding the new mode 5 

IFF capability. It has improved encryption, 

NSA anti-tamper provisions and 

mode 5 level squitter capability. It enables 

identification of closely spaced aircraft 

and is designed for noninterference 

with civilian air traffic control. 

Efforts are underway to upgrade the 

APX-123 to meet the FAA-mandated 

automatic dependent surveillance broadcast 

capability out, which provides a cooperative 

position, direction and velocity 

squitter report for airspace managers. 

Beginning as an urgent operational 

need for a tracking capability for 238 

Army aircraft in October 2002, the 

Blue Force Tracking (BFT)-Aviation 

(BFT-AVN) program has evolved into 

a Mission Command system installed 

on virtually every Army helicopter and 

select fixed-wing aircraft. It is also used 

extensively by the Marine Corps and 

several foreign countries. 

BFT-AVN is continuing its evolution 

to BFT 2 with the integration of a new 

satellite air transceiver and a KGV-72 

type 1 encryption device. The BFT 2 system 

is significantly faster and more efficient 

and is designed as a high-capacity, 

full duplex network upgrade to the BFT 

1 legacy system. Message latency through 

the network has been demonstrated to be 

four to eight seconds in comparison to 

one or two minutes with the legacy BFT 

1. BFT 2 B-Kit line replaceable units are 

common across all aircraft platforms. 

BFT 2 will be installed on the fleet of 

UH-60L/M/V, HH-60M, AH-64D/E, 

CH-47Fs and select fixed-wing aircraft. 

Fielding to the UH-60L fleet and AH- 

64E production line has begun. BFT-2 

nonrecurring engineering for UH-60M, 

CH-47F and AH-64D is in progress 

with fieldings to begin in the fiscal 

2017–18 time frame. UH-60V aircraft 

will be produced with BFT 2. 

Degraded visual environments are the 

primary contributing factor to the vast 

majority of Army aviation accidents that 

have occurred in the past decade. From 

2002 to 2015, they accounted for approximately 

25 percent of the Class A/B 

flight accidents and over 80 percent of 

the fatalities at a materiel cost in excess 

of $1 billion. 

The inability to operate safely in this 

type of environment has significantly 

impacted the tactics, techniques and 

procedures employed by Army aviation 

in supporting the ground force. Developing 

and implementing full capability 

for degraded visual environments will 

provide critical tactical advantage by enabling 

aviators to expand from “owning 

the night” to “owning the environment.” 

Degraded Visual Environment/ 

Brownout Rotorcraft Enhancement 

(DVE-BORES) addresses brownout, 

the environment responsible for the 

most casualties and loss of assets. By 

enabling landing, takeoff, limited hover 

and ground taxi in brownout, DVE/ 

BORES is Step 1 in an evolution to a 

full solution. 


C-12 Beechcraft King Air 

In June 2015, the Army Acquisition 

Executive directed the Project Manager, 

Aviation Systems, to explore a multisensor 

solution, assess technology readiness 

levels, and define the path ahead to a 

fused multisensor solution providing full 

pilotage capability in DVEs. The Program 

Executive Office, Aviation created 

a DVE/BORES product office lead under 

PM AS in August 2015. 

As good stewards of taxpayer resources, 

the DVE/BORES team collaborated 

closely with military and industrial 

stakeholders throughout the fall 

and winter of 2015 to determine the applicability 

of current, near- and midterm 

technology development to the DVE/ 

BORES requirement. By spring 2016, 

the Army announced that existing capabilities 

developed by the U.S. Special 

Operations Command, PEO Soldier, 

and the U.S. Army Aviation and Missile 


Center met the DVE/BORES requirement 

with low technical risk. 

Leveraging an existing solution preserves 

taxpayer resources and allows integration 

to begin as rapidly as possible. 

Planning is underway for DVE/BORES 

fielding to begin in fiscal 2020–21. 

Three platforms will receive DVE/ 

BORES: CH-47F, UH-60M/V and 

HH-60M. 

Fixed Wing 

The Army uses a variety of commercial-based, 

nondevelopmental fixed-wing 

aircraft to support multiple mission sets, 

including transport (operational support 

airlift); VIP/special air mission; intelligence, 

surveillance and reconnaissance; 

and training and test. 

The transport aircraft fleet includes 


The C-12 Beechcraft King Air is 

a twin-engine turboprop aircraft that 

serves as the current short-range utility 

aircraft designed to fill air transportation 

requirements for time-sensitive movement 

of key personnel and equipment. 

The C-26 Fairchild Metroliner is a 

twin-engine turboprop aircraft with increased 

cabin capacity for cost-effective 

transportation for high-volume travel 

and resupply routes. It is operated by the 

National Guard in support of operational 

support airlift missions. 

The UC-35A Cessna Citation Ultra/ 

UC-35B Encore is a twin-engine jet 

aircraft that provides efficient, shortrange, 

all-weather transport of commanders 

and high-priority staff so they can 

perform command, liaison, administration 

and inspection duties. 

The Army’s C-20 and C-37 Gulfstream 

Executive Transport Jets are 

twin-engine business jet aircraft operated 

by the U.S. Army Priority Air 

Transport Command. These jets provide 

global transport as well as secure 

command-and-control systems to senior 

DoD and Army leaders, commanders 

and other high-ranking government 

officials. 

The Fixed Wing Utility Aircraft 

(FUA) is a retirement and replacement 

program for the aging operational support 

aircraft fleet of C-12 and C-26 

aircraft. It is a commercial derivative/ 

nondevelopmental item aircraft with 

integrated commercial and military communications, 

navigation and survivability 

systems. The FUA offers commanders 

flexibility in the movement of key personnel 

and equipment, and provides improved 

passenger and payload capability 

along with greater unrefueled range to 

support the needs of Army commanders. 

The aerial Intelligence, Surveillance 

and Reconnaissance (ISR)/Special 

Electronic Mission Aircraft fleet is 

configured to provide timely, accurate 

and actionable tactical intelligence 

across the operational spectrum. The 

fleet includes the quick-reaction capability 

programs of Highlighter, Saturn 

Arch, Desert Owl, Vehicle and Dismount 

Exploitation Radar, Medium 

Altitude Reconnaissance and Surveillance 

System (MARSS), Constant Hawk 

and Tactical Operations. It includes the 

following aircraft: 

The RC-12 Beechcraft King Air 

Guardrail/Common Sensor system provides 

standoff communications intelligence 

(COMINT), electronics intelligence, 

and actionable signals intelligence 

support to ground maneuver commanders. 

The EO-5 DeHavilland DHC-7 

ARL provides standoff COMINT, imagery 

intelligence, and long-range 

ground moving target indicator capabilities. 

A modernization effort is ongoing 

to life cycle replace the aging DHC-7 

and refresh sensor capabilities in order to 

fill critical operational gaps identified in 


the joint direct support airborne ISR and 

counter-concealment sensing initial capabilities 

documents, and the U.S. Army 

Training and Doctrine Command-led 

aerial reconnaissance and surveillance assessment. 

The modernized aircraft will 

be known as ARL-Enhanced. 

The MC-12S Beechcraft King Air 

350ER EMARSS provides the ability to 

detect, locate and track ground targets in 

real time, day/night, near-all-weatherconditions 

with a high degree of accuracy 

and timeliness. This enduring ISR 

capability combines new production aircraft 

with existing multiple intelligence 

quick-reaction capability platforms that 

have demonstrated proven intelligencegathering 

capabilities in direct support of 

deployed ground maneuver commanders. 

The fleet will consist of four variants: 

signals intelligence, geospatial intelligence, 

multiple intelligence, and 

ground and digital moving target indicator, 

with 80 percent commonality between 

the four variants. 

Additionally, several quick-reaction 

capabilities also provide advanced multiintelligence 

capabilities such as optical 

change detection, counter-IED, counter 

concealment, bathymetry mapping and 

electronic attack. 

Other Aircraft Support 

UV-18C DeHavilland DHC-6 Twin 

Otter is a twin-engine turboprop, short 

takeoff and landing, light utility aircraft. 

It is primarily used for local and off-site 

tandem and competition team support 

for the Army parachute team, the 

Golden Knights. It is also used for Army 

and DoD strategic-level off-site missions. 

C-31A Fokker F-27-400 Friendship 

passenger aircraft is a twin-engine turboprop 

aircraft modified to support 

paratroop operations. It serves as the 

Golden Knights’ primary vehicle supporting 

the two demonstration teams at 

air shows nationwide. 

T-6D Texan Beechcraft and UV- 

18C DeHavilland DHC-6 aircraft support 

myriad Army research and development 

activities, most notably in the 

test and evaluation and sensor development 

arenas. 

Unmanned Aircraft Systems 

The Army’s unmanned aircraft systems 

(UAS) fleet has flown 2.4 million 

flight hours, of which 90 percent were 

accomplished in direct support of combat 

operations. There are four programs 

of record focused on combatant commander 

and soldier capabilities, resulting 

in an adaptable and lethal combined 

fighting force. Aviation, maneuver, intelligence 

and even artillery units benefit 

from UAS availability and effectiveness. 

UAS missions include reconnaissance, 

surveillance and target acquisition 

(RSTA); battle damage assessment; 

targeting; persistent stare for 

around-the-clock lethal and nonlethal 

operations; convoy protection; route 

clearance; and anti-ambush (IED). As 

the Army becomes leaner and more agile, 

the UAS fleet will be shaped with commensurate 

capabilities and versatility. 

The MQ-1C Gray Eagle UAS (56- 

foot wingspan, 28 feet long) is manufactured 

by General Atomics Aeronautical 

Systems Inc. It provides real-time responsive 

capability to conduct long-dwell 

(24-hour endurance), wide-area RSTA; 

communications relay; signals intelligence; 

and attack missions (up to four 

Hellfire missiles). It will be the mainstay 

of the division/corps commander’s battle 

set for land warfare operations. 


MQ-1C Gray Eagle 

The Gray Eagle can carry up to 575 

pounds and has a range of 1,200 km. 

The program is in the production and 

deployment phase, with the fourth complete 

operational company deployed. 

Because of overwhelming acceptance 

by warfighters, the chief of staff of the 

Army directed a Gray Eagle company be 

fielded to each of the 10 active Army divisions 

in 2013. PM UAS is currently 

fielding the seventh Gray Eagle company 

to the 25th Combat Aviation Brigade. 

Fieldings continue while maintaining an 

active presence in all operational theaters. 

The Gray Eagle will continue to be 

fielded through 2018. Future capabilities 

will include new payloads such as 

high-definition electro-optical/infrared 

(EO/IR), improved signals intelligence 

payloads and foliage-penetration radar. 

Also, the Army has decided to procure 

the Improved Gray Eagle, which includes 

increased fuel endurance, an improved 

engine with greater horsepower, 

and greater internal and external payload 

capability. 

The approved company configuration 

allows three platoons to operate from 

separate locations, increasing operational 

flexibility and survivability. The most 

notable attributes of the Gray Eagle 

UAS are: 3,600-pound maximum gross 

weight, EO/IR, laser range finder/designator, 

synthetic aperture radar/ground 

moving target indicator, dual automatic 

takeoff and landing systems, triple redundant 

flight processors, redundant flight 

controls, near-all-weather capability, and 

a heavy fuel engine. 

Gray Eagle has successfully demonstrated 

up to level of interoperability 4 

with the AH-64 Apache Block III during 

recent training scenarios and evaluations 

at Dugway Proving Ground, Utah; 

and El Mirage, Calif. Gray Eagle has 

also executed numerous Hellfire missions 

in Afghanistan either autonomously or 

collaboratively, by launching a missile for 

remote designation or providing target 

designation for another shooter. 

The MQ-5B Hunter UAS (34.5-foot 

wingspan, 23 feet long) is manufactured 

by Israel Aircraft Industries and 

Northrop Grumman Corp. Hunter is 

the Army’s longest-serving UAS and was 

used in Kosovo and in Operations Iraqi 

Freedom and Enduring Freedom. In 

conjunction with operations in multiple 

theaters, Hunter has been the workhorse 

for integration and demonstration efforts. 

The Army, along with Northrop 

Grumman, has integrated, demonstrated 

and tested more than 40 different payloads 

on the Hunter, making it one of 

the most versatile UAS in the inventory. 

The Hunter air vehicle is a fixed-wing, 

twin-tail boom aircraft with a dual rudder 

and is capable of an 18-hour flight duration 

with an EO/IR sensor, or eight 

hours with a 250-pound payload. The 

EO/IR—the main payload for the 

Hunter—provides eyes on target and 

laser designation to support manned/ 

unmanned teaming operations. 

Hunter is known as one of the most 

airworthy and reliable unmanned aircraft 

because of its dual-engine systems and 

redundant avionics. It is a system of many 

firsts, including first to provide a heavy 

fuel engine to the commander in support 

of a common fuel on the battlefield; first 

Army weaponized UAS platform; and 

first to provide communication relay payloads 

and signals intelligence and encrypted 

tactical common data link to the 

fight, making it one of the most soughtafter 

aircraft on the battlefield. This flexibility 

comes from a center-wing section 

with hard points that support 130 pounds 

each, facilitating weapons or additional 

payloads. When not utilized for payload, 

the center wing can be loaded with 110 

liters of fuel to increase endurance. 

Future actions will configure the Hunter 

system with the Universal Ground Control 

Station (UGCS) and Universal 

Ground Data Terminal (UGDT), which 

are expected to be fully operational and 

ready to begin support of training and 

fielding this year. New software operating 

systems are being installed to meet the 

directed information assurance compliance 

requirements. The Hunter UAS 

continues to build upon the successful 

combat heritage of being the workhorse 


UAS. The MQ-5B Hunter, which meets 

current needs and is postured for success 

well into the future, remains an adaptable 

and robust UAS with a growth margin 

for future mission requirements. 

The Warrior Alpha (55-foot wingspan, 

27 feet long) and Gray Eagle 

Block 0 (56-foot wingspan, 28 feet 

long) aircraft are preproduction systems 

to the Army Gray Eagle program of 

record and are produced by General 

Atomics Aeronautical Systems. The initial 

Warrior Alpha systems were produced 

in 2003 and fielded within six 

months of the contract award. The Gray 

Eagle Block 0 systems became operational 

in Iraq in late spring 2008. 

The systems consist of two unmanned 

aircraft, a single ground control station, 

and associated ground support and datalink 

equipment. They provide commanders 

up to 22 hours a day of operations, 

can carry more than 450 pounds of payload, 

and have a service ceiling of 25,000 

feet mean sea level. Since initial deployment, 

these aircraft have seen a number 

of upgrades, including beyond-line-ofsight 

weaponization and reliability modifications. 

The systems carry a number 

of different payloads and are used daily 

for rest-reduction efforts for the programs 

of record. The Warrior Alpha 

and Gray Eagle Block 0 aircraft have 

flown more than 250,000 combat hours 

in theater. 

The RQ-7B Shadow Tactical UAS 

(20.4-foot wingspan, 11.3 feet long) is 

manufactured by Textron Systems and 

is known as the Army brigade commander’s 

UAS. The Army’s deputy chief of 

staff, G-3/5/7, has directed that every 

maneuver brigade in Afghanistan be 

equipped with this system. 

The Shadow recently reached the 

million-hour milestone, with 90 percent 

of those hours in support of combat operations. 

UAS is now fielding the 

Shadow v2 block upgrade, which includes 

the tactical common data link 

enabling type 1 encryption. The upgrade 

facilitates Standardization Agreement 

4586 interoperability protocols, 

and addresses a number of obsolescence 

issues on the system. Shadow v2 also 

includes the UGCS and the UGDT 

common with the Gray Eagle System. 

The Shadow system consists of four 

unmanned aircraft with day/night EO/ 

IR, laser range finder/designator and 

communications relay payload capabilities, 

two ground control stations mounted on 

Humvees with ground data terminals, 

one portable ground control station with 

portable ground data terminal, two tactical 

automated landing systems, two 

launchers, and two unmanned aircraft 

transports mounted on Humvees. Personnel 

and additional ground support 

equipment are transported in four additional 

Humvees and three trailers. 

The tactical UAS platoon consists of 

27 personnel with the ability to sustain 

flight operations on a 24-hour basis. 

The air vehicle takes off from a launcher 

and lands autonomously in an area 

slightly longer than a soccer field. Annotated 

imagery can be transmitted in 

near-real time to support the commander’s 

missions. 

The RQ-11B Raven Small UAS 

(SUAS) (4.6-foot wingspan, 3.5 feet 

long) is manufactured by AeroVironment 

Inc. and is a key reconnaissance and surveillance 

asset for U.S. combat forces. A 


RQ-11B Raven 

battery-operated, hand-launched, 4.5- 

pound aircraft fielded throughout the 

Army, it provides organic company- and 

platoon-level RSTA. The systems are 

widely deployed with U.S. forces in 

Afghanistan. A surge effort in 2011 

supported up to 35 Raven systems per 

maneuver brigade combat team in Operation 

Enduring Freedom. 

The Raven system consists of three 

aircraft, two control stations, modular 

payloads (gimbaled EO/IR, fixed highresolution 

color day camera, and fixed 

IR night sensors with IR laser illuminator), 

batteries, RSTA kit and spare 

parts. The system is rucksack-portable 

by dismounted soldiers. It uses two 

rugged cases for storage and transport. 

The system is interoperable with the 

One System Remote Video Terminal 

and with receivers in manned aircraft. 

These SUAS are providing support 

around the world with both U.S. forces 

and allied nations. They allow units 

down to the squad level to have organic 

aerial reconnaissance capability, allowing 

soldiers to know what is just over 

the hill or around the corner. 

The RQ-20A Puma All Environment 

Capable Variant SUAS (9-foot wingspan, 

4.6 feet long) is a 13-pound aircraft supporting 

forward-deployed brigade combat 

teams. Manufactured by AeroVironment, 

it employs a fully gimbaled payload carrying 

a high-resolution color day camera, IR 

sensor and IR laser illuminator. The Puma 

is hand-launched and provides lower-echelon 

units with an organic RSTA asset capable 

of up to two hours’ endurance and a 

15-kilometer range. 

The all-environment system includes 

three aircraft, three payloads, batteries, 

two control stations, an RSTA kit, spare 

parts and rugged transport cases. 

The rapid equipping force originally 

procured Puma in response to urgent operational 

needs from theater leadership 

for route clearance patrols and for each 

maneuver company within brigade combat 

teams supporting Operation Enduring 

Freedom. 

The One System Remote Video 

Terminal (OSRVT), manufactured by 

Textron Systems, is an evolutionary acquisition 

strategy leveraging heavily on 

the OSRVT Increment I, which was developed 

and fielded in response to urgent 

needs as a rapid acquisition program. It 

consists of a multiband radio, antennae 

and portable computer that can be used 

in fixed-base, vehicle or dismounted 

configurations. 

OSRVT provides commanders and 

soldiers at all echelons a tool for gaining 

and maintaining dominant situational 

understanding continuously throughout 

an operation. It enables the user to 

achieve battlefield visualization and situational 

understanding through fullmotion 

video and at standoff ranges 

never before available. 

To provide this unprecedented visualization, 

OSRVT collects and processes 

live video sources in real time. These 

video streams can be viewed immediately, 

recorded for quick playback and analysis, 

exported to another storage device for extended 

recording and video archiving, or 

sent to another user on the network to 

enhance situational awareness. 

The OSRVT program heavily leverages 

commercial and government offthe-shelf 

technologies. Specific applications 

are acquired, integrated onto test 

models and evaluated, first in a test facility 

and then in an operational setting. 

The technologies and a flexible test bed 

are program approaches to minimize research 

and development, use proven 

technologies, and field iterative capabilities 

in the near term. 

The Universal Ground Control Station 

(UGCS), produced by Textron Systems, 

provides a common set of hardware 

and software functionality to support 

UAS interoperability with Army, joint 

and allied forces. It performs UAS mission 

planning, unmanned aircraft launch, 

mission execution, unmanned aircraft recovery 

and post-UAS mission support. 

The station consists of two S-788 configuration 

or three S-280 configuration 

crew stations, with each crew station able 

to perform all UGCS functions. Operators 

will be able to perform either unmanned 

aircraft control functions or mission 

payload functions, or both. 

In support of the operational and 

communication functions, the UGCS 

will perform data processing functions 

(including the ground-based portions of 

guidance, control, navigation functions, 

and Army Mission Command network 

and systems) and will include electric 

power backup and distribution equipment. 

An environmental control function 

will support the crew and equipment 

inside the station. The UGCS 

will be capable of operating and interfacing 

with other unmanned aircraft 

within the Army UAS family and other 

intelligence-gathering and support systems 

without causing mutual interference 

or operational degradation. 


MISSILES AND SPACE PROGRAMS 

The Program Executive Office (PEO) 

Missiles and Space provides centralized 

management for all Army air and missile 

defense, field artillery tactical rocket 

and missile programs, and selected 

Army space programs. The PEO is responsible 

for the full life cycle management 

of assigned programs. 

PEO Missiles and Space reports to 

the Army acquisition executive and is 

aligned with the U.S. Army Aviation 

and Missile Life Cycle Management 

Command, Redstone Arsenal, Ala. This 

materiel enterprise relationship enhances 

the PEO’s ability to provide the world’s 

finest support to our Army, joint service, 

interagency and coalition warfighters and 

customers while continuing the Army’s 

modernization. 

The portfolio of programs assigned to 

PEO Missiles and Space spans the full 

spectrum of the acquisition process, including 

system development, acquisition, 

testing, production, product improvement, 

fielding, sustainment and 

eventual force retirement. A number of 

programs are joint programs developed 

with the other services. One is an international 

cooperative development program, 

with other countries sharing in 

the development as full partners. 

Close Combat Weapon Systems 

(CCWS) 

The CCWS Project Office manages 

a range of anti-armor missile and target 

acquisition systems. Current programs 

include: 

The Tube-launched, Optically 

tracked, Wireless-guided (TOW) Missile 

Weapon System is a long-range, 

precision, heavy assault/anti-tank weapon 

system used throughout the world. TOW 

entered production and deployment in 

1970. Since then, multiple variations 

have been fielded. The obsolete TOW 

wire-guidance link has been replaced 

with a radio frequency (RF) guidance 

link that is transparent to the gunner and 

all TOW platforms. All TOW missile 

variants with the RF guidance link have 

been qualified. Production of TOW 2B 

Aero RF, TOW Bunker Buster RF, 

TOW 2A RF and TOW 2A Practice 

RF missiles is ongoing. 

The BGM-71 TOW missile—with 

the multimission TOW 2A, TOW 2B 

Aero and TOW Bunker Buster missiles—is 

a long-range, precision, heavy 

assault/anti-tank weapon system in service 

in more than 40 international 

armed forces. It is integrated on more 

than 15,000 ground, vehicle and helicopter 

platforms worldwide. TOW is 

also the preferred heavy assault weapon 

system for NATO, coalition, U.N. and 

peacekeeping operations worldwide. 

The TOW 2A RF, TOW 2B Aero RF 

and TOW Bunker Buster RF missiles 

can be fired from all TOW launchers, 

Improved Target Acquisition Systems 

(ITAS), Stryker anti-tank guided missile 

vehicles (modified ITAS) and 

Bradley Fighting Vehicles. 

The Improved Target Acquisition 


FGM-148 Javelin 

System (ITAS) features a second-generation, 

forward-looking infrared (FLIR) 

and an eye-safe laser range finder coupled 

with a Position Attitude Determination 

System to provide far-target location 

capability, generating a 10-digit 

grid location for self and target. The 

TOW ITAS provides a highly mobile, 

adverse weather, day-or-night capability 

needed by early entry forces to destroy 

advanced-threat armor at greater standoff 

ranges in the main battle area. 

The ITAS has an automatic boresighting 

capability, aided target tracking, 

embedded training and built-in test 

equipment. It also features image-enhancement 

capabilities that optimize the 

sight picture provided to the gunner 

through automated focus, brightness and 

contrast adjustments, electronic scene 

stabilization and other image improvements. 

The Javelin provides the Army, Marine 

Corps and allies with a manportable, 

fire-and-forget, medium-range tactical 

missile with enhanced situational awareness 

and precision direct-fire effects to 

defeat armored vehicles as well as personnel 

or equipment in fortifications or 

in the open. Javelin has a high kill rate 

against a variety of targets at extended 

ranges under day and night light, battlefield 

obscurants, adverse weather and 

multiple countermeasure conditions. 

Javelin’s primary mission is to defeat 

tanks, but it can be employed for a variety 

of combat missions and has been 

used extensively in Iraq and Afghanistan 

against secondary targets. The system 

has two major tactical components: a 

reusable command launch unit (CLU) 

and a missile sealed in a disposable 

launch tube assembly. 

The CLU is a compact, lightweight 

target-acquisition device that incorporates 

an integrated day/second-generation 

thermal sight, launch controls and a 

gunner’s eyepiece display. It allows gunners 

to select two distinct attack mode 

trajectories: direct attack or top attack. It 

provides target engagement capability in 

adverse weather and countermeasure environments. 

The CLU also may be used 

in stand-alone mode for battlefield surveillance 

and target detection. 

The missile has an imaging infrared 

seeker; tandem shaped-charge warheads; 

and dual, in-line, solid-propellant launch 

and flight motors. The Javelin launch 

tube assembly is an expendable carbon 

fiber launch tube that houses the missile 

and interfaces with the CLU. The complete 

round is described as wooden because 

it requires no preuse testing or 

maintenance. The round shelf-life requirement 

is 10 years. 

The Javelin system weighs approximately 

49 pounds and has a maximum 

range of more than 2,500 meters. 

Javelin’s use of fire-and-forget technology 

with a target lock-on before launch feature 

allows gunners to fire and immediately 

take cover or reload. A soft launch 

feature allows Javelin to be fired from enclosures 

and covered fighting positions. 

Cruise Missile Defense Systems 

(CMDS) 

The CMDS Project Office is the 

centralized manager for the Army’s 

short- and medium-range air defense 

systems. The office is equipping the 

current and future force with an integrated 

air defense sensor and weapon 

capability that includes the ability to 

counter rocket, artillery and mortar 

(RAM) threats. Programs include: 

The Indirect Fire Protection Capability 

Increment 2-Intercept (IFPC Inc 

2-I), a mobile, ground-based weapon 

system, is designed to acquire, track, 

engage and defeat unmanned aircraft 

systems (UAS), cruise missiles and 

RAM. The system provides 360-degree 

protection and simultaneously engages 

threats arriving from different azimuths. 

Capability will be developed in three 

blocks, each as separate acquisition programs. 

The Block 1 capability provides 

counter-UAS and cruise missile defense 

by developing and integrating a new multimission 

launcher and fire control utilizing 

existing Integrated Air and Missile 

Defense (IAMD) Command and Control 

(C2), Sentinel radar (networked via 

C2), and one or more interceptors. 

The multimission launcher open architecture 

design interface allows for a 

variety of missile types to be employed. 

Block 2 will add a counter-RAM capability 

by developing a new interceptor 


(for example, missiles and/or directed 

energy), a new or modified fire control 

sensor, and fire control. The Block 3 capability 

extends the system’s range from 

a point to an area defense for counter- 

UAS and cruise missile defense. 

The IFPC Inc 2-I System will be 

transportable by Army common mobile 

platforms. It uses the Army IAMD 

Battle Command System Engagement 

Operations Center as its Mission Command 

component. 

The Joint Land Attack Cruise Missile 

Defense Elevated Netted Sensor 

System (JLENS) uses advanced sensor 

and networking technologies to provide 

360-degree, wide-area surveillance and 

precision tracking of land attack cruise 

missiles and other air-breathing threats. 

Because JLENS is elevated, it can detect 

stressing, terrain-masked cruise 

missiles and aircraft threats, permitting 

extended range engagements for current 

air defense weapon systems. 

A JLENS orbit consists of a fire-control 

radar system and a wide-area surveillance 

radar system. Each system is composed 

of a 74-meter tethered aerostat, 

mobile mooring station, radar system, 

data and voice communications equipment, 

a control group, and associated 

ground support equipment. JLENS is 

designed to distribute surveillance, tracking 

and identification data that contribute 

to the single integrated air picture 

via link-16 and the cooperative engagement 

capability. 

The Improved and Enhanced Sentinel 

Radar is a ground-based, 360-degree 

air defense radar designed to detect 

and track UAS, cruise missiles, and rotary-wing 

and high-performance fixedwing 

aircraft threats. The phased array 

radar provides fire control-quality tracking 

data and employs electronic countercounter 

measure, identification friend or 

foe (IFF) and non-cooperative target 

recognition capabilities. The A1 Improved 

Sentinel radar is trailer-mounted 

and pulled by a Humvee; the A3 Enhanced 

Sentinel radar is integrated onto 

an M1083 2.5-ton trailer pulled by an 

M1082 family of medium tactical vehicles 

platform. The A3 Sentinel will have 

a plug-and-fight interface with the 

IAMD air and missile defense architecture. 

Sentinel is integrated with the 

Land-based Phalanx Weapon System 

(LPWS) to provide friendly aircraft protection 

during counter-RAM engagements. 

Stinger-based Systems consist of the 

Avenger and Stinger weapons systems, 

which provide short-range air defense 

of critical assets against UAS, cruise 

missiles, rotary-wing aircraft and highperformance 

fixed-wing aircraft. The 

Stinger Missile is a fire-and-forget infrared/ultraviolet 

guided missile system. 

Stinger has extensive infrared countercountermeasure 

capabilities and can engage 

targets from any aspect, including 

head-on, utilizing a high-explosive, hitto-kill 

warhead. 

The Avenger is a highly mobile Stinger 

launch platform that provides shoot-onthe-move 

capabilities in day, night and 

adverse weather conditions. It employs 

eight ready-to-fire Stinger missiles, 

FLIR, IFF capability, and a high-rateof-fire 

M3P .50 caliber machine gun. 

A portion of the Avenger fleet is 

equipped with digital slew-to-cue capability. 

This enables the crew to select a 


Counter-Rocket, Artillery, Mortar weapon system 

radar-reported target from a digital display, 

which initiates an automatic slew of 

the turret in azimuth and elevation to 

place the target directly into the gunner’s 

field of view. The slew-to-cue capability 

greatly speeds detection and increases 

target-engagement opportunities. 

Counter-Rocket, Artillery, Mortar 

(C-RAM) 

The C-RAM Program Directorate is 

responsible for the overall life cycle management 

of automated Air and Missile 

Defense (AMD) C2 systems unit/force 

protection system-of-systems capability, 

and counterfire/countertarget acquisition 

radars. 

C-RAM programs include Forward 

Area Air Defense Command and Control; 

Air and Missile Defense Planning 

and Control System; Rocket, Artillery, 

Mortar Warn; C-RAM Intercept; Firefinder 

and its replacement, Counterfire 

Target Acquisition Radar System; Lightweight 

Counter Mortar Radar; and the 

Range Radar Replacement Program. 

The C-RAM Program Directorate 

also manages C-RAM system-of-systems 

capabilities in theater, providing 

force protection against indirect fire 

threats. This responsibility includes enhancing 

the existing C-RAM C2 for 

netting and integration of systems for a 

holistic solution, ensuring effective interfaces 

are developed and maintained 

among the Air Defense C2 and C- 

RAM systems and the Mission Command 

Networks and Systems, other services 

and allied nations. 

The evolutionary C-RAM System-of- 

Systems program detects RAM launches; 

provides localized warning to the defended 

area, with sufficient time for personnel 

to take appropriate action; intercepts 

rounds in flight, thus preventing 

damage to ground forces or facilities; and 

enhances response to and defeat of enemy 

forces. 

The C-RAM capability is comprised 

of a combination of multiservice fielded 

and nondevelopmental item sensors, C2 

equipment, warning systems, and a modified 

U.S. Navy intercept system, all connected 

via a wireless local area network. 

The Forward Area Air Defense C2 

system has been enhanced to integrate 

sensors, weapons and warning systems. 

C-RAM C2 software correlates the 

RAM sensor data, evaluates the threat, 

provides early warning, directs engagements, 

and cues counterfire systems and 

reaction forces. 

Future versions will integrate directly 

with the Advanced Field Artillery Tactical 

Data System within the Brigade 

Fires Cell to facilitate Dynamic Clearance 

of Unplanned Fires capabilities. 

The C-RAM system-of-systems capability 

is deployed in multiple areas of 

operation, providing correlated air and 

ground pictures, linking units to Mission 

Command systems and the Joint 

Defense Network, and using various 

forms of communications to provide 

situational awareness and exchange of 

timely and accurate information to synchronize 

and optimize automated decisions 

to shape, sense, warn, intercept, 

respond and protect. 

Since its deployment in 2005, C- 

RAM’s Sense-and-Warn capability has 

been extremely successful, providing 

timely warning for more than 6,000 

rocket and mortar attacks against C- 

RAM-equipped sites with a minimum 

of false warnings. 

The intercept capability is credited 

with more than 300 successful intercepts 

of rockets and mortar rounds fired 

at high-value theater assets, with no 

fratricides or collateral damage. 

The C-RAM Intercept (LPWS) program 

evolved from the C-RAM system-of-systems 

effort and transitioned 

to an acquisition program in 2013 to 

provide counter-RAM protection capability 

to IFPC/Avenger battalions to 

defend against and defeat the enduring 

indirect fire threat. It was originally developed 

and deployed to forward operating 

bases in Iraq in support of Operation 

Iraqi Freedom; systems are still 

deployed to Iraq and Afghanistan. 

The primary component of the C- 

RAM Intercept program is the modified 

U.S. Navy Phalanx Close-In Weapon 

System mounted on a commercial semitrailer 

for land-based operations. The 20 

mm Gatling gun is capable of onboard 

target acquisition and fire control. 

LPWS barrels are optimized for use with 

self-destruct ammunition to minimize 

collateral damage. Integrated search and 

track radars detect and engage a wide 

range of indirect fire threats. 

The Forward Area Air Defense C2 

system (FAAD C2), also under the 

management of the C-RAM Program 

Directorate, is the backbone of the C- 

RAM system. FAAD/C-RAM C2 nets 

and correlates sensor inputs and cues 


that intercept and warn systems of an 

impending RAM attack. 

The Rocket, Artillery, Mortar (RAM) 

Warn program also evolved from the 

C-RAM system-of-systems effort and, 

in January 2012, transitioned to an acquisition 

program as an enduring capability. 

RAM Warn is a horizontal technology 

insertion using current C-RAM 

warning equipment to provide early, localized 

warning to maneuver brigade 

combat teams (BCTs). It interfaces 

with the Air Defense Airspace Management 

(ADAM) Cell, which already 

resides in BCT headquarters for C2; 

uses existing radars in the target acquisition 

platoon of the fires battalion; and 

adds enhanced warning devices, controllers 

and dedicated communications 

devices among existing radars, ADAM 

Cell and warning systems. 

Integration of this equipment, along 

with a wireless local area network and 

FAAD C2 system already existing in 

the BCT’s ADAM Cell, provides a 

warn capability to BCTs for detection 

of threat RAM rounds; transmission of 

detection data to the C2 element for 

correlation and determination of a predicted 

point of impact; passage of this 

information to audio and visual alarms 

for localized or full area warning over 

the defended area; and passage of the 

point-of-origin information to other 

systems for enhanced response. Timely 

warning enables BCT personnel in the 

hazard area to seek cover prior to impact, 

thus reducing casualties. 

Air and Missile Defense Planning 

and Control System is an Army Objective 

Force system that provides C2 capability 

for ADA brigades, Army Air and 

Missile Defense Commands (AAMDC), 

maneuver BCTs, and joint-force C2 elements 

such as the battlefield coordination 

detachments. It provides various air-defense 

shelter systems for all echelons, 

built on the baseline ADAM shelter. 

The Air and Missile Defense Workstation 

(AMDWS) is a common defense/staff 

planning and situational 

awareness/situational understanding software 

tool deployed with AMD units at 

all echelons to perform all aspects of 

AMD force operations. It assists in the 

automated development of the intelligence 

preparation of the battlefield; provides 

situational awareness; and is capable 

of planning, coordinating and synchronizing 

the air battle. AMDWS is the interoperability 

link for AMD forces with 

Mission Command systems and provides 

the air situational input to the common 

operational picture. 

The FAAD C2 system of systems is 

fielded to Maneuver Air Defense units 

and consists of common hardware, software, 

communications equipment and 

shelters to meet the C2 and targeting 

needs of Maneuver ADA battalions. 

FAAD C2 supports the AMD mission 

by providing real-time, correlated air 

tracks and command, control and intelligence 

information to higher, adjacent 

and lower units. The FAAD C2 system 

interfaces with joint and NATO systems 

and is integrated into Mission 

Command systems through AMDWS. 

FAAD C2 provides the joint air picture 

via Tactical Digital Information Link 

A, B and J. 

AN/TPQ-36/37 Firefinders are highly 

mobile counterfire radars designed for automatic 

first-round location of weapons

Lightweight Counter 

Mortar Radar 

firing projectile-type rounds. They detect 

and track enemy fire, calculate the point of 

origin, and forward the information to a 

tactical fire control system that directs 

counterfire. 

Firefinders also track friendly weapons, 

providing impact prediction, registration 

and fire adjustment information to the 

fire control center. The radars detect inflight 

projectiles; determine and communicate 

firing point locations of mortars, 

artillery and rockets with a high degree of 

accuracy; and classify the hostile fire 

weapon’s location. Firefinders provide 

early warning of incoming fire when netted 

in the C-RAM construct. 

Firefinders are being replaced by the 

AN/TPQ-53 Counterfire Target Acquisition 

Radar System, a highly mobile 

radar set that automatically detects, classifies, 

tracks and locates the point of origin 

of projectiles fired from mortar, artillery 

and rocket systems with sufficient 

accuracy for first-round fire for effect. It 

meets close-combat range coverage requirements 

by providing a 90-degree 

search sector (stare mode) as well as 360- 

degree coverage (rotating). 

The AN/TPQ-53 system interoperates 

with Battle Command Systems to 

provide the maneuver commander with 

increased counterfire radar flexibility. It 

is deployed as part of the C-RAM system-of-systems 

capabilities. It provides 

data to the C-RAM/FAAD C2 node 

for Sense and Warn force protection capability. 

The AN/TPQ-50 Lightweight 

Counter Mortar Radar is a highly mobile 

radar that automatically detects, 

classifies, tracks and locates the point of 

origin of projectiles fired from mortar, 

artillery and rocket systems, with sufficient 

accuracy for first-round fire for effect. 

It meets close-combat radar coverage 

requirements by providing 360 

degrees of azimuth coverage and can be 

deployed in two configurations: standalone 

or vehicle-mounted. It interoperates 

with Battle Command Systems to 

give maneuver commanders increased 

counterfire radar flexibility. 

The AN/TPQ-50 is deployed as part 

of the C-RAM system of systems. It 

provides data to the C-RAM/FAAD 

C2 node for Sense and Warn force protection 

capability. 

The Range Radar Replacement Program 

(RRRP), currently in development, 

will provide modern digital instrumentation 

radars to replace the fleet of 

tracking radars now operating at U.S. 

Army test ranges in Maryland, Alabama, 

New Mexico and Arizona. RRRP test 

radars will improve resolution, sensitivity, 

accuracy, clutter suppression and reliability; 

require smaller crew sizes; and reduce 

operational costs through remotecontrol 

operations. 

Integrated Air and Missile Defense 

(IAMD) 

The Integrated Air and Missile Defense 

(IAMD) Project Office manages 

the Army’s IAMD program, which is 

uniquely structured to develop an overarching 

system-of-systems capability. 

This capability integrates all participating 

components to provide total operational 

capabilities that individual element 

systems cannot achieve. The program 

accomplishes this by establishing the architecture 

and developing the IAMD 

Battle Command System Engagement 

Operations Center, Integrated Fire- 

Control Network, and the common 

plug-and-fight kits that network-enable 

multiple components. 

The acquisition strategy is to deliver an 

initial operational capability in fiscal 2018 

and follow-on product and capability improvements 

as they are ready for fielding. 

Initial capabilities will be delivered 

through the fielding of the IBCS EOC, 

Sentinel and Patriot radar and launcher 

components connected via the Integrated 

Fire-Control Network; and the incorporation 

of IBCS functionality into 

ADAM cells, ADA brigade headquarters 

and AAMDC headquarters. Future additional 

capabilities will include incorporating 

Terminal High Altitude Air Defense 

batteries and IFPC battalions. 

The IAMD Battle Command System 

(IBCS) Engagement Operations 

Center (EOC) consists of a family of 

medium tactical vehicles with mounted 

shelters that house computing and communications 

equipment. At the battery 

level, units will be fielded with an EOC 

and an erectable shelter that will provide 

an environmentally conditioned 

work area for the battery staff to execute 

Mission Command and fire-control 

tasks. At battalion level, two EOCs and 

two shelters will be fielded to accommodate 

larger staff and computing 


needs. EOCs are identical at all levels 

and will be fielded with the full suite of 

common software. 

The Integrated Fire-Control Network 

(IFCN) provides the capability for 

fire-control connectivity and distributed 

operations. The Warfighter Information 

Network-Tactical Increment 2 capability 

radio forms the basis for the IFCN. 

The plug-and-fight (P&F) kits include 

two primary components. The 

EOC and IFCN Relay provide the common 

P&F functionality (B-kit), required 

adaptation layers, and the radio transport 

capability to support placing the respective 

sensor and weapon components on 

the IFCN. The P&F A-kits, developed 

by the responsible component project offices, 

provide the component unique 

P&F functionality and integration with 

the B-kit. 

Joint Attack Munition Systems 

(JAMS) 

The JAMS Project Office manages 

Army and joint aviation rockets and missiles. 

Programs include the Hydra-70 

Rocket System, the Small Guided Munition 

family, the Hellfire family of missiles 

and the Joint Air-to-Ground Missile. 

The Hydra-70 Rocket System is a 

family of 2.75-inch (70 mm) unguided 

rockets that encompasses variants of the 

free-flight rocket that has become the 

standard aviation ground-attack rocket. 

The Hydra-70 family of munitions provides 

close-air support to ground forces 

and is designed for anti-materiel, antipersonnel 

and enemy suppression missions. 

The design includes 12 warheads 

that can be used on the same rocket 

motor. 

Rockets equipped with various fuzes 

and warhead options include M151 

(10-pound high explosive) anti-personnel 

or canopy/soft bunker; M229/M146 

(17-pound high explosive) anti-personnel; 

M156 white phosphorus smoke; 

M264 red phosphorus smoke; M257 

visible illumination; M278 infrared illuminating; 

M255A1/M149 flechette; 

and the M282 multipurpose penetrator. 

Additional practice warhead options 

include the WTU 1/B 10-pound practice 

(inert) and the M274 practice (smoke 

signature) rounds. The Hydra-70 Rocket 

System is employed by about 20 different 

rotary and fixed-wing aircraft used by 

the Army, Navy, Air Force, special operations 

forces and numerous coalition 

partners to fill a variety of roles against a 

wide spectrum of targets. 

The Hydra-70 Rocket System is an 

acquisition category (ACAT) I component 

program classified as an ammunition 

sustainment program. Over the 

past 10 years, about 2 million Hydra-70 

rockets were fired in training, test and 

combat operations. 

In addition, a Hydra-70 guided rocket 

configured with the Advanced Precision 

Kill Weapon System II laser guidance 

section provides increased accuracy over 

the current 2.75-inch unguided munition, 

complementing the AH-64 Apache’s 30 

mm cannon (Hughes M230 Chain 

Gun) and Hellfire missile in precision 

strikes against lightly armored and soft 

point targets, enabling better conformance 

to restricted rules of engagement. 

The Hydra-70 legacy launchers are 

also part of the Hydra-70 Rocket System 

and are classified as an ACAT III 

program. The M261 19-tube analog 


U.S. Air Force/Tech. Sgt. Henry Hoegen 

Patriot missile system 

launcher and the M260 seven-tube analog 

launcher are used to fire all payload 

configurations of the Hydra-70 rocket 

family from the following platforms: 

AH-64 Apache, OH-58D Kiowa Warrior, 

MH-60L Black Hawk and AH-6J 

helicopters. The analog launchers cannot 

be repaired, but they are durable 

enough to withstand at least 16 rocket 

firings per tube before being discarded. 

The analog launcher permits fuze-timing 

selections from the cockpit and will 

launch rockets using either the Mk 40 

or Mk 66 motors. 

The Small Guided Munition (SGM) 

family, although not an official program 

of record, provides services to all DoD 

and government agencies for air-toground, 

precision munitions with low 

collateral damage in the under-65- 

pound weight class. SGM munitions 

are intended primarily for soft and 

lightly armored targets. Recent focus 

has centered on the integration of the 

Advanced Precision Kill Weapon System 

II guided rocket on the AH-64 

Apache. The SGM office maintains 

cognizance and assesses technology 

readiness of SGMs developed by industry 

and U.S. government. 

The AGM-114 Hellfire Missile family 

includes the Hellfire II and Longbow 

Hellfire missiles. Hellfire II is a precision-strike, 

semiactive laser (SAL)- 

guided missile. It is the principal air-toground 

weapon system for the Army’s 

AH-64 Apache and Gray Eagle; the 

Marine Corps’ AH-1W Super Cobra 

and Harvest Hawk fixed-wing aircraft; 

the Air Force’s Predator and Reaper UAS; 

and numerous allied aircraft around the 

world. 

The Laser Hellfire II missile provides 

point-target and precision-strike capability 

to defeat heavy, advanced armor, 

individual hard point and nontraditional 

targets. The Hellfire II missile 

use SAL terminal guidance and includes 

electro-optical countermeasure 

capability, warhead improvements and 

an updated electronic fuze. 

The AGM-114R Hellfire II missile 

is the single variant that replaces all 

other Hellfire II missile configurations. 

The AGM-114R Romeo missile will 

allow a pilot to select warhead fuze settings 

corresponding to the target and 

provide increased off-axis capability beyond 

current limits. 

The Longbow Hellfire (AGM-114L) 

is also a precision-strike missile that 

uses millimeter wave radar guidance, 

which provides fire-and-forget capability 

and the ability to operate in adverse 

weather and battlefield obscurities. 

Since 2003, U.S. service members 

have fired more than 16,296 Hellfire II 

missiles in combat operations. The precision 

capability of the Hellfire missile 

has made it a weapon of choice in overseas 

contingency operations where collateral 

damage effects are a significant 

concern. The demonstrated performance 

against other-than-armor targets 

has proven Hellfire to be an adaptable, 

capable and reliable missile suited for 

any battlefield. 

The Joint Air-to-Ground Missile 

(JAGM) is an air-to-surface missile 

consisting of a newly developed multimode 

guidance section mated to the existing 

Hellfire Romeo backend (motor, 

warhead and associated electronics). It 

will be used by joint service rotary-wing 

and fixed-wing manned and unmanned 

aircraft systems for destruction of highvalue 

stationary, moving and relocatable 

land and maritime targets from standoff 

range in day, night, adverse weather and 

obscured battlefield conditions. 

JAGM will be compatible with all 

joint force and allied rotary-wing and 

UAS that are currently compatible with 

the Hellfire II missile. It will use advanced 

seeker and guidance technologies 

combining multiple sensors to provide 

improved precision point and 

fire-and-forget targeting for capability 

against fast-moving and stationary targets 

in dirty battlefield/countermeasureintensive 

environments and adverse 

weather. Future improvements also may 

provide greater range and passive engagement 

capability. 

JAGM’s integrated fire-and-forget 

and precision point targeting capability 

addresses current gaps. Threshold platforms 

include the Army’s AH-64 Apache 

and the Marine Corps’ AH-1 Viper. 

Lower Tier Project Office 

The Lower Tier Project Office performs 

centralized management for the 

Patriot missile system and its interceptors, 

the Patriot Advanced Capability 

and its Missile Segment Enhancement, 

with the mission to defend the lower 

tier of the theater air and missile defense 

architecture. 

The Patriot missile system is an extremely 

effective, long-range air defense 

guided missile system providing defense 

of critical assets and maneuver forces 

assigned to corps and echelons above 

corps. Patriot can conduct multiple simultaneous 

engagements in all weather 

conditions under hostile electronic 

countermeasures environments against 


air-breathing threats, cruise missiles 

and tactical ballistic missiles (TBM). 

The Patriot system is deployed by its 

combat element, the fire unit, organized 

within a battalion. The fire unit ground 

support elements consist of the engagement 

control station, phased-array radar 

set, electric power plant, antenna mast 

group, communications relay group, up 

to 16 remotely located launching stations, 

and the battery command post. 

A Patriot battalion is organized by a 

headquarters and headquarters battery 

exercising command and control through 

the information and coordination central 

vehicle, with support enabled through 

the communications relay group and 

the antenna mast group. The radar set 

provides the tactical functions of airspace 

surveillance, target detection, identification, 

classification, tracking, and 

missile guidance and engagement support. 

The launching station performs 

transportation and missile launch functions 

and is remotely operated from the 

engagement control station. 

All missile variants are sealed in canisters 

that serve as shipping containers 

and launch tubes. 

The Patriot system has the capability 

to defend against air and missile defense 

threats, and meets user needs while further 

enhancing joint interoperability. 

Twelve partner nations have acquired or 

deployed the Patriot system in support 

of their air and missile defense requirements, 

and the system continues to be 

upgraded through a series of improvements. 

The Patriot Advanced Capability 

(PAC-3) Missile is a high-velocity, hitto-kill, 

surface-to-air missile capable of 

intercepting air-breathing threats and 

TBMs. It provides the range, accuracy 

and lethality to effectively defend against 

TBMs armed with weapons of mass destruction. 

The PAC-3 missile is battleproven 

and was the first operationally 

deployed hit-to-kill air defense weapon 

system. 

The PAC-3 Missile Segment Enhancement 

(MSE) program received a 

successful Milestone C Defense Acquisition 

Board decision in the second 

quarter of fiscal 2014. It represents the 

next-generation PAC-3 missile, providing 

expanded battlespace performance 

against evolving threats. It improves 

upon previous capability with a higherperformance 

solid rocket motor, modified 

lethality enhancer, more responsive 

control surfaces, upgraded guidance 

software and insensitive munitions improvements. 

The PAC-3 MSE incorporates a logistical 

flexibility over PAC-3 through 

use of a modular single canister, allowing 

field loading and removal of individual 

expended canisters on the launching 

station. 

Missile Defense Space Systems 

(MDSS) 

This project office provides acquisition 

support for upper-tier missile defense 

and space systems for the Army 

and joint and coalition warfighters. 

MDSS manages the Joint Tactical 

Ground Station (JTAGS), a theater-deployed, 

transportable missile warning 

system that receives and processes spacebased 

infrared satellite data directly from 

geosynchronous sensors. Once the data 

is processed, soldiers release ballistic missile 

warning messages and other infrared 

events to theater warfighters over multiple 

communication systems. Ongoing 

upgrades include adding data from the 

Space-Based Infrared System sensors, 

improved communication methods, and 

relocating operations out of the JTAGS 

shelter to integrate with theater command-and-control 

centers (in a Block 2 

configuration). 

The JTAGS Block 1 system consists 

of a standard 20-foot military shelter 

housing three operator workstations, 

several racks of computer processing 

and communication equipment, and a 

variety of support hardware. Externally, 

it includes three satellite downlink antennas, 

other communication and GPS 

antennas, as well as other support and 

power equipment. JTAGS operators are 

soldiers assigned to the U.S. Army 

Space and Missile Defense Command. 

The JTAGS Block 2 system, in development, 

will deshelter the five systems, 

add Space Based Infrared System 

Geosynchronous scanner capability, and 

update hardware/software/communication 

systems. Fielding of these improved/new 

capabilities was to begin in 

fiscal 2016. JTAGS then will add stereo 


Space Based Infrared System Geosynchronous 

staring sensor data and netcentric 

capabilities, and field these capabilities 

beginning in fiscal 2018. 

Precision Fires Rocket and Missile 

Systems 

The Precision Fires Rocket and Missile 

Systems Project Office manages the Multiple 

Launch Rocket System (MLRS) 

family of launchers, which includes the 

M270A1 MLRS, the M142 High-Mobility 

Artillery Rocket System, and the 

entire suite of rockets and missiles for 

those platforms. Both launchers are capable 

of supporting and delivering the 

entire MLRS family of munitions, including 

the basic, extended-range and 

guided rockets as well as the Block I/IA 

and unitary variants of the Army tactical 

missile system. 

The combat-proven M270A1 MLRS 

is a mechanized artillery weapon system 

that provides combat commanders with 

around-the-clock, all-weather, lethal, 

close- and long-range precision rocket 

and missile fire support for joint forces, 

early entry expeditionary forces, contingency 

forces, and modular fire brigades 

supporting BCTs. 

The M270A1 is an upgraded version 

of the M270 launcher. It incorporates 

the Improved Fire Control System and 

the Improved Launcher Mechanical 

System on a rebuilt M993 Carrier (derivative 

of the Bradley Fighting Vehicle). 

The system supports fires missions 

ranging from 15 km to 300 km. The 

M270A1 can fire all munitions in the 

current and planned suite of the family 

of munitions, including tactical and 

guided missile systems. The M270A1 

carries and fires two launch pods, each 

containing either six rockets or one missile. 

It operates with the MLRS command, 

control and communications 

structure and a three-person crew. 

The M142 High-Mobility Artillery 

Rocket System (HIMARS) is a combatproven 

wheeled artillery system, rapidly 

deployable via C-130 and operable in all 

weather and visibility conditions. It is 

mounted on a 5-ton modified Family of 

Medium Tactical Vehicles chassis. The 

wheeled chassis allows for faster road 

movement and lower operating costs, and 

requires far fewer strategic airlifts. 

The M142 provides responsive, highly 

accurate and extremely lethal surface-tosurface 

rocket and missile fires from 15 km 

to 300 km. It can fire all munitions in the 

current and planned suite of the family of 

munitions, including tactical and guided 

missile systems. HIMARS carries either 

six rockets or one missile, is self-loading 

and self-locating, and is operated by a 

three-man crew protected from launch 

exhaust/debris and ballistic threats by an 

improved crew protection cab. It operates 

with the same command, control and 

communications structure as the MLRS. 

The M26 MLRS basic rocket and 

the extended-range M26A2-ER (ER- 

MLRS) are free-flight, area-fire artillery 

rockets carrying dual-purpose, improved 

conventional munition submunitions. 

ER-MLRS provides longer-range rocket 

capability, extending the 31.8-km range 

of the M26 to approximately 45 km. 

The requirement for an extended-range 

MLRS rocket emerged from lessons 

learned during Operation Desert Storm, 

in which senior commanders requested 

greater range while applauding the effectiveness 

of the basic rocket. 

The M30 GMLRS DPICM (guided 

MLRS dual-purpose, improved conventional 

munition) provides a precision 

area weapon with greater accuracy 

and increased overmatch capabilities 

and also reduces the logistics footprint 

over free-flight rockets. It incorporates 

a GPS-aided inertial navigation system 

and has a range of more than 70 km. 

The M31/M31A1 GMLRS Unitary 

integrates a 200-pound class Unitary 

warhead in place of the DPICM payload 

of the M30 and is effective against a variety 

of point targets. The multimode 

warhead fuze (impact, delay or airburst) 

greatly enhances its employment options 

in various combat environments. More 

than 3,600 Unitary rockets have been 

fired in support of combat operations. 

The M30A1 GMLRS Alternative 

Warhead (AW) is an enhanced 200- 

pound fragmentation assembly filled with 

preformed fragments that are optimized 

to defeat area and imprecisely located soft 

targets. The warhead also has design features 

to improve insensitive munitions 

performance in thermal cookoff and fragment 

shock initiation environments. The 

GMLRS AW is designed specifically to 

comply with DoD’s policy on cluster munitions 

and unintended harm to civilians. 

The initial operational capability was 

scheduled for September. GMLRS Unitary 

and GMLRS AW share 90 percent 

commonality of all components and will 

be built on the same production line. 

The Army tactical missile system 

(ATACMS) Blocks I and IA missiles 

provide long-range surface-to-surface fire 

support for deep-strike operations. Both 

M39 ATACMS Block I and M39A1 IA 

are surface-to-surface guided missile systems 

with anti-personnel/anti-materiel 

(APAM) submunitions. ATACMS can 

attack soft area targets at ranges well beyond 

the capability of existing cannons 

and rockets. Targets include surface-tosurface 

missile and multiple rocket 

launcher units; air defense systems; logistics 

elements; and command, control 

and communications complexes. The 

ATACMS Block IA, with enhanced accuracy 

enabled by GPS augmentation to 

its inertial guidance capability, has a maximum 

range of 300 km. 

The ATACMS Unitary missile variants 

integrate a Unitary warhead in place 

of APAM submunitions to support battlefield 

commanders who need a weapon 

with precise guidance and minimized collateral 

damage. The ATACMS M48 

Quick-Reaction Unitary (QRU) missile 

is a responsive, all-weather, long-range 

missile with a high-explosive warhead. It is 

converted from a Block IA missile to the 

Unitary configuration by replacing the 

APAM submunitions with a proven Unitary 

warhead (470-pound Standoff Land 

Attack Missile/Harpoon) and fuze. The 

missile has a range of 270 km and provides 

the capability to attack high-payoff, timesensitive 

targets without placing combat or 

support aircraft and crews at risk. Its precision 

accuracy, the absence of potential submunition 

duds and reduced lethal radii 

overcome collateral damage concerns. 

The ATACMS QRU evolved into 

the M57 ATACMS 2000 variant with 

upgraded vertical impact capability to 

minimize target altitude error. This capability 

maximizes warhead effects in 

complex urban and mountain terrain. As 

part of a service life extension program, 

expired Block I ATACMS missiles are 

being converted into a Unitary configuration. 

Fielding is scheduled for fiscal 

2017–18. More than 585 ATACMS 

missiles have been fired in support of 

combat operations. 


COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS AND INTELLIGENCE (C4I) SYSTEMS 

The Mission Command Network is 

a critical enabler for an expeditionary, 

agile, globally responsive force, delivering 

the power of information that allows 

the Army to quickly adapt to any 

contingency. Today, Mission Command 

Network equipment is supporting 

robust connectivity in overseas operations 

including United Assistance, Resolute 

Support, Inherent Resolve and 

Atlantic Resolve. 

A robust, secure, interoperable, intuitive 

network is a key enabler for Force 

2025 and Beyond, providing operational 

flexibility and enhancing leaders’ 

situational awareness in support of decisive 

Mission Command. The network 

is critical to connecting forces and empowering 

soldiers and leaders with the 

right information at the right time. 

Through a process known as Capability 

Set Management, the Army has 

adopted acquisition practices and aligned 

programs so operational units receive capabilities 

more quickly through integrated 

and sustainable network capability 

sets. These sets provide mobile satellite, 

digital radio and Mission Command capability 

for commanders and soldiers to 

take the network with them in vehicles 

and while dismounted. The sets are comprised 

of tactical data radios, Warfighter 

Information Network-Tactical (WIN-T) 

systems and tactical Mission Command 

software and hardware applications, all 

supported by data products and cryptographic 

systems that help network standup 

and cybersecurity. 

Even as the Army has prioritized select 

units for capability set fielding, it 

continues fielding other updated network 

and Mission Command equipment 

to operational units. This year, 79 active 

component and Army National Guard 

units are scheduled to receive tactical 

network upgrades through the capability 

set and unit set fielding processes. These 

upgrades are key as the Army strives to 

increase connectivity, simplify Mission 

Command software, and defend against 

cyberthreats. 

Drawing on lessons learned from the 

first units fielded with capability sets, 

the Army is establishing a home-station 

training initiative to improve readiness 

and reduce the integration burden for 

units. It will leverage institutional sustainment 

training platforms such as signal 

universities, Mission Command 

training centers and unit training events, 

as well as increase the agility of new 

equipment training. This builds on the 

already established system-of-systems 

training concept that embraces instruction 

on integrated capabilities, leverages 

soldier knowledge, and creates an underlying 

familiarity with how the equipment 

supports operations. 

System-of-systems training includes 

an overview course so commanders understand 

the network as an integrated 

combat multiplier and not merely a collection 

of separate capabilities. It also 

includes “crew drills” that cross-train a 

collective crew on network systems to 

ensure an overall understanding. 

As systems continue to become more 

integrated, digital master gunner courses 

will extend network capability training 

beyond signal soldiers to NCOs, system 

integrators, operators and more. The 

right mix of technology and training will 

continue to evolve as the Army works to 

simplify the network, making it easier to 

use, train, maintain and sustain. 

Capability sets also reflect the Army’s 

efforts to converge existing Mission 

Command software and introduce enhanced 

web-based capabilities that create 

the synergy necessary for a commander’s 

decisionmaking abilities and mission 

execution. 

From home station to operational areas 

in austere environments, the network 

must be capable of scaling up and down 

based on changing missions. It must 

provide operational flexibility and enable 

Mission Command by enhancing a 

leader’s situational awareness and ability 

to visualize, describe, direct, lead and assess 

operations. These network capabilities 

must also be simple and intuitive for 

soldiers to operate with minimal training 

and field support, allowing them to focus 

on executing the mission and not running 

the network. 

Critical U.S. Army command, control, 

communications, computers and intelligence 

capabilities are provided through 

three offices. The Program Executive 

Office for Command, Control, Communications-Tactical 

(PEO C3T) develops, 

acquires, fields and supports the 

Army’s tactical network, a top modernization 

priority and core enabler of producing 

a highly capable force. 

PEO C3T’s goal is to deliver a pervasive, 

integrated network that provides 

soldiers the information they need from 

garrison to foxhole while simplifying 


Pocket-sized Forward Entry Device 

the network so it is easier to use, train, 

maintain and sustain. A simplified network 

is driving cost savings by combining 

hardware and other infrastructure, 

reducing software development efforts, 

and decreasing the field support required 

to train soldiers, troubleshoot 

systems and sustain equipment. 

The office supports more than 23 key 

acquisition programs at levels I, II and 

III, executing more than $1.8 billion annually. 

Headquartered at Aberdeen Proving 

Ground, Md., it provides soldiers 

with the networks, radios, computers, 

servers, and other hardware and software 

they require for their missions. It also integrates 

those systems so they function as 

cohesive capability sets. The office also 

sustains the force with over-the-shoulder 

training and system troubleshooting so 

soldiers can focus on their prime objective 

of engaging the enemy. 

The following representative program 

sampling reflects how PEO C3T continues 

to improve and support current 

systems while developing future systems 

to support Force 2025 and Beyond. 

Crypto and Data Products 

The Army Key Management System 

(AKMS) consists of three subcomponents: 

local communications security 

management software, automated communications 

engineering software and a 

simple key loader. Under the umbrella 

of the National Security Agency (NSA) 

electronic key management system, 

AKMS provides tactical units and sustaining 

bases with an organic key generation 

capability and an efficient, secure 

means of distributing electronic keys. 

PEO C3T is also fielding the Army 

component of the Key Management 

Infrastructure, the NSA-led effort to 

modernize how cryptographic keys are 

delivered and managed for communications 

systems. KMI offers a web-based 

marketplace with a search engine that 

allows users to find and load the keys 

they are looking for to secure their systems, 

delivering keys over the network 

rather than manually through user-operated 

fill devices. 

Data Products are a collection of mission 

data required to initialize Mission 

Command and other Army command, 

control, communications, computers, 

intelligence, surveillance and reconnaissance 

systems, enabling the digital sharing 

of situational awareness, collaboration 

and Mission Command data over 

the tactical internet. 

Mission Command 

The Advanced Field Artillery Tactical 

Data System (AFATDS) is a digitized 

sensor-to-shooter link that provides 

automated technical and tactical fire-direction 

solutions, fire asset-management 

tools and decision support operations. It 

functions from firing platoons through 

echelons above corps and enhances 

dominant maneuver, survivability and 

continuity of operations for joint force 

commanders. 

Forward Entry Devices are handheld 

devices used by forward observers and 

fire-support teams to transmit and receive 

fire-support messages over standard 

military radios. They provide a 

digitized connection between the forward 

observers and AFATDS, and provide 

a vital sensor-to-shooter link. The 

lightweight and pocket-sized forward 

entry devices are integral parts of the 

digitized system architecture. The nextgeneration 

capability for the pocketsized 

device, known as the Mobile Handheld 

Forward Entry Application, will be 

fielded as an application on a modified 

Nett Warrior end-user device. 

Command Post of the Future (CPOF) 

provides the commander with a comprehensive 

view of the common operating 

picture for informed battlefield decisionmaking. 

It provides situational awareness 

and collaborative tools for tactical 

decisionmaking, planning, rehearsal and 

execution management from the corps 

to battalion levels. It provides 2- and 3- 

D map-centric collaboration supported 

by Voice over Internet Protocol. 

Standardizing and simplifying warfighting 

functions into a single Common 

Operating Environment is a key step in 

modernizing and integrating the Army’s 

tactical network. Part of that effort is the 

Command Post Computing Environment, 

an integrated, web-enabled capability 

that enables the rapid development 

of secure and interoperable applications 

within a standard framework. It provides 

a foundation for the phased convergence 

of multiple Mission Command capabilities 

that were previously fielded as standalone 

systems. Users access web applications 

to display warfighting functions on 

a common geo-spatial map, meeting 

commanders’ needs for collaborative 

planning and integrated execution. 

For example, Command Web, an en- 


gineering capability gap solution to 

CPOF, is an online suite of engineering 

applications that can be utilized on any 

approved thin client workstation, improving 

access to information. Command 

Web brings graphics and data 

from Army Battle Command Systems 

onto one common map. 

Joint Battle Command-Platform 

(JBC-P) and Joint Capabilities Release 

(JCR) are the latest upgrades to 

the widely fielded mounted friendly 

force tracking system known as Force 

XXI Battle Command Brigade and Below/Blue 

Force Tracking. This digital 

Mission Command system provides onthe-move 

information and situational 

awareness to tactical combat leaders and 

soldiers from brigade to platform, and 

across platforms within the brigade task 

force and other joint forces. It allows soldiers 

to track each other’s location 

through blue icons on a digital topographical 

map and manually add icons 

representing the enemy and other obstacles 

to alert other units nearby. 

JBC-P and JCR deliver a faster satellite 

network, Marine Corps interoperability, 

secure data encryption, touch-tozoom 

maps, chat room functionality, and 

a seamless operational picture between 

maneuver and logistics forces. 

JBC-P also serves as the first version 

of the Mounted Computing Environment, 

which enables soldiers to access 

new applications as well as tools they 

rely on today. 

The Mounted Computing Environment 

is another component of the common 

operating environment that will 

bring together the diverse Mission Command 

systems that are on platforms today, 

reducing redundant software services 

and shrinking the command-and-control 

hardware footprint. 

Joint Battle Command-Platform, 

the next-generation system providing 

mounted Mission Command, friendly 

force tracking and situational awareness 

capabilities, is the foundation. It allows 

soldiers to access new applications as well 

as current tools such as tactical ground 

reporting. 

Communications Transport 

Network 

The Enroute Mission Command Capability 

is a new in-flight internet and 

Mission Command capability installed 

on C-17 aircraft. It enables commanders 

of rapidly deployable global response 

force units to receive real-time situational 

awareness and plan missions in the air. 

Paratroopers can prepare for their missions 

en route, receiving operational updates 

and watching full-motion video of 

upcoming drop zones on LED screens 

before their parachutes ever open. 

Besides full-motion video, the capability 

provides onboard WIN-T network 

connectivity, intelligence products and 

collaborative planning along with a full 

office suite of computers, chat and voice 

phones. Previously, the force had been 

without robust communications and had 

exceptionally little bandwidth. 

A new duo of lightweight, portable 

satellite terminals called Transportable 

Tactical Command Communications 

will provide early entry units in air-toland 

missions as well as follow-on units 

at the tactical edge, with light and heavy 

variants of high-bandwidth, deployable 

satellite dishes. This will keep soldiers 

and commanders connected to the network 

and well-informed. 

Signal Modernization (SigMod) is a 

package of advanced commercial technologies 

the Army is bringing to the 

battlefield. It includes 4G LTE/Wi-Fi 

and radio capabilities that improve the 

utility and agility of expeditionary signal 

battalions and National Guard first responders. 

SigMod will significantly increase network 

capability and throughput while reducing 

size, weight and power to help 

battalions become leaner, more versatile 

and rapidly deployable. Technologies also 

include the Tropo Lite terminal, which 

bounces microwaves off the atmosphere 

for high-speed transfer of large volumes 

of data between sites and over mountains. 

This provides an alternative to expensive 

satellite communications. 

The SigMod package also includes a 

network stack that can be reconfigured 

within 10 minutes to provide tactical access 

for one of four different networks: 

the coalition network; secret internet 

protocol router; nonsecure internet protocol 

router; or commercial internet and 

phone service. This flexibility allows 

units to support either coalition operations 

or civil support, such as first responders 

in disaster-relief efforts. 

Warfighter Information Network- 

Tactical (WIN-T) Increment 1, the 

Army’s tactical communications network 

backbone, provides soldiers with highspeed, 

high-capacity voice, data and 

video communications down to battalion-level 

units “at the quick halt.” WIN- 

T Increment 1 is a joint-compatible 

communications package that allows soldiers 

to use advanced networking capabilities 

and retain interoperability with 

current force systems and follow-on increments 

of WIN-T. As the Army con- 


General Dynamics 

Warfighter Information Network-Tactical 

tinues to modernize the tactical network, 

ongoing WIN-T Increment 1b/Colorless 

Core upgrades will soon be complete 

to improve security, network efficiency 

and interoperability across the force. Additionally, 

WIN-T Increment 1 Tactical 

Network upgrades increase capability 

and virtual server capacity while reducing 

size, weight and power requirements. 

The Army will soon be fielding Wi-Fi 

capability along with the tactical network 

upgrades. By going wireless, command 

post setup and teardown times are reduced 

by hours; less cable and protective 

flooring have to be transported from location 

to location; and most importantly, 

units can leverage the full extent of their 

network Mission Command and communications 

capabilities much faster. 

WIN-T Increment 2 introduces Mission 

Command, advanced communications 

and a real-time common operating 

picture on the move and extends satellite 

communication to the company level, 

giving commanders the information 

they need to lead from anywhere on the 

battlefield. 

Soldiers operating inside tactical operations 

centers or on-the-move inside 

tactical vehicles in remote and challenging 

terrain maintain voice, video, chat 

and data communications, with the situational 

awareness needed to conduct 

rapid operations across great distances. 

WIN-T Increment 2 also extends 

satellite communications to the company 

level. Soldiers closest to the fight have 

greater connectivity than ever before, and 

soldiers can retransmit FM networks 

over satellite without range limitations. 

Additionally, the WIN-T Increment 2 

network improves the speed and reliability 

of the fires network, extending network 

range and increasing survivability 

for artillery units. 

The Army is working to enhance network 

operations tools for both increments 

of WIN-T that will make it easier for 

communications officers to see the “big 

picture” as they plan, manage and defend 

the vast tactical Mission Command network, 

increasing its security and strength. 

Tactical Radios 

PEO C3T manages, fields and integrates 

the Army’s software-defined radios. 

Using high-bandwidth waveforms and 

acting like minicomputers, the radios allow 

soldiers to exchange voice, data and 

video over the air, even if they are spread 

out over larger areas. The waveforms, 

which provide the link for communications, 

are housed in the Waveform Information 

Repository and accessed by industry 

partners that develop the radio “boxes.” 

The Rifleman Radio is carried by 

platoon-, squad- and team-level soldiers 

for voice communications. It can link 

with handheld devices to transmit text 

messages, GPS locations and other 

data. Through Soldier Radio Waveform 

(SRW), networked communications 

connect lower-echelon soldiers to 

one another and to their leaders at the 

company level so information can be exchanged 

rapidly. 

The Manpack Radio is a two-channel, 

software-defined radio that allows 

lower-echelon soldiers carrying Rifleman 

Radios and Nett Warrior handheld devices 

to connect to the network backbone 

through the SRW and Single-Channel 

Ground and Airborne Radio System 

(SINCGARS) waveforms. Manpack will 

enhance current communications capabilities 

by allowing small units in austere 

environments to exchange voice and data 

information with their higher headquarters 

without having to rely on a fixed infrastructure. 

The Mobile User Objective System is 

the next-generation narrowband military 

satellite communication system that will 

support worldwide, multiservice users in 

the UHF band. Managed by the Navy 

PEO Space Systems with support from 

the Army PEO C3T, the system comprises 

four geosynchronous satellites that 

are strategically positioned above the 

Earth plus one in-orbit spare, along with 

ground stations around the world, to provide 

smartphone-like service that keeps 

users connected while on the move and in 

challenging urban, jungle or mountainous 

terrain. 

The Mid-tier Networking Vehicular 

Radio closes the data gap at the brigade 

combat team level by providing a terrestrial 

extension of data services from the 

upper tactical network at the brigade 

and battalion levels to the lower tactical 

network at company and platoon echelons. 

Integrated into tactical vehicles, it 

will run SRW and the Wideband Networking 

Waveform (WNW) to ensure 

secure wireless communication and networking 

services for mobile and station- 


ary forces across complex terrain. 

The Small Airborne Networking 

Radio will connect rotary-wing aircraft 

with ground units, allowing the transmission 

of data, voice and video over a 

secure wireless network. It provides the 

Apache, Chinook, Black Hawk and unmanned 

aircraft system Gray Eagle 

with the networking waveforms SRW 

and WNW as well as the legacy SINC- 

GARS waveform. 

The mission of the Program Executive 

Office Intelligence, Electronic Warfare 

and Sensors (PEO IEW&S) is to provide 

affordable, world-class sensor and 

electronic warfare capabilities, enabling 

rapid situational understanding and decisive 

actions. Products can be used for targeting; 

situational awareness; force protection; 

cyberwarfare; biometrics; and 

reconnaissance, surveillance and target acquisition. 

These critical systems are integrated 

into the network’s layers and enable 

persistent surveillance, allowing joint and 

coalition warfighters to control time, space 

and the environment while greatly enhancing 

survivability and lethality. 

PEO IEW&S rapidly transforms requirements 

and validated field requests 

into reality and supports critical current 

operations, including counter-IEDs; aviation 

platform survivability; persistent 

intelligence, surveillance and reconnaissance 

(ISR); and integrated intelligence 

architecture. 

PEO IEW&S is responsible for a 

multibillion-dollar portfolio consisting of 

a combination of more than 80 programs 

of record and quick-reaction capabilities. 

Addressing soldiers’ needs and providing 

them with capabilities in the most effective 

and financially responsible manner is 

paramount to success. These systems are 

integrated with other intelligence assets 

into a system-of-systems architecture that 

provides ISR; force protection; reconnaissance, 

surveillance and target acquisition 

collection capabilities; data repositories; 

services; and exploitation capabilities 

across coalition boundaries. 

Fielded assets range from airborne and 

ground sensors to the network connectivity 

and analyst tools used to exploit the large 

amounts of collected information. Headquartered 

at Aberdeen Proving Ground, 

the organization has a presence at Fort 

Belvoir, Va.; Redstone Army Arsenal, 

Ala.; and Los Angeles Air Force Base. 

The Common Infrared Countermeasures 

(CIRCM) provide lightweight infrared 

laser-based countermeasures to 

protect DoD rotary-wing, tilt-rotor and 

small fixed-wing aircraft against manportable 

air-defense systems. The system 

is composed of a pointer/tracker unit, infrared 

laser and system processor unit. 

CIRCM is part of a suite that also includes 

a missile warning system and 

Improved Countermeasures Dispenser 

(ICMD) for flares and chaff. The Army 

currently uses the common missile 

warning system with the third-generation 

electronic control unit, which is responsible 

for detecting and declaring on 

surface-to-air threats. 

Both CIRCM and the ICMD receive 

the handoff from the common missile 

warning system and provide appropriate 

countermeasures to defeat the threat. 

CIRCM is the lightweight solution to 

the Advanced Threat Infrared Countermeasures 

system, which is installed on 

CH-47F aircraft. 

The Distributed Common Ground 

System-Army (DCGS-A) provides distributed 

ISR planning, management, 

control and tasking; multi-intelligence 

fusion; and robust joint, allied and coalition 

forces interoperability to enhance 

soldier situational awareness, provide 

analysts with all-source intelligence, and 

improve commanders’ ability to engage 

the enemy and protect the force. 

It enables unprecedented timely, relevant 

and accurate targetable data to the 

warfighter. It also supports the Army’s 

unified Mission Command system and 

provides access to information and intelligence 

to support battlefield visualization 

and ISR management in accordance 

with the Army common operating 

environment. DCGS-A provides information 

discovery, collaboration, production 

and dissemination to commanders 

and staffs globally. 

DCGS-A assumes life cycle management 

responsibility, and consolidates or 

replaces the operational capabilities 

provided by several post-Milestone C 

programs of record and fielded quickreaction 

capabilities. The Army fields 

DCGS-A capability on various hardware 

platforms using a consolidated 

software baseline. Hardware platforms 

range from single laptops to multiserver 

transportable configurations able to process 

and store the enormous volumes 

of data that DCGS-A must manage. 

DCGS-A’s modular, open systems architecture 

allows rapid adaptation to 

changing circumstances and the ability 

to have and collect intelligence while on 

the move. 

DCGS-A supports three primary 

roles. It enables the user to collaborate, 

synchronize and integrate organic and 

nonorganic direct and general-support 

collection elements with operations. It 

also can discover and use all relevant 

threat, noncombatant, weather, geospatial 

and space data; and evaluate technical 

data and information on behalf of a 

commander. Third, it provides organizational 

elements the ability to control 

select sensor platforms/payloads and 

process the collected data. 

Ultimately, DCGS-A provides information 

that allows commanders to 

identify, track, capture and stop enemy 

forces. It leverages commercial products 

from both large and small businesses, 

creating a level playing field for industry 

through an open architecture design. 

The Enhanced Medium Altitude 

Reconnaissance and Surveillance System 

(EMARSS) provides a persistent 

airborne multi-intelligence capability to 


Enhanced Medium 

Altitude Reconnaissance 

and Surveillance 

System 

detect, locate, classify/identify and track 

targets in day and night, near-all-weather 

conditions with a high degree of timeliness 

and accuracy. It contributes to airborne 

ISR coverage that brigade combat 

teams require to be successful across 

the range of military operations, especially 

irregular warfare. These capabilities 

include an electro-optical/infrared, 

high-definition full-motion video sensor; 

geospatial intelligence sensors; and 

measurement and signature intelligence 

sensors, all supported by line-of-sight 

and beyond line-of-sight communications 

and hosted on a manned, mediumaltitude 

derivative of the commercial 

Hawker-Beechcraft King Air 350ER 

aircraft. 

EMARSS platforms contain a tailored 

set of DCGS-A-enabled software 

and ISR processing software functionalities 

to process, exploit and rapidly disseminate 

the intelligence information 

derived from each sensor package. The 

onboard intelligence operators release 

time-sensitive information directly to 

the supported brigade combat team and 

subordinate units and the DCGS-A, 

enabling tactical ground forces to operate 

at their highest potential. 

EMARSS complies with the DoD 

Information Technology Standards Registry 

and the Defense Information Systems 

Network. This architecture permits 

interoperability with any multiservice or 

joint system that complies with DoDstandard 

formats for data transfer and 

dissemination. 

The EMARSS program will have four 

variants: S, G, M and V. Each comes 

equipped with different mission equipment 

packages that support the overall 

EMARSS mission. 

The Electronic Warfare Planning 

and Management Tool (EWPMT) is a 

software application that will be delivered 

in four capability drops that enhance 

the maneuver commander’s cyber 

electromagnetic activities element’s ability 

to plan, coordinate and synchronize 

electronic warfare, spectrum management 

and cyberoperations across the 

2/3/6 staff sections. 

EWPMT serves as the initial Integrated 

Electronic Warfare System 

(IEWS) capability by coordinating and 

synchronizing operations across the 2/3/6 

staff sections within the command post 

from Army battalions to the joint task 

force level. It is the command-and-control 

component of IEWS and allows the 

maneuver commander the ability to seize, 

retain and exploit the advantage within 

the electromagnetic spectrum by enabling 

multifunction electronic warfare and defensive 

electronic attack synchronization. 

The system also supports the commander’s 

military decisionmaking process 

by providing the electronic warfare officer 

and electromagnetic spectrum manager 

the ability to control and manage the 

electromagnetic spectrum. EWPMT will 

provide capabilities to plan, coordinate, 

manage and de-conflict electronic warfare 

activities; the ability to employ assets 

to conduct offensive and defensive electronic 

attack, electronic warfare targeting; 

and the ability to synchronize electromagnetic 

spectrum operations within the 

cyber electromagnetic activities cell. 

Future EWPMT capability drops will 

address emerging and evolving requirements 

for cybersituational understanding 

and support to assured positioning, 

navigation and timing. This will ensure 

that the users and elements they support 

can achieve the commander’s desire for 

cyber, electronic warfare and electromagnetic 

spectrum dominance. 

Persistent Surveillance Systems-Tethered 

(PSS-T) provides a persistent surveillance 

and situational awareness capability, 

allowing quick-reaction forces to find, fix, 

track, target and engage direct/indirect fire 

threats. It provides warfighters with an effective 

ISR capability. 

In addition, PSS-T systems provide 

support to force protection and serve as 

platforms to extend communications networks 

beyond line of sight. The Army 

fielded PSS-T capabilities in support of 

joint urgent operational needs via overseas 

contingency operations funding. 

PSS-T is a critical program consisting 

of tethered aerostats equipped with 

dual-sensor capability that provide highresolution 

electro-optic/infrared capability 

with dual MX-15 or 20/STARLite/ 

Kestrel payloads and a wide array of 

other sensors. Video collected by PSS-T 

is distributed to the forward operating 

base and division commander information 

center as well as to quick-reaction 

forces via personal digital assistant displays, 

providing tactical commanders 

enhanced battlefield situational awareness. 

These systems offer real-time eyes 


on target. PSS-T also enables communications 

with the command, control, 

communications, computers, combat 

systems, intelligence, surveillance and 

reconnaissance aerial layer. 

The Prophet System provides a nearreal-time 

picture of the operational environment 

through the use of signals intelligence 

sensors with the capability to 

detect, identify and locate selected emitters. 

It is 24-hour, all weather, groundbased, 

tactical signals intelligence/electronic 

warfare capability organic to the 

brigade combat team, Stryker brigade 

combat team, and expeditionary military 

intelligence brigades. 

The system provides actionable intelligence, 

situational understanding and 

force protection. It is interoperable with 

and delivers collected data to common 

databases for access by the intelligence 

community. Prophet’s tactical mobility 

allows supported units to easily reposition 

collection capability on the battlefield 

to support evolving situations. 

The Prophet Enhanced is a nonplatform-dependent 

modular system that will 

allow easy integration onto a vehicle. It 

supports stationary, on-the-move (mobile) 

and Manpack operations. It has a beyondline-of-sight 

capability that allows the system 

to operate at extended distances. 

The DoD Biometrics Enabling Capability 

product office has full life cycle 

management responsibility for the authoritative 

biometrics enterprise system 

known as the Automated Biometrics 

Identification System (ABIS). ABIS can 

capture, transmit, store, manage, share, 

retrieve and display biometric data for 

timely identification and identity verification. 

The system enables force protection, 

intelligence, physical and logical 

access control, identity management, 

detection and interception operations. 

ABIS expands capabilities with multimodal 

(fingerprint, palm, iris and face) 

storage and matching, watch-list capability, 

and improved integration with 

interagency repositories. It is based on 

adaptation of commercial off-the-shelf 

products, using open architecture to 

minimize development and speed deployment. 

ABIS interfaces with numerous 

DoD and interagency biometrics 

systems, including the Department of 

Justice, FBI, Department of Homeland 

Security and State Department. 

Product Lead Biometrics Automated 

Toolset-Army (BAT-A) is the Army’s 

tactical biometric collection capability 

program of record through fiscal year 

2022. BAT-A supports the biometric 

enterprise database and delivers innovative 

and emergent biometric solutions to 

protect the nation through global identity 

superiority. 

BAT-A Kit and BAT-A Handheld 

are the two biometric tactical devices 

that collect, match, store and share a person’s 

biometric data and enroll the information 

into the DoD ABIS database to 

verify an individual’s identity. The BAT- 

A capability supports Army force protection 

and identity dominance missions 

that see continued service in Afghanistan. 

Recipients of collected biometric 

and contextual information include DoD 

organizations, other U.S. government 

agencies and coalition partners. 

Program Executive Office Enterprise 

Information Systems (PEO EIS) 

enables information dominance by developing, 

acquiring, integrating and deploying 

information technology systems. 

PEO EIS is comprised of 32 acquisition 

programs, crossing all functional domains, 

in all acquisition life cycle phases. 

PEO EIS manages approximately $2.51 

billion in IT investments and fields systems 

around the globe. These systems 

support Army and DoD communications, 

enterprise services, finance, human 

capital, logistics and networks. 

Every day, the men and women of 

PEO EIS work to improve and expand 

the Army’s technological infrastructure. 

PEO EIS effectively led efforts to modernize 

infrastructure at over 3,500 

buildings across 42 Army installations, 

improving connectivity for more than 

234,000 users. As the military shifts focus 

toward the Indo-Asian-Pacific region, 

PEO EIS is supporting the technical 

aspects of the Army’s changing 

footprint in the Republic of Korea. 

With the increasing emphasis on the 

Army network, PEO EIS is expanding 

advanced communications capabilities 

and connecting the global Army. 

PEO EIS leads the development and 

implementation of systems supporting 

the Army audit readiness effort. The 

enterprise resource planning systems 

represent a projected investment of $8 

billion, resulting in innovative management 

of finance, human capital and logistics. 

PEO EIS is managing these systems 

and delivering operational fidelity, 

improved visibility of assets globally and 

rapid financial management processes 

that improve Army decisionmaking. 

In addition to ensuring audit compliance 

and replacing antiquated technology, 

the systems improve efficiency and 

conserve resources. 

From the medic transmitting a 

wounded soldier’s vital signs in Afghanistan 

to an engineer connecting highspeed 

network switches at an installation 

in Korea, PEO EIS programs support 

every soldier, every day, everywhere. 

Enterprise Resource Planning 

Systems 

Army Enterprise Systems Integration 

Program (AESIP) delivers the vision of 

the single Army logistics enterprise and 

the single Army financial enterprise by 

providing common integrated data and 

application service. This enables cohesive 

business solutions for the Total Army 

and facilitates convergence of misaligned 

components of the Army enterprise resource 

planning (ERP) systems landscape. 

AESIP’s goal is to enable cohesive fi- 


Global Combat Support System-Army 

nancial, logistics and human resource solutions 

for the Army by providing common 

integrated data and application services. 

It provides data translation and 

integration, management and synchronization 

of critical master data into enterprise 

systems and the management 

tools for the Army’s enterprise business 

intelligence suite. 

Business intelligence aggregates data 

from ERP and non-ERP systems and 

eliminates extraneous transactions for 

queries and reporting. The ERP Central 

Component is the central repository for 

master material, equipment master, customer 

master, vendor master and asset 

master data for the Logistics Modernization 

Program, Global Combat Support 

System-Army and General Funds Enterprise 

Business System. Acting as the 

enterprise hub to integrate ERPs and 

non-ERP systems, the AESIP system 

sends and receives data across and between 

programs to ensure that near-realtime 

information is accessible. AESIP 

has expanded its capabilities to encompass 

the development of business analytics 

across the logistics domain. 

Global Combat Support System- 

Army (GCSS-Army) provides modernized 

logistics and financial capabilities, 

master data management and seamless 

business process integration. It presents 

the supply, maintenance, property accountability 

operations and associated 

financial data in a consolidated view of 

the logistics and financial business areas. 

GCSS-Army replaces several aging, 

stand-alone tactical logistics and financial 

management systems with a single 

web-based ERP solution that provides 

tactical commanders with near-real-time 

logistics management information. This 

capability enables leaders to make critical 

battlefield decisions regarding combat 

readiness of equipment and supply status. 

The end goal is one view of the true 

tactical logistics posture of Army units 

anywhere, anytime. 

GCSS-Army uses Systems Applications 

and Products (SAP) software to 

achieve a fully integrated and optimized 

Army logistics business environment. 

This effectively maximizes available resources 

to provide optimum support to 

soldiers while efficiently stewarding available 

funds. GCSS-Army fielding represents 

the largest ERP deployment in the 

Army’s history, touching all Army components, 

which equates to nearly 160,000 

Army users. 

The Logistics Modernization Program 

(LMP) delivers new and expanded 

capabilities and supports DoD and Army 

ERP integration efforts; sustains, monitors, 

measures and improves the modernized 

national-level logistics support solution; 

sustains residual legacy systems to 

support requirements; and transitions 

services from contractor to organic support 

without performance degradation. 

As one of the world’s largest, fully integrated 

supply chain, maintenance, repair 

and overhaul, planning, execution and financial 

management systems, LMP supports 

the national-level logistics mission 

to develop, acquire, field and sustain the 

Army’s equipment and services. It is a 

SAP commercial off-the-shelf ERP program 

that manages and tracks orders and 

delivery of materiel to soldiers where and 

when they need it. 

LMP replaced legacy systems with 

technologically superior functionality, integrating 

components ranging from asset 

management through ammunition manufacturing 

and maintenance to long-term 

supply planning. Benefits include reduced 

inventory, improved processing times, 

shortened review cycle times, improved 

asset visibility, automating the industrial 

base shop floor via electronic traveler, and 

reducing cost of rework by 10 percent 

and improving materiel management, 

including integration with other Army 

ERPs and expanded data exchange. 

Automated Movement and Identification 

Solutions (AMIS) provides and 

sustains premier automatic identification 

and transportation IT solutions to 

DoD, NATO and coalition partners 

with procurement and technical services 

related to the acquisition, operation and 

management of these solutions and infrastructure 

to move soldiers and enable 

the Army’s net-centric transformation. 

AMIS increases joint services effectiveness 

and efficiencies through improved 

source data capture and real-time supply 

chain management by providing 

leading edge automatic identification 

technology products and services. 


AMIS combines the Radio Frequency 

In-Transit Visibility and Transportation 

Coordinators’-Automated Information 

for Movements System II 

capabilities to increase effectiveness and 

efficiencies through global asset planning 

and tracking. 

Logistics Information Systems (LIS) 

provides efficient and effective acquisition 

life cycle management of its assigned 

logistics information systems. LIS 

is responsible for ensuring these systems 

remain functional, technically viable and 

cybersecure. LIS provides Army leadership 

with critical management information 

for all supply, maintenance, property 

accountability, ammunition and 

financial support for Army operations 

worldwide. Life cycle sustainment includes 

the preparation and release of cybersecurity 

software patches and quarterly 

updates; annual system change 

packages that maintain the systems’ operational 

capabilities; and distribution of 

systems or components in response to 

changes in the Army’s unit composition. 

Integrated Personnel and Pay System-Army 

(IPPS-A) is a web-based 

human resources (HR) system designed 

to provide integrated, multicomponent 

personnel and pay capabilities across the 

Army using PeopleSoft 9.2. It takes antiquated 

legacy systems and replaces 

them with a single integrated platform 

that soldiers can access 24 hours a day. 

IPPS-A provides a comprehensive 

personnel and pay record, data standardization, 

efficiencies gained by automated 

processing of actions, business process 

standardization across components, selfservice 

access through a soldier portal, 

personnel asset visibility and accountability, 

strength management and accounting, 

soldier support throughout 

the Army personnel life cycle (“hire to 

retire”) and information for audit readiness 

requirements. 

The system will better serve soldiers 

and their families, leaders and HR professionals 

and improve the management 

of personnel information by streamlining 

personnel and pay functions and 

correcting current system deficiencies 

using modern technology. 

IPPS-A Increment I, which reached 

full deployment in July 2015, provides a 

single multicomponent database with a 

single record for all soldiers, and serves as 

the source of record for the personnel 

and HR data of more than 1.1 million 

soldiers across all components. This 

database serves as the foundation for future 

IPPS-A increments, and implementation 

kicked off a multiyear data correctness 

campaign. 

IPPS-A Increment I allows for interface 

communications and generation of 

new multicomponent reports, including 

soldier record briefs. Development and 

deployment of Increment II is underway. 

Once deployed, IPPS-A Increment 

II will deliver fully integrated personnel 

and pay services for all components, 

building on the database delivered by 

the IPPS-A Increment I program. 

Army Human Resource Systems 

(AHRS) delivers a comprehensive suite 

of secure human resource and installation 

support capabilities to soldiers through 

an innovative integration of cost-effective 

IT solutions connecting the global 

force. It provides installation and field 

commanders across the world with essential, 

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Medical Communications for Combat 

Casualty Care 

and standardized knowledge-based automation 

tools. These tools are essential 

to human resource accountability 

of soldiers, inventory management of 

organizational clothing and individual 

equipment, and scheduling and management 

of firing ranges and other 

training facilities. 

The AHRS program management 

office supports the Commander Risk 

Reduction Dashboard, Deployed Theater 

Accountability System, Electronic 

Military Personnel Office, Installation 

Support Modules, Range Facility Management 

Support System and Tactical 

Personnel System. 

Medical Communications for Combat 

Casualty Care (MC4) integrates 

and fields the capability to digitally capture 

medical treatment data in operational 

environments. This enhances 

continuity of care and enables a comprehensive 

lifelong electronic medical 

record for service members. MC4 is a 

ruggedized system-of-systems containing 

medical software packages fielded to 

operational medical forces, providing 

the tools to digitally record and transfer 

critical medical data from the foxhole to 

treatment facilities worldwide. 

MC4 ensures service members have 

secure and accessible lifelong electronic 

medical records, resulting in better-informed 

health care providers and easier 

access to VA medical benefits. MC4 provides 

infrastructure for the current DoD 

electronic health record program, Theater 

Medical Information Program-Joint. 

Force Management System (FMS) 

provides IT modernization and integration 

solutions in support of the Army G- 

3/5/7 force structure portfolio mission. 

Specific focus centers on transformational 

cloud solutions leveraging virtualization 

and Global Force Management 

Data Initiatives to DoD and the Army 

Enterprise. 

FMS designs, develops and deploys a 

system that will establish accurate, consistent 

and timely force structure information. 

It directly supports the Army 

force management mission of managing 

and allocating manpower and force 

structure information, documenting unit 

models, and providing organizational 

and force structure solutions in support 

of the Army’s transformation toward the 

future force. FMS is the Army’s system 

to support the Joint Staff J-8 Global 

Force Management Data Initiatives and 

the Army’s organizational server effort. 

Distributed Learning System (DLS) 

acquires, deploys and maintains a worldwide 

distributed learning system to ensure 

soldiers receive critical training for 

mission success. It is a key enabler of 

Army training transformation by providing 

soldiers and civilians with the infrastructure 

to improve training efficiency 

and flexibility. 

Distance learning provides the capability 

to obtain the state of readiness necessary 

to accomplish the Army mission, and 

contributes to soldier and civilian quality 

of life by increasing stability in their personal 

and professional lives. DLS is dedicated 

to providing a quality system to all 

Army components in the most expeditious 

and cost-effective manner possible. 

Its five components are Army e- 

Learning; digital training facilities; 

the Army Learning Management System, 

which provides training delivery 

and management and streamlines, consolidates 

and provides overall direction 

to the Army’s training processes; the 

enterprise management center; and deployed 

digital training campuses, which 

provide soldiers with an on-base location 

to access web-based, job-related professional 

courses away from the workplace 

and distractions of home. 

The General Fund Enterprise Business 

Systems (GFEBS) develops, acquires, 

integrates, deploys and sustains 

the Army’s enterprisewide single foundation 

for financial, procurement and 

acquisition management. It provides the 

Army’s web-enabled financial, asset and 

accounting management system using 

modern technology, integrated data and 

re-engineered business processes to 

meet current and future business needs 

and better support the soldier. 

GFEBS implements commercial offthe-shelf 

enterprise resource planning 

solutions to standardize, streamline and 

share critical data across the Army. It 

complies with statutory and regulatory 

audit readiness requirements, is a centrally 

hosted web-based solution, meets 

auditability compliance for financial 

feeder systems, replaces costly legacy 

systems and tools, and accommodates 

approximately 35,000 users at approximately 

300 sites. 

The Army Contract Writing System 

(ACWS) delivers a world-class single 

enterprise-wide contract writing and 

management solution capable of meeting 

the unclassified, classified and disconnected 

state mission of the Army 

contracting community. It will be the 


Army’s single enterprisewide contract 

writing and management system. 

Leveraging a commercial off-theshelf-based 

solution, ACWS will replace 

the DoD Standard Procurement System, 

the Army’s Procurement Automated 

Data and Document System, and the 

Virtual Contracting Enterprise suite of 

tools. It standardizes Army procurement 

business processes and streamlines integration 

with enterprise resource planning 

systems; supports compliance with the 

Federal Financial Management Improvement 

Act of 1996; meets the full scope of 

Army contracting requirements globally; 

and enhances the Army’s ability to 

rapidly expand the contracting enterprise 

in support of contingency and combat 

operations. It also decreases and, where 

applicable, mitigates the complexity of 

current and future interfaces with other 

systems while fostering auditability; results 

in re-engineered business processes 

to gain process and system efficiencies; 

and reduces or limits the increase of operational, 

maintenance and support costs. 

Acquisition Business (AcqBusiness) 

delivers innovative and adaptive solutions 

that streamline the collection and 

analysis of data to support powerful decisions 

across the Army acquisition enterprise. 

It provides a rich set of enterprise 

capabilities and services that 

leverage authoritative and trusted data 

from across the acquisition domain. 

AcqBusiness designs, develops and deploys 

services to meet requirements from 

the assistant secretary of the Army (acquisition, 

logistics and technology). It has 

recently focused on maintaining and enhancing 

multiple capabilities and services 

within the system and the Career Acquisition 

Personnel and Position Management 

Information System, including 

SmartCharts, the Acquisition Program 

Baseline, Acquisition Workload Based 

Staffing Analysis Program, Chief Information 

Office Assessment Tool, International 

Online and Materiel Release 

Tracking. 

Network and Strategic 

Communications Systems 

Installation Information Infrastructure 

Communications and Capabilities 

(I3C2) modernizes and delivers global 

network infrastructure, technologies and 

defensive cybercapabilities worldwide, 

enabling strategic network communications 

in direct support to joint warfighters 

and other mission and coalition partners. 

I3C2 enables strategic information 

sharing, enterprise services, and command 

and control while transforming 

the network to be centralized, more secure 

and operationalized. It also transforms 

network infrastructure and services 

for the Army’s Global Network 

Enterprise Construct/LandWarNet and 

DoD’s Joint Information Environment. 

I3C2 is responsible for acquiring and 

delivering the generating force network 

capability that extends a single Army network 

from each post, camp and station to 

the tactical edge. It deploys and modernizes 

IT infrastructure to provide secure, 

reliable, survivable, interoperable and 

standards-based access to data, voice and 

unified capabilities and communications 

infrastructure on all domains and coalition 

networks at permanent and contingency 

locations around the world. I3C2 is 

delivering enhancements to the soldier’s 

ability to effectively “fight upon arrival” 


Home station Mission Command center 

and is making a significant contribution 

to achieving the Army’s IT objectives. 

Power Projection Enablers (P2E) 

delivers the full spectrum of network, 

information and infrastructure modernization 

services outside the continental 

U.S., allowing soldiers and commands 

to access, process and act on information 

anytime and anywhere. This enables 

information dominance across all 

phases of joint and coalition operations. 

P2E procures and implements enterprisewide 

IT capabilities and services 

supporting deployed forces in the Central 

Command, European Command, 

Africa Command and Pacific Command 

areas of operation. It provides capabilities 

and adaptive processes that 

support net-centricity, secure access to 

knowledge, and improved information 

systems and services throughout the 

Army environment, including IT infrastructure 

modernization and life cycle 

management of the Army’s regional area 

networks and strategic command centers 

outside the continental U.S. 

It also provides data center support 

services, including virtualization services 

and solutions, disaster recovery services 

and continuity of operations; and network 

access and infrastructure services, 

creating an integrated architecture that 

supports soldier access to services and information-sharing 

across communities of 

interest, including configured physical 

hardware, access methods and protocols. 

Meanwhile, it provides and sustains 

command, control, communications, 

computers and intelligence systems and 

services for classified and unclassified 

joint and coalition networks; and provides 

a seamless transition of personnel 

and services to U.S. Army Garrison- 

Humphreys under the Korea Transformation, 

Yongsan Relocation Plan/Land 

Partnership Plan in South Korea. 

Reserve Component Automation 

Systems (RCAS) integrates web-based 

software solutions and support services 

that enhance efficiencies for the Army 

National Guard and the Army Reserve in 

maintaining mobilization, safety, personnel 

and force authorization requirements. 

It also sustains and modernizes the reserve 

component’s ability to achieve and 

sustain critical automation interoperability 

through centralized data management, 

common interfaces and applications, 

shared databases and a standard, 

agile and open systems architecture. 

RCAS is a world-class IT project that 

is committed to providing high-quality 

sustainment and enterprise services in 

support of soldiers as well as families and 

communities with solutions supporting 

training, day-to-day unit administration 

and mobilization of the reserve component. 

RCAS links approximately 10,500 

National Guard and Reserve units at 

nearly 4,000 sites with the capability to 

administer, manage, prepare and mobilize 

their forces more effectively. 

RCAS works directly with offices 

within the Department of the Army, 

the National Guard Bureau, U.S. Army 

Reserve Command and other agencies 

to design, upgrade and replace products 

that support respective network infrastructure 

for the reserve component. 

The Installation Information Infrastructure 

Modernization Program 

(I3MP) enables information dominance 

for every soldier through IT modernization 

and life cycle management of the 

Army’s continental U.S. installation 

campus area networks, and command 

centers that provide core command, control, 

communications, computers and intelligence 

infrastructure for joint, coalition 

and interagency capabilities. 

I3MP also provides core infrastructure 

including system and technical facilities, 

protected distribution systems, and site 

preparation for other support equipment. 

I3MP’s home station Mission 

Command centers (HSMCCs) are a 

suite of standardized capabilities utilized 

at corps, division and theater headquarters 

and allow expeditionary Mission 

Command during all operational phases. 

They nest within the Mission Command 

network vision: expeditionary, uninterrupted 

Mission Command through 

a network comprised of intuitive, secured 

and standards-based capabilities 

adapted to a commander’s requirements 

that is integrated into a common operating 

environment. 

I3MP provides continental U.S. Army 

bases, posts and stations with foundational 

installation capability sets including data 

network modernization (NETMOD), 

outside plant modernization and voice network 

modernization. The installation capability 

sets project conditions for the implementation 

of NETMOD-continental 

U.S. and HSMCC capabilities. I3MP is 

working to replace all Network Enterprise 

Center-managed Ethernet switches on 

Army bases, posts, camps and stations 

with a single-switch vendor. The NET- 

MOD-continental U.S. project is a completely 

new way of delivering capabilities 

with the Army as the systems integrator. 

Defense Communications and Army 

Transmission Systems acquires, implements 

and sustains strategic satellite and 

terrestrial communications and leading 

technologies to meet current and future 

requirements of the Army, DoD, the 


National Command Authority and international 

partners. It is responsible for 

a suite of more than 100 projects ranging 

from worldwide strategic satellite 

communications and Wideband Control 

systems, long-haul terrestrial microwave 

and fiber optic communications 

systems to technical control facilities, 

combat service support communications 

systems, critical power infrastructure 

and combat vehicle intercom systems. 

Defense-Wide Transmission Systems 

provides best-value solutions to 

meet strategic long-haul and base-support 

communications needs worldwide 

for DoD and other U.S. government 

agencies. It operates state-of-the-art 

technical control facilities that provide 

and sustain the Global Command Terrestrial 

Communications Program. 

It is the life cycle manager of major defense 

terrestrial and satellite communications 

(SATCOM) programs, including 

the Combat Service Support (CSS) Automated 

Information Systems Interface, 

which provides a secure wireless local area 

network and is used to connect CSS 

computer systems deployed within the 

tactical battle space; the CSS SATCOM 

Very Small Aperture Terminal, which 

provides a global, commercial-satellitebased 

network capability to support the 

operating forces’ enterprise resource planning 

and logistics systems; and the World 

Wide Technical Control Improvement 

Program, which provides life cycle replacement 

of existing multimedia transport 

and network management systems; 

upgrades existing operational transport 

systems; and supports expansion of existing 

transport systems, fiber optic cable 

and network management systems. 

Wideband Enterprise Satellite Systems 

(WESS) develops, acquires, produces, 

fields and sustains reliable, effective 

and supportable enterprise wideband 

satellite communications systems 

for DoD, the Army and the joint warfighting 

community. It provides combatant 

commanders, deployed military 

personnel, DoD and national leadership 

with secure, high-capacity satellite connectivity. 

WESS also provides satellite payload 

control systems to plan, monitor and 

manage the Wideband Global SAT- 

COM (WGS) and the Defense Satellite 

Communications System (DSCS) satellite 

constellations. It manages $300 million 

annually to provide the vast majority 

of DoD’s worldwide satellite gateways. 

With over 100 current enterprise-size 

satellite terminals in the field and nearly 

90 new terminals being fielded through 

the Modernization of Enterprise Terminals 

(MET) project, WESS provides the 

bulk of DoD’s satellite hub infrastructure. 

Along with large enterprise terminals, 

WESS innovates enabling technologies 

to provide baseband connectivity and capacity 

to the Army and joint force. 

WESS supports payload control systems 

for DSCS and WGS and acquires and 

installs strategic satellite network control 

and planning, continuous satellite monitoring 

and automatic response to jamming, 

power and bandwidth management 

software and subsystems. 

WESS’s Senior National Leadership 

Communications program provides 

dedicated communications hotlines directly 

from the desk of the U.S. president 

to the leaders of Russia, Ukraine, 

Belarus and Kazakhstan. The program 

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Land Mobile Radio 

system 

provides reliable, secure communications 

during times of crisis to reduce the 

risk of war. 

Land Mobile Radio (LMR) acquires, 

manages and delivers communication 

systems that support public safety, unit 

and base operations worldwide. It provides 

Armywide, nontactical, garrisonlevel 

systems. LMR systems are commercial 

solutions that provide mobile 

and portable communication support for 

garrison public safety, force protection 

and facilities maintenance operations. 

Primary users include installation military 

police, fire departments and emergency 

medical personnel. 

LMR maximizes the use of scarce radio 

spectrum, and provides secure voice 

transmissions and mutual aid interoperability 

with local, state and federal entities. 

LMR systems are key components 

of the Army enterprise that provide a 

seamless communications network in 

support of base-level communications 

and infrastructure. 

Enterprise Services 

Enterprise Services (ES) procures, 

develops, delivers and sustains enterprise-level 

IT equipment, software products 

and services that enable end-to-end 

communication, collaboration, messaging, 

content management and application 

hosting across the Army. In addition, 

ES provides human resources 

support and services to sustain and maintain 

a mission-ready workforce. 

ES manages cloud hosting; application 

and system modernization; data center 

consolidation; communication, collaboration 

and messaging; IT services; and 

hardware and software procurement in 

addition to providing knowledge-based 

human resource capabilities to sustain a 

mission-ready workforce. ES will lead 

the transformation of the Army’s legacy 

acquisition services to a shared enterprise 

services model to enable a seamless, integrated 

front end for the soldier on any 

trusted device, anywhere, anytime. ES 

will identify and acquire enterprise-level 

solutions to the Army’s communication, 

technology and human resource challenges 

today for the Army of tomorrow. 

Computer Hardware, Enterprise 

Software and Solutions (CHESS) is the 

primary source supporting the soldier’s 

information dominance objectives by developing, 

implementing and managing 

commercial IT contracts that provide enterprisewide, 

net-centric hardware, software 

and support services for the Army. 

As the Army’s designated source for commercial 

IT, CHESS provides a no-fee 

flexible procurement strategy through 

which an Army user may obtain commercial 

off-the-shelf IT hardware, software 

and services via the CHESS e-mart. This 

is an e-commerce-based process that offers 

simple, straightforward contract vehicles 

for customers to request quotes or 

proposals. These contracts provide continuous 

vendor competition for best value 

and consolidation of requirements. 

CHESS offers major IT equipment 

manufacturers and resellers along with 

many small businesses, providing annual 

savings through cost-avoidance and added 

value through years of experience conducting 

market research and negotiating. 

CHESS is responsible for implementing 

Armywide consolidated buys of desktop 

and notebook computers, the most costeffective 

approach to fulfilling user requirements. 

The consolidated buy process 

is also in direct support of the Army chief 

information officer (CIO/G-6) strategy 

for acquiring products that are fully compliant 

with federal desktop computing 

regulations as well as DoD and Army security 

and interoperability standards. 

CHESS is the Army’s ESI Software 

Product Manager and manages DoD 

and Army Enterprise Software Agreements 

(ESA) whose use has been mandated 

by the CIO/G-6. CHESS also has 

statement of nonavailability authority if 

an ESA cannot meet user requirements. 

CHESS reduces acquisition and support 

costs by leveraging DoD’s buying power. 

Enterprise Content Collaboration 

and Messaging increases efficiencies and 

aligns resources to deliver and sustain enterprise-level 

IT capabilities that enable 

end-to-end collaboration, messaging and 

content management across the Army 

workforce. It manages four enterprise IT 

initiatives: Army Knowledge Online, the 

Army’s enterprise portal that provides file 

storage and sharing, organizational and 

individual webpages and search for over 

1.6 million users; DoD Enterprise Email, 

a cloud-based email service for nearly 1.5 

million users and 80,000 mobile users; 

Enterprise Content Management and 

Collaboration Service, an enterprise Microsoft 

SharePoint instantiation provided 

by the Defense Information Systems 

Agency using existing Army licenses as a 

managed service and offering capabilities 

that enable team collaboration, content 

management, records management and 

business process management among 

users regardless of location; and Unified 

Capabilities, which provides a full suite of 

services for integrated voice, video, instant 

messaging/chat, presence and screen sharing 

to enable synchronous collaboration 

for the Army on any approved device, us- 


ing commercial off-the-shelf products and 

common industry networking protocols. 

Human Resources Solutions provides 

centralized acquisition management of 

enterprise-level, HR knowledge-based 

services and training to DoD with 40 

indefinite delivery, indefinite quantity 

contracts capable of providing a wide 

breadth of HR services to the Army. It 

is comprised of Army civilians who have 

attained Defense Acquisition Workforce 

Improvement Act certification in 

program management, contracting and 

resource management. 

HR Solutions provides dedicated professional 

acquisition expertise including 

acquisition planning and strategy, requirements 

development, source-selection, and 

contract administration and close-out. On 

average, HR Solutions services contracts 

are awarded for 20 percent less than what 

the requiring activities programmed for 

based on independent government cost estimates. 

Additionally, because HR Solutions 

provides dedicated professional acquisition 

management and support for the 

entire life cycle of the contract, requiring 

activities do not have to dedicate significant 

resources to manage the contract. HR 

Solutions can award enterprise-level task 

orders with a total value of $500 million 

supporting a wide scope of HR requirements 

within 100 days of notification. 

Acquisition, Logistics and Technology 

Enterprise Systems and Services 

(ALTESS) provides technology, expertise 

and world-class IT services to DoD 

through effective and efficient operations 

in a secure environment. It is a 

DoD leader in providing application 

modernization and migration services 

required for staging and enabling applications 

for hosting to the cloud. All 

ALTESS IT services are provided with 

a proven service delivery process and 

state-of-the-art technologies. 

ALTESS provides cost-effective, full 

life cycle support for DoD information 

systems. In addition to providing IT 

service management based on IT Infrastructure 

Library best practices, it operates 

a state-of-the-art data center and is 

an IT service provider offering application 

modernization, IT engineering, cybersecurity, 

data management and service 

desk facilities. 

Enterprise Computing (EC) provides 

future-focused solutions that 

modernize and optimize enterprise IT 

activities through cost-effective and 

policy-compliant delivery of cuttingedge 

infrastructure and services. It oversees 

a portfolio consisting of four primary 

initiatives: 

■ Army Software Marketplace establishes 

the governance and business 

processes for transforming how Army 

users access, share and leverage enterprise 

software. 

■ Data Center/Cloud/Generating 

Force/Computing Environment identifies, 

advocates for, plans, implements 

and delivers a standardized environment 

with common services implemented at 

multiple enterprise data centers. 

■ Army Application Migration Business 

Office provides modernization recommendations 

and referrals to ensure capability 

owners that are not cloud-ready 

to know which services to utilize to become 

so. 

■ The Army Enterprise Service Desk 

provides 24-hour support services to 

Army sites and functional organizations. 


Project Manager Armored 

Multipurpose Vehicle 

The armored multipurpose vehicle 

(AMPV) program remains the Army 

combat vehicle portfolio’s highest priority 

developmental effort. It is intended 

to replace the M113 in brigade combat 

teams because the M113 lacks the protection, 

mobility and survivability necessary 

to fight in those formations. 

AMPV will replace the M113 in the 

mission roles of general purpose, Mission 

Command, mortar carrier, and 

medevac and treatment. AMPV is primarily 

a vehicle integration program as 

opposed to a developmental program. 

This military derivative vehicle program 

is envisioned to maximize reuse of 

legacy subsystems to reduce technical 

risk and enhance armored brigade combat 

team commonality. 

The AMPV Milestone B review was 

completed in December 2014, and the 

engineering and manufacturing development 

contract was awarded to BAE Systems. 

The current value of the contract 

is $395.5 million. It includes options to 

produce three years of low-rate initial 

production vehicles to support a full-rate 

production decision in fiscal 2021. 

The total value of these three options 

is approximately $830 million. 

The AMPV program is currently on 

GROUND COMBAT SYSTEMS 

schedule, executing within its cost baseline, 

and on target to meet performance 

requirements. 

Product Manager Self-Propelled 

Howitzer Systems 

Product Manager Self-Propelled 

Howitzer Systems manages approximately 

1,085 platforms. They include 


The M109A6 155 mm self-propelled 

howitzer provides primary indirect-fire 

support to modular armored brigade 

combat teams. Like earlier M109 models, 

the M109A6 Paladin is a fully tracked 

armored vehicle. The configuration is 

achieved through extensive modifications 

to existing M109A2/A3 vehicle 

hulls and the subsequent introduction 

of an entirely new turret structure. 

The Paladin includes onboard digital 

fire-control and vehicle location/navigation 

systems, secure radio communications 

systems, an improved M284 

cannon and M182A1 gun mount, automotive 

improvements, improved ballistic 

and nuclear-biological-chemical 

protection, driver’s night-vision capability 

and built-in test equipment. 

Additional chassis upgrades include a 

remotely actuated travel lock (for 

quicker site occupation and displacement), 

larger torsion bars (to help support 

the additional weight), and a lowheat 

rejection engine with an improved 

cooling system as well as a higher capacity 

electrical generator. The M109A6 

Paladin has improved responsiveness, 

survivability, lethality and reliability 

compared with earlier M109s. 

A parallel U.S. Army recapitalization 

effort was seen in the M992A2 Field 

Artillery Ammunition Supply Vehicle 

(FAASV). The basic version—also known 

as carrier, ammunition tracked—emerged 

from an industry research and development 

project designed to provide selfpropelled 

field artillery units with a ballistically 

protected vehicle capable of 

performing critical resupply and support 

functions. 

The FAASV system was type-classified 

and entered production in 1983. It 

is based on an M109 howitzer chassis 

that provided the resupply asset with 

mobility and survivability characteristics 

commensurate with the supported cannon 

element. It is paired on a one-forone 

basis with the Army’s M109A6 

Paladin self-propelled howitzer. 

The M109A7 Self-Propelled Howitzer 

(SPH) and M992A3 Carrier Ammunition 

Tracked (CAT) (formerly 

known as the Paladin Integrated Management 

program) is to begin replacing 

the current M109A6 Paladin and the 

M109A6 Paladin 


M992A2 FAASV, respectively, in fiscal 

2017. The SPH and CAT vehicles are 

currently in low-rate initial production. 

This next-generation howitzer provides 

enhanced capabilities to maintain Army 

dominance on future battlefields and is 

one of the most critical vehicle modernization 

programs. 

The M109A7 SPH and M992A3 

CAT program is a modernization effort 

engineered to improve readiness, force 

protection and survivability. It also aims 

to increase sustainability of the Paladin 

and FAASV platforms through 2050. 

Production of the new M109A7 includes 

fabrication of a new vehicle chassis structure 

and utilization of Bradley common 

suspension and drivetrain components. 

The M109A7 also incorporates select 

technologies from the nonline-of-sight 

cannon, including a modified electric 

projectile rammer and modern electricgun 

drive systems to replace the current 

hydraulically operated elevation and azimuth 

drives that were designed in the 

early 1960s. 

The M109 family of vehicle platforms 

will be fitted with Blue Force Tracker 

capability to ensure situational awareness 

with other friendly forces. These 

upgrades and better communications 

technology will significantly improve 

battlespace awareness and reduce the logistics 

footprint within the armored 

brigade combat team. The new electricgun 

drives and rammer components as 

well as a microclimate air conditioning 

system will be powered by the common 

modular power system, utilizing a 600- 

volt onboard electrical system. 

Once delivered to the field, the 

M109A7 SPH and M992A3 CAT vehicles 

will give commanders a more capable 

and sustainable vehicle, providing 

them with increased confidence in their 

artillery fleet. 

Product Director Combat Vehicle 

Recovery Systems 

The M88A2 Heavy Equipment Recovery 

Combat Utility Lift and Evacuation 

System (Hercules) is a fully tracked, 

heavy-armored vehicle developed to accomplish 

safe, effective and independent 

battlefield recovery operations. It implements 

swift and effective combat evacuations 

through towing, winching and lifting. 

Hercules is the primary recovery support 

for the 70-ton M1 Abrams tank, the 

Wolverine Heavy Assault Bridge and 

other heavy combat vehicles. 

The M88A2 has a 1,050-horsepower 

engine; armored skirts; a 35-ton boom; a 

70-ton single-line, constant-pull main 

winch; and a 3-ton auxiliary winch for 

deploying the main winch cable. When 

compared with the M88A1, these upgrades 

improve towing power by 25 percent, 

lifting capability by 40 percent, and 

winching ability by 55 percent. The 

M88A2 is in full-rate production and 

deployment; fielding began in July 1997. 

Product Director Foreign Military 

Sales 

Foreign military sales are vital in supporting 

U.S. national security and foreign 

policy objectives by providing allied 

nations the means to promote 

peace and stability in their region and 

enable weapon system interoperability, 

which can be valuable during joint operations. 

Foreign military sales also 

benefit industry by keeping production 

CAREER CENTER 


Abrams M1A2 SEPv2 

lines warm during decreased activity 

from U.S. government sales. 

Director of Program Executive Office 

Ground Combat Systems Foreign Military 

Sales assists partner nations in developing 

tailored solutions to meet their 

security cooperation and defense requirements, 

and provides management 

services by executing approved foreign 

military sales programs through an intensive 

management office structure. 

Affordable life cycle management is ensured 

by providing acquisition, sustainment 

and financial management, along 

with fielding and training support. Intensive 

management offices are currently 

in place to manage platform programs 

for Saudi Arabia, Egypt, Iraq, 

Morocco, Kuwait and Australia. 

Product Manager Abrams 

The Abrams Tank provides soldiers 

with the mobility, firepower and shock 

effect to successfully close in and destroy 

enemy forces on the complex, integrated 

battlefield. It is the only 

weapon system that can withstand the 

impact of high-energy warheads and remain 

lethal in full spectrum operations. 

The 120 mm main gun on the M1A1 

Situational Awareness (SA) and M1A2 

SEPv2, combined with the powerful 

1,500-horsepower turbine engine and 

special armor, make the Abrams suitable 

for attacking or defending against 

large concentrations of heavy armor 

forces on a highly lethal battlefield and 

for roles that require shock effect, widearea 

surveillance, combined arms maneuver 

and mobile direct firepower to 

support Army mission requirements. 

While every vehicle is designed to 

have a space, weight and power margin 

for incremental improvements, recent 

upgrades made to the Abrams M1A2 

SEPv2 have left little margin for future 

improvements. To alleviate these constraints, 

the Army launched the Abrams 

engineering change proposal (ECP) 1 

program, which is designed to buy back 

space, weight and power by redesigning 

and modernizing many elements of the 

tank. This program is a modification to 

the system that leaves essential capability 

unchanged. The Abrams ECP1 program 

will help ensure that the Army can 

seamlessly incorporate future upgrades 

into the Abrams without degrading operational 

performance. 

The centerpiece of the ECP1 upgrade 

will be to restore lost power margin 

through the integration of a larger generator, 

improved slip ring, battery management 

system, and a new power generation 

and distribution system. The modified 

slip ring on the turret will provide the 

ability to transmit larger amounts of data 

into the turret, in addition to providing 

more power. Overall, these efforts will 

improve protection, sustainment and 

power generation for the vehicle. 

The ECP1 upgrade will ready the 

tank to accept the Army network components 

in the short term while building 

the necessary margin to accept future 

capabilities in decades to come. 

The communications package will integrate 

the Army’s Handheld, Manpack 

and Small Form Fit radios into the 

Abrams, replacing the single-channel 

ground and airborne radio system. To 

address these network requirements, the 

Abrams will integrate a gigabit Ethernet 

data bus to allow greater data processing 

and transmission. 

While the Abrams remains the dominant 

vehicle on the battlefield, the ECP1 

program will make it more formidable by 

including a new armor package for increased 

protection, an ammunition data 

link connecting the fire-control system 

to the main gun, and an auxiliary power 

unit designed for use in mounted surveillance 

operations. It also will replace linereplaceable 

units with line-replaceable 

modules, improving the onboard electronics 

and commander’s display. 

This electronic upgrade will mitigate 

impending obsolescence issues and provide 

the ability to quickly diagnose and 

replace card-level failures. In addition, 

an updated version of the counter-remote-control 

IED electronic warfare 

system will be incorporated during the 

recapitalization process. 

The Abrams Integrated Management 

(AIM) Configuration Process is used 

for recapitalization of the tank fleet. Under 

AIM, tanks are completely disassembled 

and many of the components are refurbished 

at Anniston Army Depot, Ala. 

The assemblies are then shipped to the 

Joint Systems Manufacturing Center in 

Ohio, where General Dynamics Land 

Systems reassembles the tanks to a zerotime/zero-miles 

standard. 

AIM also serves as the venue to apply 

modifications and upgrades including 

embedded diagnostics, improved linereplaceable 

units, and redesigned hull 


and turret network boxes in conjunction 

with the recapitalization program. Upgraded, 

digitized M1A2 SEPv2 tanks 

are planned for production through December. 

The M1A1 upgrade program 

produced its last vehicle in July 2011. 

Fielding of the M1A1 SA tanks was 

completed in summer 2015. 

The Abrams M1A2 SEPv2 (System 

Enhancement Program) has a digital 

command-and-control system that provides 

situational awareness updates to 

other tanks within the unit. Vetronics 

architecture ties together all electronic 

components in the tank and provides 

increased survivability and supportability. 

The commander’s independent thermal 

viewer provides a hunter-killer capacity, 

allowing the M1A2 SEPv2 to 

engage one target while simultaneously 

tracking another. Improved onboard diagnostics 

allow the tank to self-diagnose 

faults without additional special 

tools or equipment. 

The M1A2 SEPv2 also has integrated 

command, control, communications, 

computers, intelligence, surveillance 

and reconnaissance capabilities, 

which incorporate Force XXI Battle 

Command Brigade and Below to provide 

real-time command and control 

and situational awareness. The sights 

use a second-generation, forward-looking, 

infrared thermal-imaging system 

for increased lethality and survivability. 

The SEPv2 package also includes a 

computerized mass-memory unit, and 

color maps and displays. A thermal 

management system increases electronic 

reliability and decreases crew fatigue. 

The Abrams M1A1 SA includes the 

gunner’s primary sight, with secondgeneration 

forward-looking infrared 

technology and the stabilized commander’s 

weapons station. Other technologies 

include Blue Force Tracker—a digital 

command-and-control system that 

gives commanders information about 

their location relative to friendly forces— 

and the powertrain improvement and 

optimization program (total integrated 

engine revitalization and improved 

transmission), which provides more survivability 

and durability. Survivability 

technologies include frontal armor and 

turret side armor upgrades. 

M1200 Armored Knight 

The M1200 Armored Knight is 

fielded to combat observation lasing 

teams in armored, infantry and Stryker 

brigade combat teams and battlefield 

surveillance brigades; and to fire support 

teams in infantry brigade combat teams. 

M1200s are used to perform terrain 

surveillance and target acquisition and 

provide precise, day-and-night far-target 

location capability in support of firesupport 

missions. 

The mission equipment package of 

the Knight family of vehicles—including 

the M1200 Armored Knight and its 

predecessor, the M707 Knight—consists 

of a fire support sensor system laser 

designator, rangefinder and thermal imager; 

a digital command-and-control 

system that includes blended inertial/ 

GPS navigation and targeting capability; 

and a self-defense weapon. First fielded 

in 2008 after successfully integrating the 

mission equipment package onto a 

modified armored security vehicle chassis, 

the M1200’s precision targeting system 

provides computational capability 

for very precise self-location and far-tar- 


get location and laser designation capability 

for using conventional ordnance, 

laser-guided munitions, and precisionguided 

projectiles such as Excalibur. 

The 465th and final M1200 was produced 

in the second quarter of fiscal 

2013, and almost all have been fielded or 

are scheduled to be fielded. In addition, 

154 M1200s have returned from Iraq 

and Afghanistan and have gone through 

reset. Block I and Block II modification 

work order installations took place in 

fiscal 2014; these modifications ensure a 

pure M1200 fleet and the commonality 

of all M1200s into sustainment. 

Project Manager Stryker Brigade 

Combat Team 

The Project Manager Stryker Brigade 

Combat Team (PM SBCT) develops, 

produces and sustains the full 

range of safe, reliable, supportable and 

effective Stryker vehicle systems—a diverse 

fleet of medium-weight vehicles 

capable of being rapidly deployed to 

trouble spots around the world. SBCT 

now incorporates the Armored Security 

Vehicle as well as the Armored Knight, 

making SBCT the home of all wheeled 

ground combat vehicles. 

The Stryker family of vehicles consists 

of 10 unique mission equipment 

packages incorporated into the eightwheeled, 

common combat vehicle platform 


M1126 Stryker 

The Army’s responsibility to satisfy 

21st-century requirements for effective 

full-spectrum operations required an 

improved capability for the rapid deployment 

of highly integrated combined 

arms forces, possessing overmatch 

capabilities, exploiting the power of information 

and human potential, and 

combining the advantages of both light 

and mechanized forces across the full 

range of military and nonmilitary operations. 

As a result, the Army invested in 

the Stryker. 

In 2000, the Stryker became the first 

new combat vehicle to be acquired by 

the Army in more than 20 years. Its 

procurement emerged following the 

challenge presented in 1999 by then- 

Chief of Staff Gen. Eric K. Shinseki: 

“We must provide early-entry forces 

that can operate jointly without access 

to fixed forward bases, but we still need 

the power to slug it out and win decisively.” 

Strykers have accumulated more 

than 31 million combat miles in Operation 

Enduring Freedom and Operation 

Iraqi Freedom. There are 17 variants. 

In March 2010, the Stryker underwent 

a game-changing transformation when 

the Army took lessons learned from theater 

and incorporated an improved hull 

design to protect soldiers from IEDs and 

roadside mines. These production vehicles 

were delivered in January 2011. 

This new underbody design, known 

as a double-V hull (DVH), was based 

on proven technology similar to that 

found on MRAP vehicles, which deflect 

blasts away from the vehicle and the 

soldiers inside. This rapid engineering 

effort went from conception to production 

in less than one year and debuted 

in Afghanistan in early summer 2011. 

The M1126 infantry carrier vehicle 

(ICV) is a troop transport vehicle capable 

of carrying nine infantry soldiers and 

their equipment. It requires a crew of 

two: a driver and a vehicle commander. 

It is armed with a remote weapons station 

that supports the M2 .50-caliber 

machine gun or the Mk 19 automatic 

grenade launcher, the M6 countermeasure 

device (smoke grenade launcher) 

and an integrated thermal weapon sight. 

The other flat-bottom variants of 

Stryker consist of the M1130 commander’s 

vehicle, M1127 reconnaissance vehicle 

(RV), M1131 A1 fire support vehicle, 

M1129 A1 mounted mortar carrier, 

M1134 anti-tank guided missile vehicle, 

M1132 engineer squad vehicle, M1133 

medevac vehicle and M1135 nuclear-biological-chemical 

reconnaissance vehicle. 

The M1128 mobile gun system is based 

on the ICV but modified to incorporate 

a 105 mm turreted gun, an autoloader 

system and a crew of three. 

The addition of the double-V hull 

provides improved blast protection for 

the Stryker crew. It is fielded in Afghanistan. 

Based on the unique operating environment 

there, DVH ICVs were provided 

in lieu of DVH RVs because the 

remote weapon station afforded greater 

protection and lethality and carried 

more personnel. To continue to perform 

scout missions, a kit was developed that 

will facilitate the installation of the RV’s 

unique mission equipment package. 

The Stryker supports communications 

suites that integrate the Single- 

Channel Ground and Airborne Radio 

System radio family; Blue Force Tracker 

2 with Joint Capabilities Release software; 

and high-frequency, multiband 

VHF and UHF radio systems. Select 

leader vehicles also integrate Warfighter 

Information Network-Tactical Increment 

2 systems as well as computer 

workstations using Command Post of 

the Future software. 

The Stryker engineering change proposal 

(ECP) 1 program addresses space, 


weight, power and cooling deficits realized 

through years of wartime survivability 

improvements. Specifically, the ECP 

program will allow the platform to accept 

network improvements and provide 

the interfaces and capacity for other inbound 

technologies. 

ECP1 upgrades will be applied to 

double-V hull variants. 

The 2nd Cavalry Regiment Stryker 

Lethality Upgrade effort is in response to 

the regiment’s operational needs statement 

requesting improved lethality capability 

to defeat dismounted, light- and 

medium-armored threats. Capacity for a 

nine-man squad will be retained. The 

program will apply an enclosed unmanned 

turret equipped with an XM- 

813 30 mm cannon and a 7.62 mm coax 

machine gun. Eighty-three platforms will 

be fielded to the regiment in fiscal 2018. 

Product Director Future Fighting 

Vehicle 

The Product Director Future Fighting 

Vehicle office is the primary point 

for the Army’s next-generation fighting 

vehicles. The focus is exploring a range 

of vehicle concepts to better shape requirements 

for design and development. 

The office provides leadership, technical 

expertise and oversight for the developmental 

efforts, working with the science 

and technology sector to ensure that key 

investments inform requirements, reduce 

risk and close the capability gap. 

Product Manager Bradley 

Fighting Vehicle Systems 

Product Manager Bradley Fighting 

Vehicle Systems (PdM BFVS) manages 

approximately 3,850 M2A2 Infantry 

Fighting Vehicles (IFV), M2A2 Operation 

Desert Storm vehicles and M2A3 

IFVs, as well as 334 M7 and A3 Bradley 

Fire Support Team (BFIST) vehicles. 

With an operational fleet of approximately 

2,895 vehicles, Bradley Fighting 

Vehicles (BFV) provide infantry 

squads with protected transport to critical 

points on the battlefield. They also 

perform cavalry scout, fire support and 

engineer mission roles within the armored 

brigade combat team. 

To ensure that BFVs can enable the 

Army’s network investment and incorporate 

other Army programs of record 

without further degrading operational 

performance, basic improvements are 

being made in three iterations as part 

of the upcoming Bradley engineering 

change proposal (ECP) program. 

ECP1 is designed to address the weight 

growth of the vehicle and includes three 

capabilities: extended-life, heavyweight 

track to handle larger vehicle weights; 

heavyweight torsion bars to restore ground 

clearance lost to increased weight and 

improve cross-country mobility and underbelly 

blast protection; and improved 

durability road arms and shock absorbers 

to reduce operating costs and 

maintenance intervals at increased vehicle 

weights. 

ECP2 is focused on improving space, 

weight, power and cooling to meet electric 

power generation and computing requirements 

as well as to accommodate 

inbound technologies for network systems. 

This will include an upgraded generator, 

power distribution system, and 

engine and transmission modification to 

ensure automotive capability is not lost 

in order to power network systems. 

ECP2b technologies will contribute to 

the lethality overmatch, survivability and 

force protection of the Bradley while 

staying within the operational capabilities 

outlined by current system requirements. 

It will enable the integration of 

the third-generation forward-looking infrared, 

as well as other lethality and force 

protection requirements. 

The Fire Support Sensor System 

(FS3) has been integrated into both M7 

and A3 BFIST configurations. It is 

composed of two subassemblies: the 

Long-Range Advanced Scout Surveillance 

System (LRAS3) and the Laser 

Designator Module (LDM). When the 

LRAS3 and LDM are integrated into 

the BFIST vehicle, it becomes known 

as the FS3. LRAS3 provides twice the 

amount of target detection over the Improved 

Bradley Acquisition Subsystem 

while targeting and designating under 

armor from the gunner’s position. This 

capability meets the 2004 heavy/light 

ordnance objective. 

The BFIST with FS3 allows the fire 

support team to detect, identify and designate 

targets for precision munitions at 

greater ranges while remaining protected 

by the vehicle’s armor. The new 

ranges meet current requirements and 

facilitate the targeting of laser-guided 

smart munitions, laser-guided bombs, 

and missiles for rotary- and fixed-wing 

aircraft. 

Bradley Fighting Vehicle 


COMBAT SUPPORT & COMBAT SERVICE SUPPORT 

The Program Executive Office for 

Combat Support and Combat Service 

Support (PEO CS&CSS), headquartered 

in Warren, Mich., directs and coordinates 

the life cycle management of 

hundreds of Army systems across five 

projects and more than 20 product offices. 

Its portfolio encompasses the entire 

tactical wheeled vehicle fleet, 

MRAPs, watercraft, force projection 

equipment, shelter and force sustainment, 

and mobile power systems. Its 

military and Army civilian workforce 

demonstrates program management 

and acquisition excellence in the fielding 

of urgently needed and combatready 

equipment to soldiers and joint 

war-fighters engaged across the spectrum 

of military operations. 

Project Manager Force Projection 

The Project Manager Force Projection 

provides equipment across a broad spectrum 

of the CS&CSS portfolio including 

assault breaching, gap crossing, construction 

and martial handing equipment, liquid 

logistics, tailored tool kits, testing 

equipment and the ground robotics fleet. 

The portfolio of 146 programs of record 

spans eight product managers/product 

directors: bridging; combat engineer/materiel 

handling equipment; petroleum 

M160 Anti-Personnel Mine Clearing System 

and water systems; sets, kits, outfits and 

tools; test, measurement and diagnostic 

equipment; unmanned ground vehicles; 

applique and large unmanned ground 

systems; and robotic logistics support. 

Product Manager, Applique and 

Large Unmanned Ground Systems 

(PdM ALUGS) manages the development, 

acquisition, testing, systems integration, 

product improvement and fielding 

of robotic systems in support of Army 

requirements. 

The M160 Anti-Personnel Mine 

Clearing System (M160) is a 6-ton 

tracked robot designed for teleoperation 

to clear minefields from a standoff distance. 

It detonates or destroys anti-personnel 

mines in a 66-inch-wide path 

using a rotating chain and hammer flail 

system. It fulfills the light flail mission 

in the area clearance family of systems. 

PdM ALUGS is integrating multiple 

engineering change proposals into the 

design to enhance the robot’s utility for 

the user, including a Counter Radio- 

Controlled IED Electronic Warfarecompatible 

radio. The product manager 

originally procured the M160 as a commercial 

off-the-shelf item to support an 

urgent need in theater, and subsequently 

transitioned the M160 to a program 

of record. PdM ALUGS is on 

track to complete the first M160 fielding 

in the second quarter of fiscal 2017. 

The Route Clearance and Interrogation 

System (RCIS) program activity is 

developing and integrating an applique 

system onto existing platforms. RCIS 

Type I allows semiautonomous control of 

the High-Mobility Engineer Excavator 

(HMEE), enabling soldiers to interrogate, 

classify and excavate deeply buried 

explosive hazards, IEDs and caches in a 

wide range of road surfaces and soil conditions. 

RCIS Type II will allow teleoperation 

of the RG-31 and its capabilities, 

enabling soldiers to semiautonomously 

control a mine detonation roller, debris 

blower and trip/command wire-detonating 

device; and prevent threat forces from 

using concealed locations and reseeding 

routes with explosive hazards by clearing 

routes of trash and debris. PdM ALUGS 

is on schedule to execute the Type 1 

Milestone B during the third quarter of 

fiscal 2017. 

The Squad Multipurpose Equipment 

Transport (SMET) will provide 

load-carrying capability for the small 

unit, increasing the time and range for 

conducting continuous operations independently. 

PdM ALUGS will field the 

SMET to infantry brigade combat teams 

and engineer platoons. The SMET will 

be capable of employing various payloads 

to support infantry and engineer operations 

while reducing soldiers’ loads by allowing 

the transport of mission-specific 

equipment, required resupply equipment, 

and supplies required for extended 

operations. 

The Leader Follower program will 

provide a limited automated vehicle capability 

to the Palletized Loading System 

by enabling a designated, staffed 

“leader” vehicle to lead a series of unstaffed 

“follower” vehicles. The leader 

vehicle will provide directional and 

speed guidance to the follower vehicles, 

while the follower vehicles use this input 

in addition to their own vehicle sensor 

input to safely and efficiently follow 

the lead vehicle. 

This unmanned capability will increase 

logistics throughput and improve 

force protection for convoy operations. 

PM ALUGS is currently working to in- 


Common Bridge 

Transporter launching 

an Improved Ribbon 

Bridge 

form requirement development activities 

before developing a material solution. 

Product Manager Bridging is committed 

to developing, acquiring, fielding 

and sustaining gap-crossing and 

breaching solutions that fulfill mission 

requirements. It works with other defense 

organizations on a range of existing 

and emerging bridging systems and 

requirements. 

The Improved Ribbon Bridge (IRB) 

provides roadway or raft assault and tactical 

bridge-crossing capability up to 

military load classification (MLC) 80T/ 

110W across nonfordable wet gaps. The 

overall program placed nearly 10 Multi- 

Role Bridging Companies’ (MRBC) 

worth of IRB bays into prepositioned 

stock in fiscal 2016. 

The Bridge Erection Boat (BEB) 

provides propulsion, thrust and stabilization 

for IRB bays, with a secondary 

mission to provide short-term anchorage, 

diving support missions, troop 

transport, and personnel and equipment 

recovery. The current low-rate initial 

production effort for the Mk III BEB 

was to culminate during fiscal 2016, 

with production test and evaluation 

completed at various government and 

contractor facilities and training sites. 

Full-rate production will begin in the 

fiscal 2017–18 time frame. 

The Common Bridge Transporter, 

based on the heavy expanded mobility 

tactical truck (HEMTT), serves as the 

MRBC prime mover vehicle to transport, 

launch and retrieve all float and 

dry span bridging equipment. It also 

supports the MRBC’s secondary mission 

of line haul, and serves as the prime 

mover for the rapidly emplaced bridge 

system. A recapitalization program is 

underway to upgrade the fleet from 

M1977A1/A2 to M1977A4 configuration. 

This upgrade will improve crew 

survivability and address obsolescence 

issues. 

The Rapidly Emplaced Bridge System 

provides bridging capability to 

Stryker brigade combat teams. It uses a 

common bridge transporter for its powered 

launching pallet and 13-meter horizontally 

launched bridge. 

The Dry Support Bridge provides 

the Army with bridging for gaps of 40– 

46 meters. It replaces the outdated, 

manpower- and time-intensive medium 

girder bridge with a mechanical system 

capable of emplacing a bridge by eight 

soldiers in 90 minutes or less. In addition, 

it will improve current bridge 

load-carrying capacity, increasing from 

MLC 96 for wheeled traffic to MLC 

120 for wheeled traffic with a caution 

crossing. PdM Bridging designed the 

bridge to be transported as a palletized 

load by the common bridge transporter, 

palletized load system (PLS) trailers or 

service support units equipped with 

PLS trucks. Current plans are to retrofit 

the previously fielded 40-meter dry support 

bridges to 46 meters. 

The Bridge Supplemental Set will 

provide MRBC the capability during 

bridging and/or rafting operations to establish 

long-term anchorage, protection 

against floating hazards, and access/ 

egress traction matting. It also provides 

necessary power generation/tools. Currently 

in the engineering and manufacturing 

development phase of acquisition, 

PdM Bridging seeks to establish commercially 

available subsystems with 

higher technology readiness levels to 

guide the program’s future path and 

milestone evolution. 

Several programs support the assault 

bridging and breaching portion of the 

PdM Bridging portfolio. The Joint Assault 

Bridge (JAB) program will provide 

an M1A1 Abrams-based platform to 

launch and recover the upgraded MLC 

85 scissor bridge from an Armored Vehicle 

Launched Bridge (AVLB) and replace 

AVLB launchers in combat engineer 

units. The joint assault bridge will 

provide enhanced mobility, maneuverability, 

supportability and survivability 

over the legacy AVLB M60A1. 

The Assault Breacher Vehicle provides 

armored brigade combat teams with 


an in-stride complex obstacle-breaching 

capability based on the M1A1 Abrams 

tank chassis. The program is in the production 

and deployment phase, with continued 

system fielding through fiscal 

2017. 

The Line of Communication Bridge 

(LOCB) supports the heavy supply 

route bridge requirement with the ability 

to span fixed or float 50- to 300-meter 

gaps for crossings of MLC 100 

track/120 wheel (normal), 120T/150W 

(caution). The U.S. Army Tank Automotive 


Center, Mich., designed the 

LOCB, which is being built at Rock Island 

Arsenal Joint Manufacturing and 

Technology Center, Ill. Completion of 

Milestone C was expected by the end of 

fiscal year 2016. 

The M9 Armored Combat Earthmover 

is a small, full-tracked armored 

vehicle that performs mobility, countermobility, 

survivability dozing and earthmoving 

for the armored brigade combat 

team and combat engineer mobility 

augmentation company while keeping 

pace with maneuver forces. It is in the 

sustainment phase of its life cycle. 

The Armored Vehicle Launched 

Bridge (AVLB) is a legacy assault bridge 

system based on the M60 chassis with a 

19-meter scissor bridge. It is the most 

numerous assault bridge asset. The 

Army is working to reclassify the AVLB 

MLC 70 Bridge to MLC 85, providing 

increased capability. Analysis is underway 

for a possible increase of the bridge 

load classification to MLC 92. The JAB 

is replacing the AVLB. 

The M104 Wolverine Heavy Assault 

Bridge system is a legacy system 

that utilizes an M1A2 System Enhancement 

Package (SEP) Abrams 

platform to horizontally launch and recover 

a 26-meter bridge. The Wolverine 

was fielded in small quantities before 

program termination in 2002. The 

JAB is replacing it. 

The Stryker Launched Assault Bridge 

represents an emerging requirement to 

address bridging capability shortfalls 

within Stryker brigade combat teams. It 

potentially includes a Stryker-mounted, 

front-launched bridge system capable of 

tactical and assault gap crossings up to 10 

meters at MLC 50. It will provide commanders 

an organic bridge capability they 

can deploy while the crew remains under 

armor protection. 

The Product Manager Combat Engineer/Material 

Handling Equipment 

(PdM CE/MHE) is responsible for providing 

the primary mission equipment to 

combat engineer brigades and material 

handling equipment to all Army organizations. 

It is the life cycle manager for 39 

active programs and nine emerging systems. 

These programs support the current 

engineer forces within Stryker, heavy 

and infantry brigade combat teams; engineer 

support companies; vertical and horizontal 

companies; asphalt and concrete 

teams; and multirole bridge companies. 

PdM CE/MHE also supports the transportation, 

quartermaster, medical, aviation 

and military police corps. 

The High-Mobility Engineer Excavator 

(HMEE-I) remains the top-priority 

program. The HMEE-I is a highspeed 

excavator that is being fielded to 

brigade combat teams and other select 

engineer units. It replaces the small emplacement 

excavator, whose useful life 

ended in fiscal 2005. It is a diesel-engine-driven, 

self-propelled, four-wheeldrive 

vehicle with a hydraulically operated, 

1.5-cubic-yard front-loader bucket 

and a hydraulically operated, 0.28-cubicyard 

backhoe bucket; 14-foot digging 

depth; and climate-controlled cab. It was 

designed to maintain pace with maneuver 

units and has a top speed of 60 mph. 

The Heavy Crane provides an all-terrain, 

self-deployable crane capable of 

performing bridge construction and 

placement of “T” wall blast barriers. The 

Army will field it to horizontal engineer, 

multirole bridge and route-clearance 

companies. It is currently undergoing 

testing for a First Article Inspection Report. 

The Light Capacity Rough Terrain 

Forklift is a ruggedized forklift with a 

5,000-pound lift capacity. It has the capability 

to enter, stuff and unstuff Army 

intermodal containers and is a one-forone 

replacement of the aged 4K forklift 

fleet. Awarding of the follow-on production 

contract was expected in the fourth 

quarter of fiscal 2016. 

The Product Manager Petroleum 

and Water Systems (PdM PAWS) is 

responsible for providing the warfighter 

M9 Armored Combat Earthmovers 


High-Mobility 

Engineer Excavator 

with the most advanced petroleum and 

water systems to support overseas contingency 

operations and enduring requirements. 

The product office is the life 

cycle manager for more than 26 programs 

of record, and fields and provides 

new equipment training for 500-plus 

systems annually in support of brigade 

combat teams, modular transformation 

and the Army’s Equipment Modernization 

Strategy. 

The Petroleum Quality Analysis System-Enhanced 

(PQAS-E) is a fully integrated 

petroleum laboratory capable of 

B-2 level testing on kerosene-based and 

diesel fuels. System software provides an 

information database/expert system for 

the technician to consult in interpreting 

test results and making recommendations 

for the disposition of fuels. 

The PQAS-E features an internal 

data acquisition system on a stand-alone 

computer, which delivers a comprehensive 

hard-copy test report showing the 

result and acceptable ranges for each test. 

The Modular Fuel System is a vital 

enabler for petroleum distribution operations 

in modular force brigade combat 

teams and support brigades. PdM 

PAWS designed it specifically for use 

with the PLS and heavy expanded mobility 

tactical truck load handling system 

(HEMTT-LHS). 

The two modules are the Tank Rack 

Module (TRM) and the Pump Rack 

Module (PRM). The TRM has a 2,500- 

gallon tank, pump and filter/separator for 

retail fuel distribution. Two TRMs can 

be transported by a PLS/LHS and trailer 

to provide 5,000 gallons of fuel in linehaul 

fuel distribution. The PRM provides 

600 gallons per minute pumping 

capacity and includes a filter/separator. 

Seven TRMs can be manifolded to a 

PRM to form a 17,500-gallon fuel farm 

with eight-point retail distribution, fourpoint 

bulk distribution, or combinations 

of retail and bulk distribution points. 

Four trained 92F petroleum supply specialists 

can establish a fuel farm in under 

an hour. 

The Mobile Tactical Retail Refueling 

System provides retail fuel distribution 

for echelons above brigade organizations. 

It consists of a 1,050-gallon tank, 

pump and filter/separator mounted in a 

rack that is transportable by the family of 

medium tactical vehicles. The system can 

be operated while aboard the truck or on 

the ground. It will replace the aging tank 

and pump unit and the tank unit liquid 

dispensing systems. 

The Fuel System Supply Point (FSSP) 

consists of fabric storage tanks of various 

sizes; pumps; filter separators; fuel additive 

injectors; fittings; and hoses. The 

systems are contained in modules compatible 

with intermodal containers. The 

FSSP is the primary system for receiving, 

storing and issuing fuel within a theater 

of operation. The system configuration 

can be tailored to situational requirements. 

The FSSP has the flexibility to 

provide storage and delivery of fuel from 

a few thousand gallons to hundreds of 

thousands of gallons. It is capable of 

rapid emplacement and recovery and can 

be transported to the operational site by a 

wide variety of transportation assets. 

The Early Entry Fluid Distribution 

System (E2FDS) is a highly automated 

flexible conduit system that complements 

the Inland Petroleum Distribution 

System by providing up to 50 miles 

of early entry capability for petroleum 

and water throughput. It is configurable 

into a 50-mile set that has a throughput 

of 850,000 gallons of petroleum or 

650,000 gallons of nonpotable water per 

day. It can emplace/retrieve conduit at a 

rate of 25/10 miles per day, respectively. 

The system consists of five major 

modules: automated pump stations; 

employment and retrieval system; 50 

miles of flexible conduit and conduit 

support equipment; command and control; 

and a trace planning tool. During 

the early phases of operations, it reduces 

the requirement for line-haul petroleum 

semitrailers and relieves main supply 

route congestion. 

The E2FDS enables a more rapid 

setup of the conduit trace. Automation 

and centralized control enable greater 

precision of pipeline operations with 


fewer personnel. The system was on 

schedule to enter engineering and manufacturing 

development by the end of 

fiscal 2016. 

The Load Handling System Compatible, 

Water Tank Rack (Hippo) represents 

the latest technology in bulk water 

distribution systems. It replaces the semitrailer-mounted 

fabric tank, providing 

capability to receive, store and distribute 

potable water for cooking, drinking, 

showering and cleaning. A mobile hardwall 

system, which provides potable water 

to theater and brigade units, the 

Hippo consists of a 2,000-gallon water 

tank rack with pump, filling stand, and a 

70-foot hose reel with bulk suction and 

discharge hoses. It is fully functional 

mounted or dismounted and is transportable 

when full, partially full or empty. 

The Hippo prevents water from freezing 

at minus 25 degrees Fahrenheit and is 

compatible with the HEMTT-LHS and 

the PLS truck and trailer. 

The Expeditionary Water Packaging 

System is a completely containerized, 

fully automated water packaging system 

that fills and caps 1-liter bottles with 

potable water for individual soldier consumption. 

It features end-to-end automated 

production within a closed hygienic 

environment and is capable of 

filling 900 1-liter plastic bottles per 

hour. It is powered by standard military 

tactical generator sets and is compatible 

with standard military environmental 

control units. PdM PAWS anticipates 

entering testing in the second quarter of 

fiscal 2017. 

The Robot Logistics Support Center 

is the sole source of repair, logistics, 

training and fielding for all nonstandard, 

nonprogram-of-record robots used by explosive 

ordnance disposal and engineer 

units as well as multiple joint service organizations. 

The center is the robot sustainment 

activity until the programs of 

record are fielded. It provides depot 

maintenance support at two continental 

U.S. locations, and forward repair support 

at 10 locations globally. It also provides 

robotic sustainment support for explosive 

ordnance disposal (modified table 

of organization/equipment), Army Engineer 

BEB, reserve component (MTOE), 

U.S. Army Forces Command, National 

Guard Bureau Civil Support Teams, 

Marine Corps and Air Force. 

The Product Manager Sets, Kits, 

Outfits and Tools (PdM SKOT) manages 

29 of the combat engineer and 

ordnance SKOTs, providing industrial 

quality tools with lifetime warranties. 

The tools are housed in durable containers 

with foam cutouts for rapid inventory 

and increased ease of accountability 

and transportability. 

PdM SKOT’s broad portfolio includes 

ordnance SKOTs for tracked and wheeled 

vehicle emergency repair and maintenance, 

armament systems repair, hydraulic 

systems repair, metalworking and 

machining, cutting and welding. These 

systems provide commanders with unprecedented 

capability for on-site vehicle, 

ground support equipment and weapon 

systems repair. 

Firefighting systems provide specialized 

equipment to support Army firefighters 

and maintainers with enhanced 

firefighting gear and fire-suppression capabilities 

in both urban and complex 

terrain. Firefighting systems consist of 

Fire-Protection Equipment (FPE) and 

the Firefighter Individual Requirements 

Equipment Set (FIRES). FPE 

sets take full advantage of technological 

advances in firefighting to mitigate gaps 

in convoys and airfield fire safety operations. 

The Fire Suppression Refill System 

provides the capability to support 

operations as far forward as possible on 

the battlefield by refilling fire suppression 

bottles near the weapon systems, allowing 

major combat systems to return 

to the fight rapidly. 

Load Handling System 

Compatible, Water 

Tank Rack (Hippo) 


Load Banks develop an electrical load, 

apply the load to an electrical power 

source, and convert or dissipate the resultant 

power output of the source. PdM 

SKOT designed the load bank to accurately 

mimic the operational or real load 

that a power source will see in application. 

A load bank provides a contained, 

organized and fully controllable load; in 

contrast, the real load is likely to be dispersed, 

unpredictable, and random in 

value. 

The Special Tools program eliminates 

the number of redundant and common 

tools and reduces the logistics footprint 

(weight, cube and transportation 

requirements); increases transportability 

and accountability; and bolsters equipment 

availability through reduced maintenance, 

turnaround and nonmission-capable 

times. 

Engineering SKOTs provide specialized 

tools and equipment to enable combat 

and construction engineers to train 

for and support operations in urban areas 

as well as field engineer and general construction 

tasks. These sets are required 

to perform a full spectrum of operations, 

including expedient bridge repair, construction 

of field fortifications, building 

erection, and construction of combat obstacles 

throughout the maneuver area. 

Diving/boats and motors SKOTs provide 

specialized and commercial tools 

and equipment to support both special 

operations and engineer divers. The diving 

support sets provide specialized ensembles, 

along with critical life-support 

equipment to enable divers to perform 

combat and training missions worldwide. 

In addition, PdM SKOT manages inflatable 

boats and their associated outboard 

motors in support of dive, combat 

engineer and special operations forces. 

The Family of Power Utility Kits 

consists of the service kit power plant 

maintenance, a one-sided expandable 

shelter; lineman’s tool kit for establishing, 

maintaining and repairing power 

distribution lines; electrical personal 

protective equipment kit, consisting of 

safety equipment to use while working 

on high-voltage equipment and rescue 

tools used to recover injured 12P/Q 

prime power soldiers in high-voltage areas; 

and ancillary tools to test equipment 

that soldiers are required to wear 

in the performance of their duties. 

These kits directly support prime 

power warfighting operations as well as 

challenges of homeland operation. They 

also help ensure interoperability and operate 

in a joint interagency, intergovernmental 

and multinational environment; 

sustain base camp operations; and maintain 

freedom of movement by providing 

maintenance and safety equipment for 

contingency power operations against 

foreign and domestic emerging threats. 

Product Director Test, Measurement 

and Diagnostic Equipment (PdD 

TMDE) is responsible for the life cycle 

management of the integrated family of 

test equipment, composed of at- and 

off-platform automatic test systems; 

general-purpose electronic test equipment 

and its modernization; and calibration 

set instruments and standards. 

As an at-platform tester, the Army is 

fielding the Maintenance Support Device 

Version 3 (MSD V3), a lightweight 

and rugged tester used at all levels 

of maintenance to automatically 

diagnose electronic and automotive 

subsystems of ground and aviation 

weapon systems and perform a weapon 

systems software loader/verifier mission. 

Contract award for an upgraded version 

is expected in fiscal 2017. 

With respect to a general-purpose 

off-platform tester, base shop test facility 

versions 3 and 5 were fielded; their 

replacement, the Next Generation Automatic 

Test System (NGATS), is 

scheduled to receive full-rate production 

approval in the third quarter of fiscal 

2017. NGATS is a joint-compliant, expeditionary, 

interoperable off-platform 

tester and screener. Like its predecessors, 

PdD TMDE will enclose NGATS 

in an environmentally controlled shelter 

powered by standard Army generators. 

It utilizes joint service-developed test 

standards, architecture and technologies 

to meet current and future sustainment 

maintenance support. It also takes advantage 

of modern, commercial off-theshelf 

test instruments and open-system 

architecture, resulting in significant improvements 

in capability, system reliability 

and reduced system costs. 

PdD TMDE continues to modernize 

general-purpose electronic test equipment 

commercial off-the-shelf devices. 

Efforts are ongoing to provide maintainers 

with a new multimeter, upgraded 

radar test set, more capable oscilloscopes, 

radio frequency power test set, clamp-on 

ammeter, field as well as bench-level radio 

test sets, optical fiber test set, and 

modernized telecommunications systems 

test sets. 

PdD TMDE is continuing to update 

calibration instruments and standards to 

overcome obsolescence and account for 

increased performance capability. PdD 

TMDE provides support to organic/ 

soldier calibration teams as well as to 

Table of Distribution and Allowances 

calibration organizations ensuring necessary 

performance at the increasing 

levels of required calibration accuracy. 

Product Manager Unmanned Ground 

Vehicles (PdM UGV) is the Army and 

Marine Corps acquisition and product 

life cycle manager responsible for acquisition, 

integration, fielding and sustainment 

of unmanned ground systems. 

The portfolio includes nonstandard systems 

fielded in support of contingency 

operations, programs of record and 

emerging program requirements. 

The Man-Transportable Robotic 

System Increment II is a multimission 

modular system reconfigured by adding 

or removing sensors, manipulator arms 

and mission module payloads. The system 

will provide protective maneuver 

for soldiers and the dismounted assault. 

It provides a medium common chassis 

that supports multiple mission-specific 

payloads for explosive ordnance disposal, 

engineering, chemical and special 

forces formations. 

The PdM UGV is preparing a request 

for proposal for the Common Robotic 

System-Individual. It will be used to 

clear caves and bunkers, and search 

buildings and minefields. It will provide 

increased standoff range; greater payload 

capability; and the ability to operate in a 

GPS-denied, jammed, low-signature 

environment at a significantly lower 

weight than currently fielded systems. 

PdM UGV anticipates the engineering 

and manufacturing development contract 

to be awarded by the fourth quarter 

of fiscal 2017. 

Joint Project Management Office, 

Joint Light Tactical Vehicles 

Offices within the Joint Program Office, 

Joint Light Tactical Vehicles (JPO 

JLTV) include the U.S. Army Product 


Joint Light Tactical 

Vehicle 

Business Wire 

Director Test, U.S. Army Product Manager 

Vehicle Systems, U.S. Army Product 

Manager Systems Integration and 

U.S. Marine Corps Program Manager, 

Light Tactical Vehicles. Together, these 

offices are planning and executing the 

JLTV program’s production phase. 

The JLTV program is a joint-service, 

Army-led effort to develop and field the 

family of vehicles and companion trailers. 

The program represents a central 

component of both the Army and Marine 

Corps’ tactical wheeled vehicle 

modernization strategies, balancing longterm 

warfighter needs of protection, 

performance and payload in an affordable 

and expeditionary platform designed 

for global operations. 

Capability gaps within the existing 

light tactical wheeled vehicle fleet are 

the result of an imbalance in protection, 

payload and performance. The family of 

JLTV vehicles will rebalance these essential 

capabilities within an affordable, 

transportable, networked and protected 

mobility solution. 

The development of the JLTV program 

reinforces the approach to interoperable 

platforms that provide expeditionary 

and protected maneuver to joint 

forces. The program improves overall 

protection for today’s full-spectrum operational 

environments, including scalable 

armor solutions and expanded payload 

efficiency through chassis engineering. 

The JLTV family of vehicles includes 

two- and four-seat variants and four 

mission package configurations. The 

two-seat variant will serve as either a 

utility vehicle or a shelter carrier onto 

which command, control, communication, 

computers, intelligence, surveillance 

and reconnaissance platforms can 

be integrated. The four-seat variant will 

serve as a general-purpose vehicle, 

heavy gun carrier and close combat 

weapons carrier. With scalable armor, 

the JLTV family of vehicles adapts to a 

wide spectrum of military operations. 

The program reached Milestone C 

and was approved to enter low-rate initial 

production in fiscal 2015. Initial operational 

capability is scheduled for fiscal 

2020. The approved acquisition 

objective is 54,599, which includes an 

Army acquisition objective of 49,099 

vehicles of various mission package configurations. 

Project Manager Expeditionary 

Energy & Sustainment Systems 

The Project Manager Expeditionary 

Energy & Sustainment Systems (PM 

E2S2) encompasses source product 

managers for small and medium power 

sources and force sustainment systems; 

and product directors for battery power 

sources and contingency basing infrastructure. 

It provides integrated expeditionary 

energy, force sustainment and 

contingency basing support to the joint 

warfighter across the full range of military 

operations. It consistently strives to 

become the recognized leader within 

DoD for powering and sustaining the 

force. Its motto is “The Warfighter’s 

Advantage.” 

The Product Manager for Small Expeditionary 

Power Sources (PM SEPS) 

provides scalable and affordable expeditionary 

energy sources of less than 5 

kilowatts that reduce energy consumption 

while increasing reliability to meet 

combat requirements. Small power systems 

include the 2-kW military tactical 

generator and 3-kW tactical quiet generator. 

Emerging programs include the 

1-kW platoon power generator to help 

fulfill small-unit power requirements. 

The Marine Corps is developing the 

mobile electric hybrid power sources, a 

family of tactical power generation systems 

designed to provide efficient integration 

of renewable power sources and 

expeditionary energy storage with military 

standard generators. The two variants 

are lightweight, which is up to 3 

kW; and medium, up to 10 kW. 

The Product Manager Mobile Elec- 


tric Power Systems (PM MEPS) provides 

integrated, scalable and affordable 

expeditionary energy solutions that reduce 

sustainment demand for the 

warfighter across the range of joint operations. 

PM MEPS provides a family 

of tactical electric power sources, including 

the 5-, 10-, 15-, 30- and 60- 

kW tactical quiet generators (TQG); 

and advanced medium mobile power 

sources. The portfolio also includes power 

units and plants consisting of generator 

sets mounted on the light tactical trailer 

and M200 trailers. 

PM MEPS recently consolidated its 

power product line to include 100- and 

200-kW TQGs. These produce tactical 

electric power for critical applications 

such as field medical facilities and intelligence 

operations. Configurations include 

C-130 or C-17 transportable 

skid-mounted generators and trailermounted 

power units on a M1061A1 5- 

ton trailer. 

The Large Advanced Mobile Power 

Sources (LAMPS) is a developmental 

program that will replace the 100- and 

200-kW TQG as the next generation of 

military standard generators in this size 

range. LAMPS will provide mobile, reliable 

and logistically supportable tactical 

electric power sources for the joint 

force, and will also include skid and 

trailer-mounted 100- and 200-kW generator 

sets. 

In addition, a microgrid kit is in development. 

It will consist of a 1,600-amp 

power distribution unit and a remote operation 

kit that will allow for up to three 

200-kW units—or up to six 100-kW 

units—to operate autonomously in parallel, 

with automatic start/stop load-following 

capability. 

LAMPS will provide improved tactical 

electric power to combat, combat 

support, and combat service support 

units throughout the Army and other 

military services. PM MEPS also added 

the 840-kW, deployable power generation 

and distribution system prime 

power units to its portfolio. There are 

two versions: Air Force A-model and 

Army B-model. 

PM MEPS also synchronizes PM 

E2S2 efforts to provide power distribution 

solutions. The Power Distribution Illumination 

Systems Electrical (PDISE) 

provides a family of reliable, quick-to-assemble, 

modular-designed equipment that 

is critical to deploying power networks. It 

consists of five man-portable end items, 

including two three-phase feeder systems 

(M200 and M100), two distribution systems 

(M40 three-phase and M60 singlephase) 

and a utility assembly kit (M46). 

PDISE is simple, reliable and compatible 

with DoD generator sets ranging 

from 5 to 200 kW. It subdivides and 

distributes electricity from single-power 

sources to multiple equipment users 

within shelters and various unit power 


The Product Manager Force Sustainment 

Systems (PM FSS) has life cycle 

management responsibility for cargo 

aerial delivery equipment, field feeding 

and field services systems, shelters and 

shelter systems, force provider and expeditionary 

base camp systems. PM FSS 

enables warfighter mission success by 

providing effective, innovative and adaptable 

capabilities that improve tactical advantage 

and quality of life while reducing 

resource demand, and employs demonstrated 

expertise in field services, field 

feeding, aerial delivery, shelter systems 

and expeditionary basing. 

The PM FSS cargo air delivery team 

coordinates modernization and fielding 

efforts for the Joint Precision Airdrop 

System (JPADS) family of systems, 

which includes 2,400 pounds (2K) and 

10,000 pounds (10K). JPADS 2K is 

type-classified and fielded to authorized 

units. It is a precision-guided cargo delivery 

system that allows conventional 

Joint Precision Aerial 

Delivery Systems 


military aircraft to accurately drop munitions 

and other supplies on the battlefield 

while minimizing risks to aircraft. 

The systems use gliding parachute decelerators, 

GPS-based guidance, navigation 

control, weather data assimilation, and 

airdrop mission planning tools to deliver 

cargo with near-pinpoint accuracy. 

The Low-Cost Aerial Delivery System 

(LCADS) is on the opposite end of 

the technology spectrum from JPADS. 

Using simplified designs and commercially 

available, low-cost materials, PM 

FSS has fielded an array of expendable 

parachutes and containers as a cost-effective 

means of battlefield resupply or 

providing humanitarian aid. Built for 

one-time use, these items are uniquely 

suited for employment in combat environments, 

where recovery of aerial delivery 

equipment is either impractical or unsafe. 

At 50 percent less cost than legacy 

aerial delivery equipment, LCADS provides 

tangible dollar savings. Parachutes 

come prepacked from the manufacturer; 

therefore, skilled parachute riggers need 

not maintain this equipment. The lowvelocity 

version is currently the highestdemand 

cargo parachute used in Afghanistan. 

The PM FSS field feeding and field 

services portfolio consists of a family of 

tactical kitchens, refrigeration, laundry, 

showers, latrines and mortuary affairs 

equipment. The systems include the 

Multi-Temperature Refrigerated Container 

System, which provides the capability 

to transport and store refrigerated 

and frozen products in a single container. 

It is used by quartermaster subsistence 

platoons at corps and brigade combat 

team levels to support ration distribution 

and storage. It consists of an insulated, 

8-by-8-by-20 intermodal container (International 

Organization for Standardization) 

with an engine-driven refrigeration 

unit that allows operation on the 

move. Two compartments are separated 

by a movable partition, allowing the container 

to be tailored to the specific load. 

The result is more efficient space utilization 

and reduced transportation requirements. 

The system is constructed to interface 

directly with HEMTT-LHS and 

PLS trucks for transport. 

The Assault Kitchen provides remote 

feeding capability at forward-deployed 

sites for hot meals on the move with a 

minimal footprint. The trailer-mounted 

design and heat-on-the-move capability 

allow for minimal setup time, near-instantaneous 

feeding, and shorter time on 

the ground at remote feeding sites. It can 

support multiple feeding sites per day. 

The assault kitchen’s tray ration heater 

heats prepared foods such as unitized 

group ration—heat and serve, and operates 

on 120-volt alternating current using 

power from the vehicle’s NATO slave receptacle 

and a power inverter. The kitchen 

can prepare and serve enough rations to 

feed 250 soldiers within 90 minutes. 

The Mobile Integrated Remains 

Collection System is transforming mortuary 

affairs operations with its responsiveness, 

deployability, agility, versatility 

and sustainability in providing a mobile 

facility for the initial processing and 

storage of human remains on the battlefield. 

It is a self-contained, expandable, 

ISO-compatible shelter with receiving/processing 

and administrative areas, 

refrigerated storage for 16 decedents, 

and storage for operational supplies. 

The system includes an onboard power 

generator, environmental control, wastewater 

storage, and all the components 

necessary to operate in support of fullspectrum 

military and peacetime disaster-support 

operations. It is constructed 

to interface directly with the HEMTT- 

LHS for transport. Fielding was initiated 

in September 2010, with two systems 

deployed in Afghanistan in 2011. 

Initially developed as a deployable rest 

and recreation system, PM FSS fielded 

the Force Provider base camp system, 

which has been repurposed as an expeditionary 

base camp for soldiers on the 

front lines. The expeditionary configuration 

features a 600-person set of modular 

components that can be divided into four 

equal, company-size submodules. It incorporates 

an air-beam-supported tent; 

extendable, modular personnel shelter; 

and Tricon-based hygiene, laundry and 

feeding systems. The four equal submodules 

enable the deployment of 150- 

person elements to four separate locations 

without sacrificing capability. 

The air-beam shelters enable ease of 

billeting, administration and setup, reducing 

the time it takes to establish an 

entire 600-person camp from weeks to 

days. The tents’ air beams are inflated 

with an air compressor. It takes less 

than 30 minutes to set up each tent. Recently 

incorporated features provide the 

ability to air-transport all necessary 

equipment for a complete 150-person 

camp in a single C-17 aircraft. 

After reaching its final destination, 

the 150-person submodule can be fully 

operational in less than four hours with 

Low-Cost Aerial Delivery Systems 


Base Camp 

Integration Laboratory 

a trained crew of eight personnel to 

provide soldiers quality latrine, shower, 

laundry, billeting and feeding facilities. 

The Shower Water Reuse System 

capability is similar to the technology 

used in the Army’s tactical water purification 

system. It makes up to 75 percent 

of the shower wastewater produced 

in a base camp available for reuse. This 

significantly reduces the logistics burden 

of contingency base camps, where 

up to 20,000 gallons of water are used 

in daily camp operations to support 600 

personnel. 

In response to theater requests for additional 

capabilities to reduce operational 

energy requirements and overall fuel 

consumption throughout Afghanistan, 

PM FSS continues to evaluate and adopt 

energy-efficient technologies. Insulated 

tent liners, lighting, door systems, solar 

barriers and power distribution system 

configuration changes have been successfully 

evaluated at the Base Camp Integration 

Laboratory at Fort Devens, 

Mass. A power-management microgrid 

kit will be applied to the current 60-kW 

TQGs to provide automatic on/off capabilities 

for generators based on load demand 

within a camp. These combined 

improvements will reduce fuel consumed 

in force provider base camps by more 

than 50 percent. 

The Fort Devens lab, managed and 

operated by PM FSS, enables the Army 

and joint services to evaluate and explore 

emerging contingency base camp operational 

energy, resource efficiency and environmental 

stewardship solutions in a 

live warfighter environment. The lab allows 

solution exploration to identify systems 

and technologies for immediate 

deployment to improve energy, water 

and waste efficiency while reducing environmental 

risks at tactical small-unit 

base camps outfitted with force provider 

and similar equipment sets. 

The lab evaluates proposed solutions 

transitioning from U.S. Army Research, 

Development and Engineering Command 

labs and/or industry via an integrated 

system-of-systems perspective. 

This includes immediate solutions such 

as energy-efficient liners and solar 

shades, new heating technologies, water 

reuse technologies, energy management 

microgrid power systems renewable energy 

technologies, as well as emerging 

technologies for future product development 

programs. 

PM FSS also manages a Family of Improved 

Environmental Control Units 

that provide materiel operational energy 

solutions in the form of cooling, heating 

and dehumidification capabilities. The 

program consists of three standard shelter-mounted 

systems: 9,000, 18,000 and 

36,000 British thermal units per hour as 

well as one skid-mounted unit of 60,000 

Btu. More than 2,500 of the 60,000 Btu 

units in support of Army requirements 

have been procured. 

The Product Director Contingency 

Base Infrastructure (PD CBI) provides 

systems engineering and analytic support 

leading to integrated, scalable and 

affordable contingency basing capabilities 

as part of joint operations that reduce 

sustainment demand and increase 

mission effectiveness for the warfighter. 

PD CBI employs system-of-systems 

engineering analysis tools, the virtual 

forward operating base intuitive graphical 

user interface, and a contingency 

base relational knowledge database to 

develop and maintain an integrated 

toolset to improve contingency base design 

and resourcing. 

PD CBI determines and updates basecamp 

capability packages, provides analytical 

support for portfolio investment 

decisions, and enables contingency base 

camps to be implemented and optimized 

as an integrated system. Working with 

myriad stakeholders, PD CBI enables 

effective, efficient and sustainable base 

camps while enhancing mission effectiveness. 

Army Project Office Mine- 

Resistant Ambush Protected 

(MRAP) Vehicles 

The Army Project Office MRAP serves 

as the life cycle management office for 

protected and assured mobility capabili- 


MaxxPro Mine-Resistant Ambush Protected Vehicles 

ties. The office’s mission is to support 

route clearance and combat operations 

for the warfighter through to life cycle 

management of protected mobility systems. 

Its vision is to ensure the MRAP 

family of vehicles remains the protected 

mobility platform of choice. 

Product Manager Vehicle Systems 

Product Manager Vehicle Systems 

(PM VS) manages the MaxxPro and 

MRAP All-Terrain Vehicles (M-ATVs) 

associated with long-term enduring requirements 

for MRAP vehicles as well as 

the command, control, communications, 

computers and intelligence, surveillance 

and reconnaissance and cross-platform 

solution teams. The office sustains and 

maintains combat-ready fleets while 

rapidly developing and delivering system 

upgrades capable of full-spectrum operations 

in an ever-changing global environment. 

The team also continues to deliver 

capability improvements; two recent 

notable examples are the MaxxPro survivability 

upgrade and the M-ATV underbody 

improvement kit. 

During contingency operations in Iraq 

and Afghanistan, the Joint Program Office 

MRAP fielded approximately 21,000 

MRAP vehicles to the Army. After a detailed 

analysis of projected user requirements, 

vehicle mission roles, vehicle logistics 

commonality and sustainment 

costs with the goal to balance risk, capabilities 

and affordability, the Army established 

an enduring MRAP fleet requirement 

of 8,222 vehicles. Focused on 

the newest and most capable variants, 

the MRAP enduring requirement consists 

of the MaxxPro Dash (2,526), the 

MaxxPro long-wheelbase ambulance 

(301) and the M-ATV (5,395). 

MaxxPro vehicles were designed from 

the ground up to reduce casualties and 

increase survivability for personnel subjected 

to mine explosions and IED detonations, 

with blasts deflected away from 

the crew by the vehicle’s V-shaped hull. 

The primary mission of the M-ATV 

is to provide a protected ground mobility 

system capable of operating in a 

threat environment that involves ambushes 

and the use of mines, IEDs, 

rocket-propelled grenades, explosively 

formed projectiles and small-arms fire. 

While similar to other MRAP vehicles, 

the M-ATV has an increased capability 

to operate in rough terrain. 

Product Manager Assured 

Mobility Systems 

The Product Manager Assured Mobility 

Systems (PM AMS) is responsible 

for managing the life cycle of routeclearance 

equipment and select explosive 

ordnance demolition vehicles. This mission 

involves equipping engineer route 

clearance companies and brigade engineer 

battalions as well as forward-deployed 

route clearance and explosive 

ordnance disposal teams operating in 

Afghanistan with the capability to detect, 

identify, interrogate and neutralize 

IEDs. The AMS family of vehicles includes 


The Buffalo Mine Protected Clearance 

Vehicle is a six-wheeled, mineprotected, 

armored personnel carrier 

with a one-piece body designed to provide 

survivability for a crew of six. The 

vehicle’s front, side and rear armor provide 

small-arms protection, while its V- 

shaped hull deflects blasts from mines 

and IEDs. It has an articulated hydraulic 

arm mounted on the front 

bumper that can be used to investigate 

suspected mine and IED locations. It is 

used by engineering units during area 

and route-clearance missions. 

The M1231 Husky is a single-seat 

vehicle operating to detect buried explosives. 

Each vehicle has a detection 

array mounted underneath that is deployed 

during route-clearance operations. 

If a suspected explosive is detected, 

the Husky marks the spot on the 

ground for follow-up interrogation by 

either the Buffalo or Medium Mine 

Protected Vehicle Type II fitted with an 

interrogation arm. 

Project Manager Transportation 

Systems 

The Project Manager Transportation 

Systems oversees the following: 

The Product Director Light Tactical 

Vehicles (PdD LTV) is responsible 

for the Humvee family and light and 

medium tactical trailers. The versatile 

Humvee is the Army’s most ubiquitous 

vehicle; more than 250,000 have been 

built and placed in service worldwide 

since production began in 1984. 

The Humvee provides common, light, 

tactical wheeled capability and serves 

numerous mission roles in the Army 

and for the other services and partner 

nations, including ammunition, troop 

and general cargo transport. The family 


of vehicles consists of multiple configurations 

built on a common chassis to 

support various weapon systems, command 

and control systems, and field 

ambulances. 

The Humvee is equipped with a highperformance, 

6.5-liter, turbocharged 

diesel engine, electronic automatic transmission 

and four-wheel drive. It is airtransportable 

and low-velocity airdropcertified 

(except for four-litter ambulance 

variants). It can be equipped with a 

self-recovery hydraulic winch and can 

support payloads up to 5,100 pounds including 

crew and pintle loads, depending 

on the model. Recent-production Humvees 

are built on the expanded capacity 

vehicle (ECV) chassis that provides up 

to 5,100 pounds of payload. 

The most recent production variants 

of the ECV include the up-armored 

M1151A1 armament carrier, M1152A1 

cargo/troop/shelter carrier, M1165A1 

command-and-control carrier, M1167 

TOW/ITAS missile carrier, and the 

M997A3 ambulance. These variants have 

integrated armor and provide improved 

crew protection. The M1151 has a rooftop 

weapon station that can accommodate 

an M249, M240/M60 or M2 machine 

gun, or the Mk 19 grenade 

launcher. Unlike earlier models, these 

latest versions are also designed to accept 

additional armor packages over 

their base protection levels as mission 

profiles dictate. 

The Army completed new Humvee 

production in February 2011, although 

production for the other services and 

foreign military sales customers continues. 

The Army National Guard and 

Army Reserve are currently producing 

the new M997A3 ambulance configuration 

at Rock Island Arsenal, built on 

the M1152A1 ECV chassis specifically 

for homeland security and natural-disaster 

relief missions. Current M997A3 

production is scheduled to continue 

through August 2019. 

PdD LTV continues to execute the 

Up-Armored Humvee (UAH) Recapitalization 

Program at Red River Army 

Depot, Texas, with production continuing 

through FY 2017. The program is 

bringing more than 10,000 war-worn 

UAHs up to the latest M1151A1, 

M1152A1 or M1165A1 production standards. 

This improvement program is 

part of the recapitalization line and includes 

new three-piece modular run-flat 

tires, a 400-amp alternator, battery disconnect 

switch, updated geared fan 

drive, LED lights, automatic fire extinguishing 

system battery backup, manual 

fire extinguishing system, improved 

4L85 electronic transmission, and relocated 

air conditioning condensers. 

To meet Army National Guard needs 

to modernize and improve its Humvee 

fleet, PdD LTV established a publicprivate 

partnership in the third quarter 

of fiscal 2014 between AM General and 

Red River Army Depot. This initial 

partnership recapitalized M1152A1 and 

M1165A1 trucks by repairing/replacing 

components, applying updates, and returning 

the trucks to a like-new condition. 

The result is a more capable truck 

with an extended economic useful life. 

In the second quarter of fiscal 2016, the 

partnership effort began for the recap 

and conversion of M1151A1s to 

M1167s. 

Because of the large numbers of Humvee 

variants and the vehicles’ likely service 

into the future, PdD LTV continues 

to study technologies that could be 

applied to improve performance and reliability. 

Much of this work has been 

conducted in conjunction with the Ma- 

Humvee 


Light Medium Tactical Vehicle 

rine Corps, examining potential solutions 

that would improve Humvee performance 

and mobility while addressing 

concerns with major component obsolescence 

by integrating enhanced capabilities 

through commercial off-theshelf 

features. Included in this effort are 

anti-lock braking system/electronic stability 

control technologies that could be 

applied with available funding. 

The Light Tactical Trailer (LTT) is 

the Humvee trailer, tested and approved 

(materiel released) for use per the Humvee 

mission profile. The three variants 

are ¾-ton M1101, 1¼-ton M1102 and 

heavy chassis (HC). The Army has met 

the requirement of 41,613 trailers and 

now has a fully modernized fleet. 

The LTT-HC is also used by PM 

E2S2 as a component of its generator 

system towed by the Humvee. The new 

production contract was awarded in the 

third quarter of fiscal 2015. PdD LTV 

will deliver the LTT-HC trailers to Tobyhanna 

Army Depot, Pa., where generator 

systems will be installed. 

PdD LTV is also responsible for the 

Light Engineer Utility Trailer, a new 

capability consisting of 5- and 12-ton 

variant trailers that will support battlefield 

movement of combat engineer 

equipment. PdD LTV also manages the 

M200A1 2.5-ton chassis and M1061A1 

5-ton flatbed medium trailers in support 

of tactical electrical power managed by 

PM E2S2. The prime mover for the 

M200A1 is the 2.5-ton truck. The prime 

mover for the M1061A1 is the 5-ton 

truck. 

Product Manager Medium Tactical 

Vehicles 

The Product Manager Medium Tactical 

Vehicles (PdM MTV) is responsible 

for the Family of Medium Tactical 

Vehicles (FMTV), including Light 

Medium Tactical Vehicles (LMTV) 

and Medium Tactical Vehicles (MTV), 

along with specialty vehicles and trailers. 

The medium truck fleet has historically 

accounted for more than half of 

the Army’s single-lift payload capacity. 

Today’s FMTV combines both 2.5- 

and 5-ton payload classes into a single 

acquisition program that provides a logistically 

significant degree of component 

commonality across all medium 

fleet variants. 

These vehicles are required across 

the entire spectrum of combat, combat 

support and combat service support 

units. They perform roles such as unit 

Air National Guard/Senior Master Sgt. David H. Lipp 

mobility, field feeding, water distribution, 

local and line-haul transportation, 

maintenance platforms, engineer operations, 

communication systems, medical 

support and towing artillery pieces. 

All medium vehicles must be capable of 

operating worldwide on primary and 

secondary roads and trails as well as 

cross-country, and in weather extremes 

from 120 degrees to minus 50 degrees 

Fahrenheit. 

LMTV systems include the M1078 

2.5-ton standard cargo, M1079 2.5-ton 

van, M1080 2.5-ton chassis and M1081 

2.5-ton standard cargo low-velocity airdrop 

(LVAD). The MTV systems include 

the M1083 5-ton standard cargo, 

M1084 5-ton standard cargo with material 

handling equipment, M1085 5- 

ton long cargo, M1086 5-ton long 

cargo with crane, M1088 5-ton tractor, 

M1089 5-ton wrecker, M1090 5-ton 

dump, M1092 5-ton chassis, M1093 5- 

ton standard cargo LVAD, M1094 5- 

ton dump LVAD and M1096 5-ton 

long chassis. 

FMTV specialty vehicles include the 

M1087 expandable van, XM1140 highmobility 

artillery rocket system carrier, 

M1147 FMTV LHS trailer, M1148 

FMTV LHS truck, and M1157 10-ton 

dump truck. FMTV trailers include the 

M1082 trailer cargo 2.5-ton and M1095 

trailer cargo 5-ton. 

The FMTV achieves extraordinary 

commonality by sharing many subsystems 

and components in the 4-by-4 

LMTV, 6-by-6 MTV and companion 

trailer configurations. For example, the 

trucks share common engine assemblies 

(with different horsepower ratings), cooling 

systems, transmissions, intake and exhaust 

systems, front axles and suspension 

systems, tires and wheels, cab assembly, 

vehicle control gauges and more. They 

differ primarily in the number of axles 

(two versus three) and standard cargo bed 

size (12 feet versus 14 feet) to accommodate 

different payload ratings (2.5 tons 

versus 5 tons) and body styles. 

Today, the FMTV differs from predecessor 

vehicle designs in that its tilt 

cab is over the engine. This design approach 

contributes to the Army’s goal 

of significantly improving the deployability 

of units. A typical FMTV vehicle 

is about 40 inches shorter than the vehicle 

it replaces, so it requires less space 


aboard deploying aircraft or surface 

shipping. This reduced length also contributes 

to a shorter turning radius and 

better off-road mobility. Off-road mobility 

is further enhanced by a standard 

central tire-inflation system and stateof-the-art 

suspension. 

The Long-Term Armoring Strategy 

(LTAS) provides greater levels of protection 

for the FMTV using two configurations. 

The base, or A-cab, configuration 

consists of components and design 

upgrades to support the armor, or B-kit, 

plus permanently integrated armor 

mounting provisions as well as hard-toinstall 

armor components. LTAS A-cab 

vehicles give the user the option of 

adding armor as circumstances dictate. 

As armor technology and threats 

change, the FMTV A-cabs will be able 

to accept revised B-kits. The B-kit configuration 

consists of modular armor 

and transparent armor. LTAS vehicles 

are also capable of mounting defensive 

weaponry, including the objective gunner 

protection in B-kit mode. 

Product Manager Heavy Tactical 

Vehicles 

The Product Manager Heavy Tactical 

Vehicles (PdM HTV) equips and 

supports soldiers with heavy tactical 

wheeled vehicles and tactical trailers 

along with their associated distribution 

platforms and mission modules. The 

primary systems managed by PdM 

HTV are the HEMTT, Palletized Load 

System, Heavy Dump Truck, M870A4 

40-ton Trailer and Modular Catastrophic 

Recovery System. 

The four-axle Heavy Expanded Mobility 

Tactical Truck (HEMTT) consists 

of six variants: the M977 Cargo, the 

M985 Cargo with materiel handling capabilities, 

the M978 2,500-gallon tanker, 

the M983 tractor, the M984 wrecker 

and the M1120 load handling system. 

The four model series are A0, A1, A2 

and the latest, A4. The HEMTT is designed 

for cross-country military missions 

up to 11 tons to transport ammunition, 

petroleum, oils and lubricants, and 

break bulk cargo. When equipped with 

an enhanced container handling unit, it 

can carry ISO containers. 

The five-axle Palletized Load System 

(PLS) truck is a 16.5-ton payload 

system with a load handling system 

consisting of two variants: the M1074 

PLS with materiel handling capabilities, 

and the M1075 PLS. The two 

model series are A0 and the latest production 

configuration, A1. 

The primary mission of the PLS A1 is 

the rapid movement of combat-configured 

loads of ammunition and all other 

classes of supply, either in 20-foot ISO 

containers utilizing the enhanced container 

handling unit, or noncontainerized 

using a demountable cargo bed. The PLS 

truck is also used to tow the M1076 PLS 

trailer, which is designed to haul bulk 

cargo using a demountable cargo bed that 

is loaded using the PLS load-handling 

system or ISO containers loaded using an 

enhanced container-handling unit. 

The PLS is used as the platform vehicle 

for the dry support bridge launcher; 

engineer mission module water distributer, 

bituminous spreader, dump body 

and concrete carrier; and forward repair 

system. 

As of December 2014, the HEMTT 

and PLS were out of new production, 

although the Army continues a recapitalization 

effort to modernize older 

HEMTT and PLS variants to the latest 

production configuration capable of 

providing scalable armor protection. 

The Heavy Equipment Transporter 

System (HETS) is comprised of a fouraxle 

tractor (M1070A0 and A1) and a 

10-axle trailer (M1000). HETS is required 

to transport, deploy and evacuate 

70-ton payloads, primarily consisting of 

main battle tanks both on and off road. 

It is capable of loading, unloading and 

transporting operable and inoperable 

main battle tanks, tracked recovery vehicles, 

and other tracked and wheeled 

vehicles with a payload up to 70 tons. 

The Heavy Dump Truck supports 

construction projects by loading, transporting 

and dumping payloads of sand 

and gravel aggregates, crushed rock, hot 

Heavy Expanded Mobility Tactical Truck 


asphalt mixes, earth, clay, rubble, large 

boulders and other materials up to gross 

vehicle weight, to job sites under worldwide 

climatic conditions. It serves as a 

quarry truck for the quick transport of 

bulk raw earth material to and from the 

crushing, screening and washing plant 

and the asphalt mixing plant. It also 

serves as a transportation asset for engineering 

equipment. A new procurement 

is planned for fiscal 2017 to replace the 

Army’s over-age heavy dump trucks. 

The M870A4 Semitrailer is a threeaxle, 

dual-wheel tactical, low-bed semitrailer 

used to transport tracked vehicles, 

wheeled vehicles and engineer construction 

equipment weighing up to 40 tons. 

The M870A4 features mechanical folding 

gooseneck, level deck and rear 

ramps. A new procurement contract is 

anticipated for late fiscal year 2016. 

The Modular Catastrophic Recovery 

System, formerly known as the Interim 

Stryker Recovery System Generation II, 

recovers large wheeled vehicle platforms 

in severe off-road conditions either in 

lift/tow or transport mode. Coupled with 

the Prime Mover (M983A4 LET), it is 

capable of recovering all Stryker variants 

and an estimated 95 percent of MRAPs. 

The PdM HTV fleet incorporates armor 

protection to the Long-Term Armoring 

Strategy. The armor solution for 

all but the HET A1 incorporates the 

base vehicle integrated armor (A-cab) 

and armor kit (B-kit). The A-cab configuration 

consists of components and 

design upgrades to support armor contained 

in the B-kit, permanently integrated 

armor mounting provisions, as 

well as hard-to-install armor components. 

The HET A1 Urban Survivability 

Kit is a B-Kit suite of armor with integrated 

underbody protection that protects 

the HET A1 crew. It replaces the unarmored 

cab allowing for additional weight 

savings by using a monocoque design. 

Product Manager Allied Tactical 

Vehicles 

Product Manager Allied Tactical Vehicles 

(PdM ATV) provides the Afghan 

National Security Forces with cradle-tograve 

life cycle management of the following 

vehicles: 

The Mobile Strike Force Vehicle is 

a light armored vehicle with a crew of 

three and transport capacity of five. Derived 

from the armored security vehicle, 

it provides the Afghan National Army 

with the most effective and efficient 

combination of mobility, protection, 

survivability and firepower. It is produced 

in three variants: the turreted 

variant mounting a .50-caliber machine 

gun and 40 mm grenade launcher; objective 

gunner protection kit with a .50- 

caliber machine gun; and tactical ambulance. 

The Medium Tactical Vehicle provides 

transport capability for the Afghan 

National Police and Afghan Air Force. 

There are both 6-by-6 and 4-by-4 chassis 

with off-road capability and up to 

30-ton towing capacity. The vehicle is 

capable of moving the widest range of 

classes of supply required by the Afghan 

forces to virtually anywhere those supplies 

may be needed. They are produced 

in nine variants: general transport; petroleum/oil/lubricant; 

water; recovery; 

general transport with up-armored cab; 

weapons; ammunition; wreckers with 

10K boom; and flatbed wreckers. 

Recent Publications 

from the Institute of Land Warfare 

All publications are available at: 

www.ausa.org/publications-and-news 

Land Warfare Papers 

• LWP 109 – The Uncertain Role of the Tank in 

Modern War: Lessons from the Israeli Experience 

in Hybrid Warfare by Michael B. Kim (June 2016) 

• LWP 108 – Are U.S. Army Capabilities for 

Countering Weapons of Mass Destruction at 

Risk? by Thomas C. Westen (September 2015) 

• LWP 107 – Integrating Landpower in the Indo– 

Asia–Pacific Through 2020: Analysis of a Theater 

Army Campaign Design by Benjamin A. Bennett 

(May 2015) 

• LWP 106 – American Landpower and the 

Two-war Construct by Richard D. Hooker, Jr. 

(May 2015) 

National Security Watch 

• NSW 16-1 – African Horizons: The United States 

Army Working Toward a Secure and Stable 

Africa by Douglas W. Merritt (February 2016) 

• NSW 15-4 – These Are the Drones You Are 

Looking For: Manned–Unmanned Teaming and 

the U.S. Army by Richard Lim (December 2015) 

• NSW 15-3 – Innovation and Invention: Equipping 

the Army for Current and Future Conflicts 

by Richard Lim (September 2015) 

NCO Update 

• Lead Story: NCO Writing Excellence Program 

(3rd Quarter 2016) 

• Lead Story: Senior NCO Punches PTSD in the 

Face (2nd Quarter 2016) 

Special Reports 

• Profile of the U.S. Army: a reference handbook 

(October 2016) 

• AUSA + 1st Session, 114th Congress = Some 

Good News (December 2015) 

• Your Soldier, Your Army: A Parents’ Guide 

by Vicki Cody (also available in Spanish) 

Torchbearer Issue Papers 

• Delivering Materiel Readiness: From “Blunt 

Force” Logistics to Enterprise Resource 

Planning (June 2016) 

• The Mad Scientist Initiative: An Innovative 

Way of Understanding the Future Operational 

Environment (May 2016) 

• Sustaining the All-Volunteer Force: A Readiness 

Multiplier (April 2016) 

• Strategically Responsive Logistics: A Game- 

Changer (October 2015) 

Defense Reports 

• DR 16-3 – Strategic Readiness: The U.S. Army as 

a Global Force (June 2016) 

• DR 16-2 – National Commission on the Future of 

the Army: An Initial Blueprint for the Total Army 

(February 2016) 

• DR 16-1 – Until They All Come Home: The 

Defense Prisoner of War/Missing in Action 

Accounting Agency (February 2016) 

Landpower Essays 

• LPE 16-1 – The State of the Cavalry: An Analysis 

of the U.S. Army’s Reconnaissance and Security 

Capability by Amos C. Fox (June 2016) 

• LPE 15-1 – Strategic Landpower in the 21st 

Century: A Conceptual Framework by Brian M. 

Michelson (March 2015) 


Project Manager Combat 

Ammunition Systems 

Project Manager Combat Ammunition 

Systems (PM CAS) is responsible 

for equipping soldiers and Marines with 

cannon-launched, indirect-fire munitions 

and mortar weapons systems. Organizations 

within PM CAS include 

Product Manager Excalibur; Product 

Manager Guided Precision Munitions 

and Mortar Systems; and the Conventional 

Ammunition, Technical Management 

and Business Management divisions. 

Excalibur is a family of 155 mm, precision-guided, 

high-explosive artillery 

projectiles with extended range. Excalibur 

couples GPS precision-guidance 

technology with an inertial measurement 

unit to provide accurate, firstround 

fire-for-effect capability. Excalibur 

is about 1 meter long and weighs 

106 pounds. Its extended range (up to 

40 km) and high accuracy result in increased 

lethality with a decrease in required 

volume of fire per engagement. 

Excalibur Increment Ia-1 and Ia-2 have 

been fielded to the Army, Marine 

Corps and U.S. allies and have successfully 

employed operationally. Excalibur 

Increment Ib is now in production. 

Product Manager Guided Precision 

Munitions and Mortar Systems is the 

life cycle manager responsible for guided 

AMMUNITION 

munition improvements for cannonlaunched 

and mortar weapons, mortar 

weapon systems and mortar fire-control 

systems. Assigned guided precision munitions 

include the M1156 Precision 

Guidance Kit, CMR XM395 Accelerated 

Precision Mortar Initiative and the 

upcoming High Explosive Guided Mortar 

program of record. Mortar weapons 

include 60 mm, 81 mm and 120 mm 

systems. Fire-control systems include 

handheld devices and vehicle-mounted 

systems to perform mortar tactical and 

technical fire control for special forces, 

infantry, armored and Stryker brigade 

combat teams. 

The CMR XM395 Accelerated Precision 

Mortar Initiative (APMI) is a 

response to an operational need for a 

GPS-guided, 120 mm mortar cartridge 

to rapidly defeat personnel targets while 

minimizing collateral damage. It is 

compatible with U.S. dismounted 120 

mm weapons and fire-control systems, 

and the Stryker double-V hull mortar 

carrier and fire-control system. It has 

been successfully used in Operation Enduring 

Freedom and is approved for use 

with the Global Response Force. 

Based on the success of the APMI 

program, the Army is moving forward 

with High Explosive Guided Mortar 

(HEGM) and has validated the capabilities 

development document. HEGM 

will provide increased capabilities over 

those demonstrated by APMI in a GPSchallenged 

environment. It will also have 

increased capabilities beyond APMI in 

the areas of range, lethality, accuracy and 

reliability. 

The M1156 Precision Guidance Kit 

(PGK) is a GPS guidance kit with 

proximity and point detonating fuzing 

functions. It is compatible with existing 

high-explosive 155 mm M549A1 and 

M795 cannon artillery projectiles. PGK 

corrects the ballistic trajectory of the 

projectile to reduce delivery errors, and 

improves projectile accuracy. It effectively 

reduces target delivery error of 

conventional artillery munitions, reducing 

the number of projectiles required 

to execute a fire mission. 

PGK was initially fielded as an urgent 

materiel release in 2013, achieved full 

materiel release in 2014 and became a 

program of record in 2015. PGK has 

been successfully used in Operation Enduring 

Freedom. Initial operational capability 

for the program of record was 

achieved in January. 

The M224A1 60 mm Mortar Weapon 

System is a lightweight, high-angle-offire, 

smooth-bore, manportable, muzzle-loaded 

mortar with weight reduced 

by 20 percent (to 35 pounds, from 44 

pounds) and reduced maintenance requirements. 

The M224A1 consists of an 

Precision Guidance Kit 

Business Wire 


120 mm mortar 

rounds 

M225A1 cannon (tube), M170A1 bipod 

assembly, M7A1 baseplate, M8 

auxiliary baseplate and M67A1 sight 

unit. The M224A1 fires the complete 

family of 60 mm ammunition, including 

high-explosive, smoke, illumination, infrared 

illumination and practice cartridges. 

With ranges from 70 to 3,500 

meters, the M224A1 meets lethality, 

range and weight requirements for light 

forces. 

The M252A1 81 mm Mortar System 

is a smooth-bore, muzzle-loaded weapon 

that replaced the M252 mortar. It features 

a high rate of fire, extended range, 

improved lethality and improved overall 

system characteristics, reducing overall 

system weight by 13.5 percent (to 74.8 

pounds, from 86.5 pounds). The entire 

family of 81 mm ammunition can be fired 

by the M252A1, which consists of the 

M253 cannon (tube), M177A1 bipod, 

M3A2 baseplate and M67A1 sight unit. 

The M120/M121 120 mm Battalion 

Mortar System is a smooth-bore, muzzle-loaded, 

high-angle-of-fire weapon 

organic to the battalion, providing immediate 

long-range, lethality, illumination 

and smoke-screening effectiveness 

for close combat. It is used in a groundmounted 

(M120) or vehicle-mounted 

(M121 on the M1064A3 mortar carrier) 

role. It consists of the M298 barrel assembly, 

M191 bipod assembly, M9A1 

baseplate and M67A1 sight. 

The 120 mm battalion mortar system 

provides close-in and continuous indirect 

fire support to maneuver forces and can 

rapidly respond to threats. The M121 is 

also being incorporated into the Armored 

Multi-Purpose Vehicle Mortar 

Carrier, which is currently in engineering 

and manufacturing development. 

The M326 Mortar Stowage Kit (MSK) 

is a 120 mm mortar employment improvement 

for use with the M1101 

Trailer. The powered device allows a 

120 mm mortar to be quickly put in or 

out of action. The M326 uses a mortar 

support strut to hold together the mortar 

tube, baseplate and bipod in transport 

mode for ease of deployment. This 

assembly is emplaced or recovered by a 

hydraulic winch with a manual backup. 

The MSK is also being planned for use 

with the Joint Light Tactical Vehicle. 

The M95/M96 Mortar Fire Control 

System (MFCS) is a digital fire-control 

system for the vehicle-mounted M121, 

linking mortar fires with the digital battlefield. 

It provides increased responsiveness, 

crew survivability and mortar 

accuracy. The M150/M151 Mortar Fire 

Control System-Dismounted (MFCS- 

D) is similar to the M95 MFCS and is 

being fielded with the M326 to provide 

a digital fire-control system for the 

ground-mounted 120 mm system. The 

MFCS-D provides increased responsiveness, 

crew survivability and mortar 

accuracy. 

The M32 Lightweight Handheld 

Mortar Ballistic Computer is a joint 

Army-Marine Corps system that calculates 

technical firing solutions for the 

entire family of fielded U.S. mortars 

and their complete inventory of ammunition. 

It is linked into the digital firesupport 

system and includes an internal 

GPS receiver for improved tube-positioning 

accuracy. 

Project Manager Maneuver 

Ammunition Systems 

Project Manager Maneuver Ammunition 

Systems is responsible for the life 

cycle management—including development, 

production and fielding—of all 

Army direct-fire ammunition except 

nonlethal varieties, and for the procurement 

of U.S. Air Force, Navy and Marine 

Corps direct-fire ammunition assigned 

to the Program Executive Office 

for Ammunition as the single manager 

for conventional ammunition. The mission 

also includes responsibility for the 

procurement of nonstandard, direct-fire 

and indirect-fire ammunition and selected 

weapons in support of other ser- 


vice customers and allies. Offices include 


The Product Manager Small Caliber 

Ammunition (PdM SC) is the life cycle 

manager for the full range of small-caliber 

ammunition, including production of 

legacy items such as pistol, shotgun and 

rifle ammunition (up to and including .50- 

caliber) for all the armed services. Smallcaliber 

systems include the .22-caliber, .38- 

caliber, 9 mm, .45-caliber, 12-gauge shotgun, 

5.56 mm, 7.62 mm, .300 Winchester 

Magnum and .50-caliber families. 

PdM SC manages small-caliber research 

and development to support emerging 

Army requirements for legacy weapon 

platforms. Small-caliber development programs 

include 7.62 mm Advanced Armor 

Piercing, Lightweight Small Caliber Ammunition, 

Reduce Range Training Ammunition 

and One-Way Luminescence. 

PdM SC also manages the modernization 

of the Lake City Army Ammunition 

Plant, Mo., which is the primary source 

of small-caliber ammunition. 

The Enhanced Performance Rounds 

(EPR) 5.56 mm M855A1 and 7.62 mm 

M80A1 are lead-free versions of the 

M855 and M80 cartridges that are fired 

from the 5.56 mm family of weapons 

(M4, M16 and M249) and the 7.62 mm 

M240B machine gun. The EPR provides 

better hard-target penetration, more consistent 

performance against soft targets, 

and significantly increased distances of 

these effects. Both caliber EPRs also have 

lead-free versions of the accompanying 

tracer rounds to assist gunners with target 

acquisition. The EPR allows training exercises 

to be conducted on ranges where 

lead projectiles no longer are allowed and 

will eliminate more than 3,000 metric 

tons of lead annually. 

The Product Director Medium Caliber 

Ammunition (PD MC) is responsible 

for life cycle management of combat 

and training ammunition in the 20 

mm, 25 mm, 30 mm and 40 mm caliber 

families. Under the single manager for 

conventional ammunition executor, PD 

MC is responsible for procurement of 

medium-caliber combat and training 

ammunition for the Army, Air Force, 

Navy, Marine Corps and U.S. Special 

Operations Command. 

PD MC supports medium-caliber 

ammunition needs of the individual 

warfighter and weapon platforms, which 

include the Mk 19 automatic and M203/ 

M320 grenade launchers; Bradley fighting 

and light armored vehicles; AH-64 

Apache, MH-60 Black Hawk and AH- 

1W Super Cobra helicopters; A-10 

Thunderbolt, AV-8 Harrier, AC-130U 

Spectre, F-15 Eagle, F-16 Falcon, FA- 

18 Hornet, F-22 Raptor and F-35 Joint 

Strike Fighter aircraft; land-based Phalanx 

Weapons System for Counter Rockets 

Artillery and Mortars and Close-In 

Weapon System on naval surface combat 

ships; and the Mk 44 chain gun on naval 

vessels. 

New 40 mm Target Practice-Day/ 

Night/Thermal (TP-DNT) ammunition 

is being developed for the 40 mm 

grenade family to allow soldiers and 

units to train more realistically on training 

ranges without safety concerns from 

unexploded ordnance, during day and 

night operations, and with the full range 

of thermal and night vision sights. Currently, 

units cannot fire and maneuver 

during training when using legacy highvelocity 

training ammunition because of 

unexploded ordnance concerns. In addition, 

current low-velocity (LV) training 

ammunition does not provide impact 

signatures that can be seen with thermal 

or night-vision sights. 

The TP-DNT rounds are being developed 

for both the LV family, fired from 

7.62 mm rounds for an M240B machine gun 

the M203 and M320, and the high-velocity 

(HV) family, fired from the Mk 19, 

to address these deficiencies. Low-rate 

initial production and full operational capability 

are planned for fiscal year 2018. 

Two capability development documents 

are also in the Joint Capabilities 

Integration Development System process 

to develop new capabilities for both the 

40 mm LV and HV Grenade Families. 

These new capabilities include Door 

Breach, which will allow infantry squads 

to conduct ballistic breach at ranges between 

10 and 50 meters without pause 

between actual breach and entry of initial 

force; Increased Range Anti-Personnel, 

which will allow squads to engage point 

targets at longer ranges with a focus on 

effectively engaging and defeating enemy 

personnel both in the open and in defilade; 

and Short Range Anti-Personnel, 

which will allow grenadiers to defeat enemy 

personnel threats up to 50 meters 

away. The 40 mm HV grenades will focus 

on effectively engaging and defeating 

enemy personnel both in the open and 

defilade. 

Lastly, PD MC, in support of PM 

Stryker Brigade Combat Team, is conducting 

an urgent materiel release of 30- 

by-173 mm tactical and training ammunition 

in support of the Stryker Lethality 

Upgrade and potential future infantry 


Training round for Abrams tank 

combat vehicle/infantry carrier vehicle 

requirements utilizing the XM813 cannon, 

a variant of the Mk 44 30x173mm. 

The new suite of ammunition includes 

target practice-traced, armor piercing, 

fin-stabilized, discarding sabot-traced, 

target practice discarding sabot-traced, 

and high-explosive incendiary-traced. 

The Product Manager Large Caliber 

Ammunition (PdM LC) is responsible 

for life cycle management of large-caliber, 

direct-fire combat and training ammunition 

for the Army and Marine 

Corps. Supported platforms include the 

Abrams main battle tank and Stryker 

mobile gun system. Primary target sets 

for ammunition being procured and new 

systems being developed are armor, 

structures, bunkers, obstacles and infantry 

squads. PdM LC also develops 

and procures specialized ammunition for 

foreign military sales customers of the 

Abrams tank. Calibers supported include 

105 mm and 120 mm. 

The XM1147 Advanced Multi-Purpose 

(AMP) High Explosive Multi- 

Purpose with Tracer cartridge is a 120 

mm, high-explosive, large-caliber munition 

under development for the Abrams 

main battle tank. AMP is the materiel 

solution for breaching reinforced concrete 

walls and defeating anti-tank 

guided missile teams from 50 to 2,000 

meters away. AMP will also consolidate 

the capabilities of four existing stockpiled 

120 mm munitions. That addresses 

users’ battle-carry dilemma by allowing 

them to load a single munition that is 

capable of defeating multiple targets, including 

anti-tank guided missile teams, 

reinforced walls, personnel, light armor, 

bunkers and obstacles. The program is 

in engineering, manufacturing and development, 

with a Milestone C decision 

planned for late fiscal 2019. 

The M829A4 Armor-Piercing, Fin- 

Stabilized Discarding Sabot with Tracer 

cartridge is a 120 mm, fifth-generation, 

kinetic-energy round for the Abrams 

main battle tank. The cartridge is 

specifically designed to defeat future armored 

targets equipped with explosive 

reactive armor and active protection systems. 

The program is in the production 

and deployment phase. The M829A4 

program achieved full materiel release in 

May. This cartridge has an expanded 

operational temperature and provides a 

significant lethality overmatch against 

all projected armor threats. 

The M724A1E1 105 mm Target 

Practice Discarding Sabot with Tracer 

cartridge is intended for use in the M68 

cannon on the Stryker mobile gun system. 

The cartridge will replicate the 105 

mm kinetic energy M900 tactical cartridge 

in appearance and flight characteristics, 

and it will replace the obsolete 

M724A1 cartridge developed in the 

1970s. It will be range-limited to allow 

safe firing on all mobile gun system 

training ranges. The program is in the 

final stages of operational testing and is 

expected to enter full production by the 

end of fiscal 2016. 

The M1002, 120 mm Target Practice 

Frangible Nose (FN) program is a materiel 

change program intended for use 

in South Korea. The current M1002 

cartridge exceeds Korea’s training range 

surface danger zone limitations. M1002 

FN qualification and prototyping efforts 

are ongoing; PdM LC intends to field it 


The Product Director Non-Standard 

Ammunition (PD NSA) provides 

quality nontype classified munitions and 

mortar weapon systems to the Army, 

other services, government agencies, allied 

nations and allied partners. Non- 

U.S. DoD standard munitions/mortar 

weapons are ammunition, explosives 

and weapons that are not managed by 

national inventory control points, not 

type-classified, do not have national 

stock numbers, and cannot be procured 

or requisitioned through the Army or 

other DoD supply systems. Munitions 

procured range from 5.45 mm through 

128 mm rockets, supporting individual 

and crew-served weapons and platforms 

including tanks, artillery and aircraft. 

Eastern European countries produce a 

majority of the items procured through 

U.S. prime contractors. 

PD NSA has been designated as the 

sole procuring office for NSA within 

the Army. PD NSA also is the primary 

NSA procuring office for the U.S. Special 

Operations Command as well as 

combatant commands. 

PD NSA is a principle member of 

the team coordinating and establishing 

a strategic nonstandard ammunition 

stockpile to reduce delivery times. This 

stockpile will be used for immediate issue 

to allied forces in the interest of 

U.S. national security where timing is 


critical. PD NSA will be responsible for 

the management of this stockpile as directed 

by the Defense Security Cooperation 

Agency. 

Joint Program Manager Towed 

Artillery Systems 

Joint Program Manager Towed Artillery 

Systems (PM TAS) provides direct, 

reinforcing and general support 

towed artillery fires to maneuver forces 

including Stryker and infantry brigade 

combat teams, field artillery brigades, 

Army light forces and the Marine Corps. 

Products managed by PM TAS include: 

The M777A2 155 mm Joint Lightweight 

Howitzer (LW155) provides enhanced 

strategic mobility and responsive 

fire support to the Army and Marine 

Corps as well as foreign military sales 

customers Canada and Australia. The 

M777A2 weighs less than 10,000 pounds 

and has a maximum firing range of about 

30 km with rocket-assisted projectiles, 

24.7 km with standard rounds, and up to 

40 km using Excalibur. It has a maximum 

firing rate of four rounds per 

minute, and a sustained rate of two 

rounds per minute. The M777A2 is fitted 

with onboard electronics, giving it 

self-locating, self-laying and digital communications 

similar to the M109A6 Paladin. 

Its approved prime movers include 

the Army family of medium tactical vehicles 

and the Marine Corps medium tactical 

vehicle replacement. 

The M119A3 105 mm howitzer is a 

lightweight system that provides continuous 

close fires to infantry brigade 

combat teams. The system weighs 

4,590 pounds and is air assault/airdrop 

capable. It has a range of 19.5 km with 

rocket-assisted munitions (14 km unassisted). 

It fires all currently fielded U.S. 

munitions at a rate of up to six rounds 

per minute. Its approved prime movers 

include the Humvee and 2.5-ton and 5- 

ton trucks. 

A program to integrate the digital 

fire-control system onto the M119A2 

howitzer was approved in 2008 and resulted 

in the full materiel release of the 

M119A3 in March 2013. The application 

of a digital fire control allows the 

digitized M119A3 to more quickly emplace 

and displace, provide more responsive 

fires, and become more survivable 

on the battlefield. Digital fire-control 

system interfaces similar to those on the 

M777A2 maximize commonality in operation 

and training while minimizing 

program cost, schedule and risk. This is 

particularly important to the Army composite 

infantry brigade combat teams, 

which are now receiving the M119A3 

and M777A2. 

The Improved Position and Azimuth 

Determining System (IPADS) 

provides common inertial survey control 

for all Army and Marine Corps field artillery, 

mortar, artillery, meteorological 

and radar systems. IPADS-G adds a 

GPS feature and augments operations 

of the fire-support community by providing 

the ability to maintain the current 

accuracy of IPADS without stopping 

for zero-velocity updates. This 

increases artillery timeliness, availability 

of fires, lethality, survivability and force 

protection on extended convoys or artillery 

missions. IPADS-G is also capable 

of operating in an inertial fashion 

and independent of GPS aid. 

PM TAS also supports the D-30 howitzer 

program. The D-30 is a 122 mm, 

Soviet-era towed howitzer that entered 

service in the 1960s. It weighs 7,055 

pounds and has a maximum range of 

15.4 km (21.9 km assisted). It has a maximum 

rate of fire of 10 to 12 rounds per 

minute, and a sustained rate of five to six 

rounds per minute. 

In 2010, PM TAS was given a requirement 

to provide 204 D-30s to the 

Afghan National Army, provide training 

on the operation and maintenance of the 

weapon system, and establish a refurbishment 

capability in Afghanistan to 

allow Afghan workers to refurbish addi- 

M777A2 155 mm 

Joint Lightweight 

Howitzer 


tional howitzers. PM TAS continues to 

support this effort with the requirement 

of providing spare cannon assemblies, 

optical fire control and other spares. 

Project Manager Close Combat 

Systems 

Project Manager Close Combat Systems 

(PM CCS) manages networked 

and analog technologies, energetics and 

munitions that improve area access/area 

denial and increase lethality, survivability 

and overmatch of both the mounted and 

dismounted joint force in the close fight. 

Contributions support the spectrum— 

lethal, nonlethal, robotics, countermeasures 

and counterexplosives—of unified 

land operations. It provides cutting-edge 

technology to defeat ever-evolving and 

adapting threats, and also provides legacy 

systems that are being used in innovative 

ways on today’s battlefield. 

The portfolio of products includes 

counterexplosive hazard capabilities, area 

denial capabilities, handheld pyrotechnic 

devices, demolitions, shoulder-launched 

munitions, mine-clearing line charges, 

grenades and nonlethal weapon sets. 

PM CCS manages long-term acquisition 

and production contracts that are 

flexible enough to support dynamic 

changes in both warfighting and training 

requirements. It is actively pursuing 

Spider Networked Munition 

technologies that will result in smaller, 

lighter, more lethal munitions to ensure 

increased mobility across a range of military 

operations. Whether a capability 

requirement exists at a remote outpost 

in Afghanistan, the need for training 

arises at a mission readiness exercise, or 

joint partners require support, PM CCS 

stands ready to respond to the operational 

and peacetime needs of its customers. 

Product Manager Gator Land Mine 

Replacement (PdM GLMR) is redefining 

how soldiers shape the battlefield 

and is protecting the force through 

continual advances in area denial capabilities. 

Area denial systems and munitions 

block enemy access to important 

terrain and restrict the enemy’s ability 

to maneuver freely. These systems include 

cutting-edge networked munitions 

and legacy anti-personnel and 

anti-vehicle systems. 

Currently fielded networked munitions 

are manportable and provide soldiers 

with faster response time, greater 

efficiency and enhanced safety. They 

can be employed to protect perimeters 

and flanks during attack, reinforce light 

forces, and control enemy movement. 

Emerging requirements for a smart terrain 

armament focus on networked sensor 

munitions that can be delivered 

remotely deep into enemy terrain, providing 

man-in-the-loop, terrain-shaping 

area denial capabilities and replacing 

legacy mines. 

The first increment of smart terrain 

armament networked munition will provide 

anti-personnel and anti-vehicle alternatives, 

filling gaps associated with 

the aging inventory of the family of scatterable 

mines systems with a controllable, 

networked, self-reporting, sensorenabled 

munition to provide soldiers 

freedom of action while denying that of 

the enemy within the same battle space. 

The program is investigating materiel 

solutions for the deep range obstacle capability 

gap with the goal to achieve initial 

operational capability by fiscal 2025. 

GLMR is currently in the materiel 

solution analysis phase. The materiel development 

decision was approved in July 

2015. The technology maturation and 

risk reduction phase is planned for the 

third quarter of fiscal 2017. 

The M7 and M7E1 Spider Networked 

Munition is a highly effective, lethal 

and nonlethal alternative to anti-personnel 

land mines. Operational in 

Afghanistan, the system is an advanced, 

human-in-the-loop area denial system 

that offers remote-controlled force protection 

to deny terrain and enemy forces 

freedom of maneuver. 

The Spider system is different from a 

land mine in that it cannot deliver effects 

unless commanded to do so, and it 

can be safely recovered from the field 

and reused. Spider provides the equivalent 

munition field effectiveness of older 

anti-personnel land mines without the 

residual life-threatening risks after hostilities 

end or when warring factions depart. 

The M7E1 will give engineering 

soldiers an advanced remote-control station 

with a color map display, improved 

functionality, and seamless interoperability 

with the Mission Command network 

that provides increased force protection 

and situational awareness of 

emplaced obstacles. 

PM CCS responds to insurgents 

across the world who have moved to utilizing 

explosive hazards made of lowmetallic 

or nonmetallic components that 

are more difficult to detect using conventional 

methods. Ground Penetrating 

Radar (GPR) is a superior technology 

that provides a three-dimensional 


Autonomous Mine 

Detection System 

analysis of objects buried in the ground. 

This technology alerts the operator to 

the threat before detonation. The Autonomous 

Mine Detection System 

(AMDS) and AN/PSS-14 Mine Detecting 

System employ GPR. 

AMDS will give soldiers standoff 

from explosive hazards through the use 

of robotic detection, marking and neutralization 

payloads operated from a distance. 

AMDS utilizes a robotic platform 

combined with GPR/metal detector 

payload mounted to a robotic platform 

to remotely detect a variety of explosive 

hazards. It will be capable of remotely 

marking both the cleared lane and any 

suspected explosive hazards. In addition, 

AMDS will neutralize explosive hazards 

from a distance, keeping the soldier and 

the platform out of harm’s way. 

PM CCS also fields a number of 

handheld explosive hazard detectors. 

The Army’s program of record is the 

AN/PSS-14C, a portable, one-personoperated, 

battery-powered, lightweight 

explosive hazards detector. The set can 

be folded up to fit into a soft backpack 

for transport. The system is designed to 

locate a variety of both metallic and 

low-metallic mines. 

The AN/PSS-14C utilizes a dualsensor 

GPR and electromagnetic induction 

sensor, which is a metal detector. 

The AN/PSS-14C is the latest revision 

that has all the functionality of the earlier 

models and adds the capability to 

detect nonmetallic threats and near-surface 

buried wires. 

Over the last five to 10 years, a number 

of other handheld detectors were 

deployed into theaters of operations. 

The majority of those have been added 

to PM CCS’s portfolio of systems. The 

Minehound, the Gizmo and the CEIA 

compact metal detector are all now 

fielded by the program office in response 

to urgent wartime requirements. 

The Family of Military Working 

Dogs Equipment is procured for the 

enforcement of laws and regulations, 

suppression of illegal drugs, detection of 

IEDs and bombs, protection of installations 

and resources, force-protection 

operations, and fulfillment of other security 

tasks. PM CCS supports military 

working dogs by providing equipment 

for their care, feeding and training. 

Continuous development of countermeasure 

technology and equipment provides 

explosive ordnance disposal technicians 

with the ability to access, disrupt 

and neutralize hazards from increased 

standoff distances quickly and smoothly. 

A portable radiographic imaging system 

provides information and identification 

of internal components in IEDs and unexploded 

ordnance. 

Product Director Combat Armaments 

and Protection Systems offers a 

range of battlefield munitions and escalation 

of force capabilities that broaden 

soldiers’ options for countering enemy 

actions, including shoulder-launched 

munitions (SLM), grenades and nonlethal 

ammunition and systems. 

SLM enable soldiers to defeat lightarmored 

vehicles and bunkers as well as 

enemy personnel. Disposable, highly 

mobile and improved versions, such as 

the M136A1 AT4 Confined Space, can 

be fired from tight locations, increasing 

effectiveness in urban environments. 

The upgraded M72 Light Assault 

Weapon is ideal for the combat environment 

in Afghanistan, which is characterized 

by difficult terrain, long foot 

patrols, and fast-paced operations at 

close range. The Bunker Defeat Munition 

is effective against earthen targets, 

bunkers and masonry walls. 

Grenades vary in effect from nonlethal 

to lethal. They can be handthrown 

or propelled from a launcher. 

They also offer a variety of capabilities—from 

fragmentation and incendiary 

to screening and signaling—to soldiers 

in close combat situations. 

The M67 Fragmentation Hand Grenade 

is the primary lethal grenade now 

in use. The MK3A2 Offensive Hand 

Grenade provides lethal concussive effects, 

while the M84 Stun Grenade 

provides nonlethal effects that temporarily 

disorient targets, allowing apprehension. 

The M18 Smoke Hand 

Grenade family provides a range of signaling 

smoke colors. The AN-M14 Incendiary 

Hand Grenade provides the 

capability to destroy equipment that 

must be left behind or incapacitated. 

The M83, M106 and M8 Grenades 

provide obscuration smoke. 

PM CCS’s nonlethal munitions and 

systems allow soldiers to react with the 


A soldier installs a fuse in a practice hand 

grenade. 

appropriate level of force based on the 

threat and serve as the last step in a 

scalable response (shout, show, shove, 

shoot). They are vital in urban conflict 

to limit collateral damage and avoid 

noncombatant casualties. 

The Nonlethal Capabilities Set provides 

a variety of capabilities including 

checkpoint, dismounted operations, convoy 

protection, crowd control/detainee 

operations, and counterpersonnel and 

countermateriel systems. Modularity allows 

commanders to tailor equipment 

needs based on a specific mission or 

threat level. The Taser provides the capability 

to subdue unruly subjects without 

permanent injuries. The Acoustic 

Hailing Device enables soldiers to communicate 

with subjects at small-arms 

range to determine intent as part of escalation 

of force or allow information to be 

projected for humanitarian, detainee or 

crowd-control applications. 

Both the M1012 12-gauge Nonlethal 

Point Control Cartridge and M1013 

12-gauge Nonlethal Area Round temporarily 

disorient or incapacitate a targeted 

individual with nonlethal blunt 

trauma. They can be fired from a standard-issue 

12-gauge shotgun such as a 

Mossberg 500, Mossberg 590 or Winchester 

1200. The M1029 40 mm Crowd 

Dispersal cartridge and M1006 40 mm 

Sponge Grenade can be launched either 

from the M320 grenade launcher 

module or the M203 40 mm grenade 

launcher, or fired from an M16A2/ 

M320, M4/M320, M16A2/M203 or 

M4/M203. 

The M98 66 mm nonlethal distraction 

and blunt impact rounds allow engagement 

at longer ranges, giving additional 

time to determine intent before 

escalation. These munitions fill a wide 

range of possible nonlethal applications, 

including crowd control and enforcing a 

buffer zone. 

Product Leader Support Systems— 

demolitions and pyrotechnics—provide 

soldiers with enhanced maneuver, communication 

and illumination capabilities 

across various missions on the battlefield. 

Combat engineers, infantry, explosive 

ordnance disposal and special operations 

forces use demolitions and breaching 

munitions to clear mines and IEDs, 

overcome obstacles and impede enemy 

movement. Modernization efforts are 

aimed at making demolitions lighter, 

more reliable and less sensitive. 

PM CCS manages a range of demolition 

items. The Blasting Demolition 

Kit is a collection of inert items that can 

be assembled into various explosively 

formed penetrator warheads, linearshaped 

charges and conical-shaped 

charges including tools, equipment and 

attachment devices that are used in the 

construction, emplacement and attachment 

of a variety of demolition charges. 

The Remote Activation Munition System 

is a secure, radio-controlled system 

designed to remotely initiate demolition 

charges. The Modern Demolitions Initiator 

is a suite of components used to 

activate all standard military explosives 

and demolitions, including breaching 

systems and shaped/cratering charges. 

Designed to clear mines and related 

obstacles for dismounted soldiers and vehicles, 

the Anti-Personnel Obstacle 

Breaching System (APOBS) is light 

enough to be carried by two soldiers with 

backpacks, while the Mine-Clearing 

Line Charge is a rocket-projected explosive 

line charge that clears a 100-meter 

path for vehicle passage. The Army 

funded a product improvement effort 

for APOBS in fiscal 2016. The effort 

will examine opportunities to reduce the 

weight of specific subcomponents of 

APOBS through redesign and/or use of 

alternate materials. It will also examine 

opportunities to make the breaching 

system more modular, which would enable 

soldiers to carry and effectively employ 

less than the full system. 

While this would not reduce the 

weight per length of line charge, it could 

reduce the overall load on the soldier if 

specific missions do not require the full 

45-meter length of the complete system. 

The M4A1 Selectable Lightweight 

Attack Munition (SLAM) is a multipurpose 

munition designed to be readily 

portable and hand-emplaced against 

lightly armored vehicles, parked aircraft 

and petroleum storage sites. It can operate 

day and night in all weather conditions 

to defeat selected targets using an 

explosively formed penetrator warhead. 

SLAM has four operating modes: 

bottom-attack, side-attack, timed-demolition 

and operator-initiated. It will 

self-destruct at a time selected by the 

operator during its employment. 

Pyrotechnics include munition countermeasure 

flares, signals and simulators. 

M206, M211 and M212 Air Countermeasure 

Flares are used by Army fixedand 

rotary-wing aircraft to defeat a 

range of threats. The family of handheld 

signals provides battlefield illumination 

and aircraft, distress and troop emplacement 

signaling. Battlefield and ground effects 

simulators, including the M115A2 

Ground Burst Simulator and M116A1 

Hand Grenade Simulator, produce battle 

noises and effects—shells in flight, 

ground-burst explosions or grenades— 

for use in training. 

U.S. Air Force/Justin Connaher 


INDIVIDUAL EQUIPMENT AND WEAPONS 

Project Manager Soldier Protection 

and Individual Equipment 

Project Manager Soldier Protection 

and Individual Equipment develops 

and fields advanced protection products, 

uniforms and parachute systems that 

enhance mission effectiveness. These 

products protect soldiers and enable 

them to operate in any environment. 

Product Manager Soldier 

Protective Equipment 

The mission of Product Manager 

Soldier Protective Equipment is to increase 

warfighters’ lethality, mobility 

and protection while effectively managing 

all life cycle aspects of personal protective 

equipment. 

The Improved Outer Tactical Vest 

(IOTV) is a side-opening vest that integrates 

with all Modular Lightweight 

Load-Carrying Equipment (MOLLE) 

components. The system is available in 

11 sizes. It accommodates the Enhanced 

and X-threat Small Arms Protective Insert 

(ESAPI/XSAPI) plates as well as 

the Enhanced and X-threat side ballistic 

insert plates. The vest has a quick-release 

system for emergency doffing and an internal 

waistband for increased stability. It 

also provides fragmentation and handgun 

protection. IOTVs also include 

groin and deltoid auxiliary protection. 

The primary method of donning the 

IOTV or Generation (Gen) II IOTV is 

over the head. The alternate method is a 

right-shoulder donning. Numerous upgrades 

based on soldier feedback have 

enhanced the system’s fit, form and functionality. 

The Gen III IOTV incorporates an 

improved quick-release mechanism featuring 

a single pull handle. A key attribute 

of the Gen III IOTV is that no 

instructions are required to reassemble 

the vest. 

The Female Improved Outer Tactical 

vest (F-IOTV) is the female variant 

of the Gen III IOTV. It is available in 

eight new sizes. The F-IOTV consists 

of a darted front panel and shorter ballistic 

panels. The vest also provides 

more shoulder and waist adjustments. 

The redesigned collar better accommodates 

a hair bun, offering a more comfortable 

fit and better range of motion. 

The Gen III IOTV conversion kits 

take the soft armor ballistic inserts from 

existing Gen I and Gen II IOTV inventories 

and place them into a new carrier 

to create the Gen III IOTV at half the 

price. 

The Army has introduced the Gen IV 

IOTV into sustainment. It is based on 

the Soldier Plate Carrier System (SPCS) 

design, with improvements to allow 

scalability to a full-up tactical vest. 

The SPCS is a scaled-down, lightweight, 

flexible vest with a comfortable 

yet secure fit that accommodates the 

ESAPI, XSAPI, Enhanced Side Ballistic 

Insert (ESBI) and X Side Ballistic 

Insert (XSBI) hard armor plates for 

multiple-hit torso protection. Specific 

characteristics include MOLLE webbing 

for mounting components; compatibility 

with other equipment, including 

Nett Warrior, rucksack and Tactical 

Assault Panel, without impeding the 

ability to shoulder a weapon; easy don 

and doff capabilities; an increased range 

of sizes to ensure a comfortable fit; 

wiring integration; drag strap for casualty 

removal; increased durability; and 

optional operational camouflage pattern. 

The Gen II SPCS version takes and 

Improved Outer Tactical Vest 

improves upon the Gen I SPCS design 

by refining the fit and decreasing overall 

weight. As with the Gen I, soldiers are 

able to use all hard armor plates with 

the Gen II SPCS. 

The legacy ESAPI comes in five sizes, 

from extra-small through extra-large. 

The Army plans to introduce a sixth size 

within the Vital Torso Protection portion 

of the Soldier Protective System. 

The service is specifically seeking additional 

sizes to provide a better fit for female 

soldiers. ESBI currently comes in 

three sizes to better fit all soldiers while 

providing adequate side protection. 

The XSAPI and XSBI plates provide 

additional ballistic protection against 

more lethal small-arms rounds for situations 

in which soldiers require a higher 

level of protection. The XSAPI and 

XSBI hard armor plates are available in 

the same sizes as the ESAPI and ESBI 

hard armor plates. 

The legacy Concealable Body Armor 

(CBA) offers ballistic protection at National 

Institute of Justice (NIJ) Level 

IIIA and provides maximum torso coverage 

while maintaining comfort. Soldiers 

wear the ultra-low-visible CBA 

while conducting nontraditional operations 

because it provides increased con- 


Concealable Body Armor 

cealment over legacy CBA. The ultralow-visible 

system is comprised of three 

components: an outer carrier; standalone 

torso/side plates that provide select 

small-arms protection; and torso/side 

soft armor that provides small arms protection 

when worn without the plates. 

MP soldiers and corrections officers 

wear the Family of Concealable Body 

Armor (FoCBA), which provides increased 

concealment, protection, comfort, 

fit and function over legacy CBA. 

Two types of FoCBA are available. The 

Type 1 system provides NIJ Level IIIA 

ballistic protection as well as NIJ Level 

1 stab protection. The Type 2 system, 

used by corrections officers, provides 

NIJ Level 3 stab protection only, and 

no ballistic protection. 

Within the system, there is an Outer 

Tactical Carrier for the Type 1, when 

police officers need to be more visible 

during the course of their duties, and 

concealable carriers for situations that do 

not call for visibility. Soldiers can move 

the protective inserts provided with the 

Type 1 and Type 2 systems as needed. 

FoCBA is available in 11 unisex sizes 

and eight female-specific sizes. Both 

variants contain plate pockets that accept 

traditional hard armor torso plates 

such as the ESAPI, and provide a higher 

level of ballistics protection from specific 

5.56 mm and 7.62 mm rifle rounds. 

The two-tiered Pelvic Protection System 

(PPS) is composed of a Protective 

Under Garment (PUG) and a Protective 

Outer Garment (POG). Soldiers wear 

the tier I PUG next to the skin under the 

Army Combat Uniform (ACU) to stop 

small fragments, reduce the penetration 

of dirt in wounds, and minimize the risk 

of infection from fine debris. Soldiers 

wear the tier II POG over the ACU 

trousers in conjunction with the PUG. It 

reduces penetration by larger threats and 

debris while providing ballistic protection 

similar to the IOTV. The PUG comes in 

14 sizes—seven male and seven new female-specific 

sizes. 

The Advanced Combat Helmet 

(ACH) weighs 2.9 to 3.8 pounds. It includes 

a modular pad suspension system, 

retention system and ballistic nape pad. 

The modular pad suspension system improves 

blunt-force impact protection, 

stability and comfort, while the fourpoint-design 

cotton/polyester retention 

system enables quick adjustment for 

head size. The ballistic nape pad attaches 

to the retention system. This improves 

comfort and stability while providing 

protection against small arms and 

fragmentation threats to the nape. 

The Lightweight Advanced Combat 

Helmet is a modular advanced helmet 

with a retention system, suspension system 

and ballistic nape pad. It is 8 percent 

lighter than the ACH. It provides improved 

fragmentation, ballistic and impact 

protection while reducing weight, 

improving fit and increasing comfort 

over the previous personnel armor system 

for ground troops. 

The Generation II ACH will be modular 

with a retention system, suspension 

system and ballistic nape pad. This helmet 

will be at least 15 percent lighter 

than the ACH. 

The Enhanced Combat Helmet (ECH) 

weighs 2.8 to 4 pounds and provides improved 

ballistic and fragment protection, 

stability and comfort over the ACH. It 

does not add weight or degrade hearing 

or field of vision. 

The Generation II Helmet Sensor is 

a small, lightweight, low-power sensor 

suite that mounts inside the crown of a 

soldier’s helmet. It records linear accelerations 

and angular velocities caused by 

kinetic events such as IED events or vehicle 

accidents. Field service representatives 

support downloading the sensor 

monthly or after known kinetic events. 

Joint Trauma Analysis and Prevention 

of Injury in Combat developed a field 

screening application that provides a risk 

indicator of the potential for mild traumatic 

brain injury (mTBI) for each impact. 

Unit chains of command can use 

this risk level to refer soldiers for medical 

evaluation. 

Field service representatives upload 

helmet sensor data to a secure web server 

for analysis in the continental U.S. The 

analysis provides improved knowledge of 

the mTBI risk levels associated with 

head motion. 

The Blast Gauge is a set of three 

small, lightweight pressure sensors worn 

by the soldier on the nape of the neck, 

the nonfiring shoulder, and the middle 


of the chest. The sensors record blast 

overpressures from explosive or highpressure 

events. Using a button press, 

soldiers or someone in their chain of 

command can view on the blast gauge 

the level of mTBI risk based on blast 

exposure. Technicians download the 

data from the sensors and upload it to a 

secure web server for analysis in the 

continental U.S. The analysis provides 

improved knowledge of the mTBI risk 

levels associated with blast overpressure. 

The fully integrated Soldier Protection 

System (SPS) maintains existing 

levels of protection while significantly 

reducing the weight of personal protective 

equipment. It includes soft armor 

torso and extremity protection, hard armor 

plates for vital torso protection 

(VTP), integrated head protection system 

(IHPS) for helmets, and various 

sensors. SPS will support major combat 

operations, stability operations, homeland 

security operations, joint operating 

concepts and the joint force functional 

concept. It utilizes new and innovative 

materials to provide multiple levels of 

ballistic protection that soldiers can tailor 

to select mission profiles. It also provides 

protection against specific threats 

from conventional fragmenting munitions, 

small arms ammunition and blunt 

impact. 

Soldiers equipped with SPS will be 

able to accomplish a broad range of 

missions. The versatility of the system 

will enable them to quickly transition 

from one mission type to another without 

degrading momentum of small-unit 

operations. 

Soldiers using SPS torso protection 

can wear it as CBA, a lightweight plate 

carrier system, or as full-coverage IOTV 

with maximum ballistic coverage. VTP 

specifically addresses the weight of the 

ballistics inserts while providing the 

same level of ballistic protection. The 

Army will produce VTP in both the E 

and X variants that will be 7 percent 

lighter. It bases weight reduction on 

legacy weight and differs by variant. 

VTP will also introduce a size known as 

the “small long” to better fit soldiers of 

unique size. 

The IHPS is modular and consists of 

a base helmet, maxillofacial visor and 

mandible, ballistic applique for greater 

ballistic threats, and passive hearing 

protection. The IHPS base helmet will 

be 5 percent lighter than the ACH and 

ECH while providing ECH-level ballistic 

protection and improved blunt impact 

protection. The IHPS will integrate 

transitional combat eye protection 

that includes ballistic protective eyewear 

capable of transitioning from light to 

dark and dark to light in under a second. 

The TCEP will help soldiers in a 

combat environment to move rapidly in 

varying light conditions. 

The Military Combat Eye Protection 

program addresses external threats 

and hazards such as ballistic fragmentation, 

electromagnetic radiation, sand, 

wind and dust. It provides protection 

for both prescription and nonprescription 

wearers in a variety of commercial 

styles and sizes. A key piece of the program 

is the Authorized Protective Eyewear 

List, which provides soldiers with 

combat eyewear that meets the military 

requirements for protective eyewear. 

Soldiers can find the current list of combat 

eyewear on the PEO Soldier website 

at http://www.peosoldier.army.mil/ 

equipment/eyewear. 

The Generation I Advanced Bomb 

Suit (Gen I ABS) provides protection for 

Explosive Ordnance Disposal (EOD) 

soldiers. It consists of the EOD 8 bomb 

suit and EOD 9 helmet. The full-body 

ensemble provides protection against 

fragmentation, blast overpressure, impact, 

flame and heat. A cooling system 

extends mission duration. The system is 

comprised of jacket, trousers, blast shield, 

helmet and cooling system. 

The Generation II Advanced Bomb 

Suit (Gen II ABS) is significantly lighter 

and less bulky. The Army will optimize 

form, fit and function by increasing 

available sizes. The Gen II ABS also 

provides an improved and integrated 

cooling system. The systems will be 

fielded in a large-scale user evaluation in 

fiscal 2017, delivering substantially increased 

capability until the Army fields 

the next generation advanced bomb suit 


Project Manager Soldier Sensors 

and Lasers 

Project Manager Soldier Sensors 

and Lasers equips soldiers with sensors, 

Advanced Bomb Suit 


AN/PVS-14 Monocular Night Vision Device 

lasers and precision targeting devices to 

dominate the battlefield through improved 

lethality, mobility, situational 

awareness and survivability in all operational 

environments. 


Maneuver Sensors 

The Product Manager Soldier Maneuver 

Sensors is responsible for developing 

and fielding sensors and lasers to 

dominate the battlefield through improved 

lethality, mobility, situational 

awareness and survivability in all 

weather and visibility conditions. 

The Family of Weapon Sights (FWS) 

program provides wireless sensor display 

capability to individual, crew-served 

and sniper weapons. This significantly 

reduces target engagement times and 

equipment weight and increases identification 

ranges in all visibility conditions. 

FWS uses uncooled forward-looking infrared 

(FLIR) wireless technologies and 

additional features to improve offensive 

firing capabilities and firing accuracy and 

to decrease transition time between mobility 

and targeting sensors. 

FWS-Individual (FWS-I) is for the 

M16 rifle, M4 carbine, M249 Squad Automatic 

Weapon (SAW), M136 Light 

Anti-Armor Weapon and M141 Bunker 

Defeat Munition. FWS-I is a weaponmounted 

long-wave infrared (LWIR) 

sensor that provides imagery in all battlefield 

conditions through a reticle boresighted 

to the host weapon. It enables 

rapid target acquisition when combined 

with the Enhanced Night Vision Goggle 

(ENVG) III. The FWS-I wirelessly 

transmits weapon imagery and reticle 

within the spatially aligned ENVG III 

display. FWS-I will enable small armsequipped 

soldiers to acquire and engage 

targets, conduct surveillance, and control 

fire in all conditions while maintaining 

boresight of an in-line day optic. It will 

improve lethality, effectiveness and survivability 

by reducing soldiers’ exposure to 

the enemy. In addition, FWS-I uses open 

architecture to make upgrading easier. 

The FWS-Crew Served (FWS-CS) 

is an uncooled, lightweight, high-resolution 

LWIR imaging device with integrated 

visible camera. It is used for surveillance 

and target acquisition on 

crew-served weapon systems in daylight, 

darkness, adverse weather and 

dirty battlefield conditions. It mounts 

on the weapon in place of the day sight 

without having to re-zero following detaching 

and reattaching to the same 

weapon. 

The FWS-CS includes a helmetmounted 

display that wirelessly receives 

weapon sight video. This allows for 

protective eye relief standoff and use of 

proper firing techniques/shooting position 

flexibility for heavy recoiling 

weapon systems while enhancing overall 

combat situational awareness. 

The FWS-CS also integrates a 

laser rangefinder into the system 

that provides target range data to 

a ballistic processor. This allows 

for a precise, ballistic displaced 

targeting reticle when using either 

the thermal or the visible 

camera. 

The high-resolution FWS- 

CS, when used in conjunction 

with the helmet-mounted display 

and laser rangefinder, will 

enhance the lethality of the 

crew-served machine gun team. 

It will mount on the M240 

Medium Machine Gun, M2 .50- 

caliber Machine Gun and MK19 

Grenade Machine Guns. 

FWS-Sniper is for the M110 

Semi-Automatic Sniper System 

(SASS), M107 Long-Range 

Sniper Rifle, M2010 Enhanced 

Sniper Rifle (ESR) and Precision Sniper 

Rifle. It is a weapon-mounted LWIR 

sensor that mounts in-line onto a 

sniper’s day-view optic. This system provides 

snipers with pixels on target that 

improve their ability to engage targets 

accurately at long ranges in day or night 

operations and obscured visibility. It 

enables combat forces to acquire and 

engage targets and conduct surveillance 

at longer distances while maintaining 

boresight of the day optic. 

The AN/PSQ-20 Enhanced Night 

Vision Goggle (ENVG) provides increased 

capability and incorporates both 

image intensification and LWIR sensors 

into a single, helmet-mounted, passive 

device. It combines the visual detail in 

low-light conditions provided by image 

intensification with the thermal sensor’s 

ability to see through smoke, fog, dust, 

foliage and no-light conditions. This 

thermal capability makes it unlike earlier 

night-vision goggles. The three currently 

fielded versions are the AN/PSQ-20, 

AN/PSQ-20A and AN/PSQ-20B. The 

next-generation ENVG III will also 

serve as a display for the FWS-I, providing 

soldiers with rapid target acquisition 

capabilities for quicker engagement and 

increased lethality and survivability. 

The AN/PVS-14 Monocular Night 

Vision Device (MNVD) is a head- or 

helmet-mounted passive device that 

amplifies ambient light and very near 


infrared energy for night operations. 

Soldiers use it in conjunction with riflemounted 

aiming lights. 

The AN/AVS-6 Aviator’s Night Vision 

Imaging System is a third-generation, 

helmet-mounted, direct-view, image-intensification 

device that allows 

aviators to operate more effectively and 

safely in low-light and degraded battlefield 

conditions. The low-light sensitivity 

represents a 35 to 40 percent improvement 

over first-generation devices, 

and the gated power supply enables operation 

at significantly higher light levels. 

AN/PAS-13 Thermal Weapon Sight 

(TWS) gives soldiers with individual 

and crew-served weapons the ability to 

see deep into the battlefield to increase 

surveillance and target acquisition range 

as well as the ability to see through day 

or night obscurants. It uses uncooled 

FLIR technology and provides a standard 

video output for training or remote 

viewing. 

TWS is a lightweight system mounted 

onto each weapon’s rail. It operates to 

the weapon’s maximum effective range. 

In 2014, deliveries included 17-micron 

technology, resulting in improvements in 

size, weight and power improvements 

over present configurations. 

The TWS family includes three variants: 

AN/PAS-13(V)1 Light Weapon 

Thermal Sight works with the M16/ 

M4 series rifles and carbines, and the 

M136 Light Anti-Armor Weapon. 

AN/PAS-13(V)2 Medium Weapon 

Thermal Sight works with the M249 

SAW and M240B Medium Machine 

Guns. 

AN/PAS-13(V)3 Heavy Weapon 

Thermal Sight works with the M16/ 

M4 rifles, M24/M107 sniper rifles, and 

M2 .50-caliber and MK19 40 mm machine 

guns. 

The AN/PVS-30 Clip-On Sniper 

Night Sight (CoSNS) is an in-line, 

weapon-mounted sight. Soldiers use this 

lightweight device in conjunction with 

the day optic sight on the M110 SASS 

and the M2010 ESR. It employs a variable 

gain image tube that snipers can adjust 

to ambient light levels. When used 

with the M110 or XM2010 day optical 

sight, it provides personnel-sized target 

recognition at quarter-moon illumination 

in clear air to a range of 600 meters. 

Soldiers can use the sight’s integrated 

rail adapter to mount or dismount the 

sight quickly from a weapon’s military 

standard (MIL-STD)-1913 rail. 

The CoSNS does not affect the zero 

of the day optical sight, and it allows the 

M110 SASS and M2010 ESR to maintain 

boresight throughout the focus 

range of the CoSNS and the weapon 

system’s day optical sights. 

The LA-12/P and LA-13/P Green 

Laser Interdiction System is a riflemounted 

system that allows soldiers to 

interdict hostile actions with nonlethal 

effects, divert and delay potential threats, 

or warn civilians through nonlethal means. 

The LA-8/P Aircrew Laser Pointer 

is a finger-mounted laser to direct fire, 

identify friend or foe, and signal adjacent 

formations during night operations. 

Soldiers can mount it on fire-resistant 

fabric or attach it to an air crew 

member’s glove; it does not interfere 

with aircraft operation. The master arming 

switch allows high-power (Class 

IIIb) or low-power (Class I) IR laser 

operation. The pointer incorporates a 

laser diode that projects a brighter and 

more defined pinpoint beam and has a 

thumb-activated momentary fire button 

to initiate a light-emitting diode. 

The Multifunction Aiming Light 

(MFAL) family includes the AN/PEQ- 

15 Advanced Target Pointer Illuminator 

Aiming Light, AN/PEQ-15A Dual 

Beam Aiming Laser-Advanced 2, and 

the AN/PEQ-16B Mini-Integrated 

Pointer Illuminator Module. The AN/ 

PEQ-15 MFAL and AN/PEQ-15A 

Class IIIB MFAL devices, which replaced 

the AN/PAQ-4C, have co-aligned 

infrared and visible aiming lasers. Soldiers 

can use the visible laser to boresight 

the device to a weapon without needing 

night-vision goggles. The IR lasers emit 

a highly collimated beam of infrared 

light for precise weapon aiming and a 

separate, infrared-illuminating laser with 

adjustable focus. A visible red-dot aiming 

laser allows precise weapon aiming. 

Soldiers can use the AN/PEQ-15 and 

AN/PEQ-15A infrared lasers as handheld 

illuminator pointers or weaponmount 

them, with the included hardware, 

for use with night-vision equipment. 

The AN/PEQ-16B incorporates the 

AN/PAS-13 Thermal Weapon Sight 


AN/PED-1 Lightweight Laser Designator 

Rangefinder 

function of the AN/PEQ-15 aiming 

laser as well as a white-light capability. 

The AN/PEQ-14 Integrated Laser 

White Light Pointer is a small, lightweight 

device for the M9 pistol. It combines 

an adjustable white-light flashlight, 

visible aiming and infrared-aiming 

lasers, and infrared illuminator. Soldiers 

can handhold it or mount it on their pistol’s 

MIL-STD 1913 rail adapter. 


Precision Targeting Devices 

The Product Manager Soldier Precision 

Targeting Devices is responsible 

for developing and equipping soldiers 

with portable precision targeting systems 

such as locators, designators and 

rangefinders. Joint force infantry, forward 

observers and joint terminal attack 

controllers employ the equipment 

across the full spectrum of operations. 

The AN/PED-1 Lightweight Laser 

Designator Rangefinder (LLDR) is a 

portable, crew-served precision target 

location and laser designation system. 

Scouts, dismounted fire-support teams, 

and combat observation and lasing teams 

use it to call for precision, near-precision 

and area munitions fire. 

The primary components of the AN/ 

PED-1 are the Target Locator Module 

(TLM) and the Laser Designator Module 

(LDM). The TLM incorporates a 

thermal imager, day camera, laser-designator 

spot imaging, electronic display, 

eye-safe laser rangefinder, digital magnetic 

compass, selective availability/ 

anti-spoofing module GPS and digital 

export capability. The TLM enables 

soldiers to recognize targets more than 

7 km away during daylight as well as vehicle-sized 

targets at night or in obscured 

battlefield conditions at more 

than 3 km. The LDM emits coded laser 

pulses compatible with DoD and NATO 

laser-guided munitions. It allows soldiers 

to designate targets at ranges 

greater than 5 km. 

As part of an equipment program 

modification, the Army is retrofitting 

previously fielded LLDR systems to the 

latest precision targeting configuration, 

the LLDR 2H (AN/PED-1B). Firesupport 

soldiers will be the first to receive 

LLDR 2H, which will allow them 

to more quickly call for GPS-guided 

precision munitions fire without having 

to refine target coordinates. The LLDR 

2H integrates a celestial navigation sensor 

with the digital magnetic compass 

in the TLM to provide highly accurate 

target coordinates. 

The Joint Effects Targeting System 

(JETS) is an Army-led joint information 

program to develop and field a 

one-person portable targeting system 

for dismounted forward observers. It 

provides an all-weather capability to individual 

fire-support soldiers who are 

supporting maneuver units at the platoon 

level with the ability to acquire, locate, 

mark and designate targets for 

precision GPS and laser-guided munitions. 

It also provides connectivity to 

the joint forces through fire and close 

air support digital planning/messaging 

devices. JETS is in the product and deployment 

phase; fielding will begin in 

fiscal 2018. 

The Laser Target Locator System 

(LTLS) provides daylight and limited 

night capabilities to locate targets and 

accurately transmit target data. Soldiers 

can handhold or tripod-mount these 

lightweight, commercial off-the-shelf 

laser target locators to deliver target data 

to the fire support and maneuver command, 

control, communications, computers 

and intelligence system. The Vector 

21 LTLS is a binocular laser rangefinder 

with an embedded digital compass 

that can be used with AN/PVS-14 

MNVD for limited night capability. 

Combined with a Precision Lightweight 

GPS Receiver (PLGR) or Defense Advanced 

GPS Receiver (DAGR), the system 

can compute and display target locations. 

The Mark VII is a day/night target 

LTLS that integrates a day/night target 

location device, monocular direct-view 

optic, image intensifier, laser rangefinder 

and digital magnetic compass. It provides 

limited night capability. Combined 

with a PLGR or DAGR, the system 

can compute and display target 

locations. 

The Laser Target Locator Module 

(LTLM) provides near-precision target 

locating capability similar to the 

LTLS. The all-weather LTLM includes 

a thermal imager and embedded 

military GPS receiver for target location 

in all operations. The AN/PED 4 

Mark VIIE LTLM is an improved Mark 

VII featuring more powerful 8x day op- 


tics, an uncooled thermal sight for increased 

night performance, and an embedded 

GPS receiver. The AN/PED-5 

Target Reconnaissance Infrared Geo-locating 

Rangefinder LTLM incorporates 

7x direct-view optics and an improved 

uncooled thermal sight. It also features a 

laser rangefinder, digital compass and 

embedded GPS. 

The AN/PSQ-23 Small Tactical 

Optical Rifle-Mounted Micro-Laser 

Rangefinder is a lightweight, multifunctional 

laser system that operates on 

individual and crew-served weapons, the 

Stryker remote weapons station, and the 

Common Remotely Operated Weapons 

Station. It combines the functionality of 

a laser rangefinder, an infrared aiming 

laser and illuminator, multiple integrated 

laser engagement system, digital 

compass and visible pointer. It can also 

compute and display targets when combined 

with a PLGR or DAGR. It allows 

dismounted soldiers to locate targets, 

develop accurate range cards, make 

accurate spot reports and provide rangeaccurate 

information. 

Project Manager Soldier Weapons 

Project Manager Soldier Weapons 

ensures soldiers have battlefield dominance 

in individual and crew-served 

weapons capabilities. It supports soldiers 

through the development, acquisition, 

fielding and sustainment of current and 

future weapons systems, associated target 

acquisition and fire-control products. 

Soldiers benefit from continuous improvement 

programs and are equipped 

with systems that enhance lethality and 

survivability. 

Product Manager Individual 

Weapons 

Product Manager Individual Weapons 

is responsible for rifles, carbines, 

pistols, shotguns, grenade launchers, 

airburst weapons, and related target acquisition 

and fire-control products. 

The XM25 Counter Defilade Target 

Engagement system is the Army’s 

latest developmental weapon. It addresses 

the capability gap of defeating 

enemies behind cover and defilade or 

exposed targets at ranges and accuracies 

not seen in today’s small arms. The 

XM25 is a semiautomatic rifle that incorporates 

a full-solution target acquisition 

and fire control to fire a High-Explosive 

Air Bursting ammunition. It 

integrates a thermal sight, 3x directview 

optics, laser rangefinder, compass, 

fuze setter, ballistic computer and internal 

display to fire 25 mm high-explosive 

airburst munitions out to point targets 

at 500 meters, and area targets at 800 

meters, in just seconds. 

The Army designed the M4 and M4A1 

5.56 mm Carbine for lightweight, speed, 

mobility and firepower, and it is standard 

issue for brigade combat teams. 

Since its inception, the Army has completed 

more than 90 performance-based 

design improvements, resulting in a 

proven and effective weapon system 

that serves soldiers extremely well at 

ranges out to 500 meters for point targets. 

The system is a pound lighter and 

more portable than the M16 rifle. Soldiers 

can mount the M203A2 or 

M320A1 Grenade Launcher or M26 

Modular Accessory Shotgun System on 

both the M4 and M4A1. 

In September 2010, the Army authorized 

the upgrade of all M4s to the 

M4A1 configuration. This brought enhanced 

capabilities including a full-automatic 

mode, ambidextrous fire selector, 

and an increased sustained rate of 

fire via a slightly heavier barrel. In January 

2014, the Army approved the M4A1 

as its standard carbine, setting the stage 

for replacement of M16 series rifles. 

This “pure fleet” action is being achieved 

through the procurement of new M4A1 

carbines and conversion of existing M4 

carbines to the M4A1 carbine via a 

product improvement program. 

The M16A2/A4 Series 5.56 mm Rifle 

enables soldiers to engage targets 

with accurate and lethal direct fire out 

to 550 meters for point targets. Soldiers 

M4 Carbine 


M320 Grenade Launcher 

can fire this gas-operated, aircooled, 

shoulder-fired weapon in 

either automatic three-round 

bursts or semiautomatic single 

shots. The M16A2 has an integral 

rear sight, while the M16A4 

includes an MIL-STD 1913 upper 

receiver and forward rail system 

with a backup iron sight. 

Both systems can accommodate 

modern optics, accessories and 

configurations that can incorporate 

M203 and M320 grenade 

launchers. 

The M320/M320A1 Grenade 

Launcher (GL) enables soldiers 

to engage the enemy accurately 

with 40 mm low-velocity grenades 

out to 400 meters. The weapon features 

the enhanced safety of a double-action 

trigger/firing system and includes a 

side-loading, unrestricted breech that 

accommodates longer 40 mm projectiles 

(NATO standard and nonstandard). 

The M320 will replace all M203-series 

launchers mounted on M16/M4 rifles 

and carbines. 

The M203/M203A1/M203A2 40 mm 

GL enables soldiers to engage targets 

with accurate, lethal grenade fire. The 

M203 is a 40 mm single-shot GL designed 

for use with the M16. Soldiers 

use the M203A1 with the M4, and the 

M203A2 is the current modification 

that provides a mounting system compatible 

with both the M16A4 and M4. 

It includes a quick-attach bracket and a 

leaf sight to attach to the adapter rail 

system. The system can fire tear gas, 

smoke, nonlethal, signal and practice 

ammunition, along with standard 40 mm 

rounds out to 320 meters. 

The M26 Modular Accessory Shotgun 

System is a 12-gauge shotgun that 

provides lethality out to 40 meters, and 

less-than-lethal and door-breaching capabilities. 

It attaches underneath the 

M4, enabling soldiers to transition 

quickly between lethal and less-thanlethal 

fire and adding a shotgun capability 

to the M4 without the need to carry 

a separate weapon. In addition, soldiers 

can convert the M26 without tools to 

operate in a stand-alone mode without 

losing functionality. 

The M500 Shotgun is a 12-gauge 

shotgun that provides short-range, lethal 

and less-than-lethal crowd control, and 

door-breaching capabilities. It is a manually 

(slide) operated, repeating shotgun 

chambered with an integral five-round 

tubular magazine. Selected soldiers 

carry the shotgun in addition to their 

primary weapon. The Army commonly 

issues it to military police, infantry, engineers 

and armorers. 

The M9 9 mm Pistol enhances lethality 

and survivability in close-combat situations. 

The semiautomatic, double-action 

pistol is the primary sidearm of 

crew-served weapon soldiers and others 

who have personal defense requirements. 

The Army has approved requirements 

for replacing the M9 with the XM17 

Modular Handgun System. The requirements 

call for a modular handgun 

that is more lethal, accurate, ergonomic, 

reliable, durable and maintainable than 

the M9. The modularity aspect allows 

users to configure the weapon to optimize 

ergonomics, mount sighting enablers 

and accessories, and modify grip 

sizes to match missions. A full and open 

competition among nondevelopmental 

item designs began this year. 

The M68 Close Combat Optic is a 

red-dot aiming device that enhances 

target acquisition speed. It allows soldiers 

to engage targets out to 300 meters 

with both eyes open to maintain 

situational awareness. It is compatible 

with all current night-vision enhancements 

and is the standard issue sight for 

the M4 and M16. 

The M150 Rifle Combat Optic is a 

rugged, battery-free, 4x magnified optic 

that provides full mission profile optical 

capability and range estimation for the 

M4, M16 and M249. Along with the bullet-drop-compensated 

reticle, this provides 

trained soldiers with accurate target 

engagements from 300 to 600 meters. 

Small Arms Fire Control is closing 

the gap between the mechanical accuracy 

of a weapon system and soldier accuracy 

under combat stress; this goal is 

at the heart of the Army’s pursuit of 

fire-control technology. To this end, 

the Army is developing requirements 

that will support the production of future 

fire-control solutions-integrated 

devices that will leverage multiple technologies 

to provide a single ballistic solution. 

These devices will incorporate 

direct-view optics optimized for target 

recognition beyond the maximum range 

of the weapon platform so that even 

when soldiers are power deprived, they 

are no less lethal than they are today. 

Additional capabilities common to an 

advanced fire-control device for the 

squad include accurate range-to-target 

determination, weapon orientation sen- 


sor, in-scope display overlay including 

range information and adjusted point of 

aim, and sensors that measure local and 

downrange environmental conditions 

affecting the trajectory of a round. In 

addition to providing a firing solution, 

the system will be able to communicate 

with an external GPS to generate the 

10-digit grid coordinate of a designated 

target, and transmit data to pertinent 

combat elements for target handoff. 

Product Manager Crew Served 

Weapons 

Product Manager Crew Served Weapons 

is responsible for light, medium and 

heavy machine guns, grenade machine 

guns, precision weapons systems, remote 

weapons stations and ground mounts. It 

is also responsible for related target acquisition 

and fire-control products, and 

binoculars. 

The M249 5.56 mm Squad Automatic 

Weapon (SAW) is the automatic rifle and 

light machine gun for infantry squads. 

With a cyclic rate of 700 to 850 rounds 

per minute, SAW is an air-cooled, beltfed 

weapon that has fixed headspace and a 

quick-change barrel. Soldiers can fire the 

M249 from the shoulder, bipod/tripod or 

vehicle-mounted positions. It has a maximum 

effective range against area targets of 

800 meters and has an MIL-STD 1913 

accessory rail integrated with the top cover 

and forward rails that soldiers use to attach 

sighting devices. 

The M240B 7.62 mm Medium Machine 

Gun is an air-cooled, belt-fed, 

gas-operated weapon for infantry squads. 

With a cyclic rate of 550 to 650 rounds 

per minute, soldiers can fire the M240 

from the bipod/tripod or vehicle-mounted 

positions. It has a maximum effective 

range against area targets of 1,800 meters 

when tripod-mounted, and has an MIL- 

STD 1913 accessory rail integrated with 

the top cover and forward rails that is 

used to attach sighting devices. 

The M240L 7.62 mm Machine Gun 

weighs 5.8 pounds less than the M240B 

while meeting all reliability and operational 

requirements. Weight savings 

come from incorporating titanium materials, 

alternative manufacturing methods 

and a shorter barrel, while the collapsible 

buttstock configuration allows 

easier handling and portability. The 

rugged and reliable M240L has a minimum 

50,000-round receiver life and 

was designated the Army’s Greatest Invention 

in 2010. 

The M240H 7.62 mm (Aviation 

Version) is for aviation applications and 

demonstrates reliability equal to the 

M240B. It delivers two minutes of continuous 

suppressive fire and is removable 

for use in a ground role. It replaces 

the M60D machine gun as the defensive 

armament system on UH-60 Black 

Hawk and CH-47 Chinook helicopters. 

The M2 .50-Caliber Machine Gun is 

a belt-fed, recoil-operated, air-cooled, 

suppressive-fire weapon capable of single-shot 

and automatic fire. With a cyclic 

rate of 500 to 650 rounds per minute, this 

battle-proven system can be mounted on 

a tripod or vehicle for offensive and defensive 

operations. The M2 serves as an 

antipersonnel and antiaircraft weapon, 

and is highly effective against light-armored 

vehicles, low- and slow-flying aircraft, 

and small boats. In post-combat 

surveys, soldiers rated the M2 among the 

most effective weapon systems in the 

small-arms arsenal. 

The M2A1 .50-Caliber Machine Gun 

is an enhancement to the M2 with a 

quick-change barrel and fixed headspace 

and timing. It offers increased 

performance and design improvements 

for easier and safer use. The M2A1 

speeds target engagement and improves 

survivability and safety by reducing the 

time required to change the barrel. It 

eliminates the need to manually adjust 

headspace and timing, and has a flash 

hider that reduces muzzle flash by 95 

percent. 

The MK19 40 mm Grenade Machine 

Gun is an air-cooled, belt-fed, blowback-operated 

automatic weapon that 

fires high-velocity, 40 mm grenade cartridges. 

It has a cyclic rate of 325 to 375 

rounds per minute and a maximum effective 

range of 2,212 meters for area targets 

and 1,500 meters for point targets. 

Cartridges include high-explosive antipersonnel, 

high-explosive dual-purpose 

MK19 40mm Grenade 

Machine Gun 


M107 .50-Caliber Semi-Automatic Long Range Sniper Rifle 

(antipersonnel and armor piercing), and 

training practice rounds. The MK19 can 

be used in offensive and defensive roles 

to deliver a heavy volume of accurate and 

continuous firepower against enemy personnel 

and lightly armored vehicles. Soldiers 

can mount it on a tripod or on 

many vehicle platforms. 

The M110 7.62 mm Semi-Automatic 

Sniper System (SASS) is the Army’s 

medium-caliber sniper rifle. It supports 

combat operations with greater firepower 

and versatility, and also has a semiautomatic 

capability that makes it particularly 

effective in urban areas where there are 

multiple targets and frequent close-combat 

situations. The M110 comes with a 

suppressor and incorporates a 3.5–10x 

magnified riflescope with illuminated 

mil-dot reticle. 

The Army fields it with the M151 

Spotting Scope System. The M151 has 

12–40x magnification with a 60 mm 

objective lens diameter. It provides a 

powerful and bright optic that allows 

for long-range target recognition and 

identification. The weather- and fogproof 

spotting scope has a Leupold mildot 

reticle for range estimation and tactical 

collaboration with the shooter. 

The M2010 ESR is a fully upgraded 

M24 Sniper Weapon System rechambered 

to fire .300 Winchester Magnum 

ammunition. This bolt-action, magazine-fed 

weapon provides precision fire 

on targets at ranges 50 percent farther 

than 7.62 mm sniper systems. The 

M2010 has a suppressor and a fully adjustable 

right-folding chassis system 

with an MIL-STD 1913 accessory rail 

and accessory cable routing channels. 

Soldiers can tailor the weapon to accommodate 

personal preferences. 

M2010 fielding includes a Leupold 

Mark 4, 6.5–20x magnification riflescope 

with a scalable ranging and targeting 

reticle, and AN/PVS-30 CoSNS. 

The M107 .50-Caliber Semi-Automatic 

Long Range Sniper Rifle is capable 

of delivering precise and rapid fire on 

targets out to 2,000 meters. This semiautomatic 

magazine-fed weapon, equipped 

with a 4.5–14x magnification riflescope, 

is valuable in urban terrain operations 

where greater firepower and standoff 

ranges provide counter-sniper capability 

while enhancing sniper survivability. 

The M153 Common Remotely Operated 

Weapon Station is a stabilized 

mount that contains a sensor suite and 

fire-control software. It allows on-themove 

target acquisition and first-burst 

target engagement under day and night 

conditions. It also allows soldiers to acquire 

and engage targets while protected 

inside an armored vehicle. The 

Army integrated the system onto more 

than 20 platforms, from the Humvee to 

the M1 Abrams tank. It supports the 

MK19, M2, M240B and M249 SAW. 

The new M3 Multi-Role Anti-Armor 

Anti-Personnel Weapon System 

(MAAWS) gives warfighters the capability 

to rapidly and effectively engage, neutralize 

and destroy enemy personnel, soft 

and armor threat targets in both urban 

and rural environments at ranges up to 

and beyond 1,000 meters. It is a line-ofsight, 

reloadable weapon system that can 

be carried by an individual soldier. Full 

fielding is planned for the third quarter of 

fiscal 2017 for MAAWS and the following 

ammunition types: High Explosive 

Dual Purpose (HEDP) 502 Reduced 

Sensitivity (RS); High Explosive (HE) 

441D RS; a full caliber Target Practice 

Tracer 141 round; and a 7.62 mm subcaliber 

training ammunition system. The 

HEDP round is intended primarily for 

materiel and structural targets, while the 

HE round is intended primarily for personnel 

targets. 

The Army’s improved machine gun 

tripod systems include the M192 Lightweight 

Ground Mount for light and 

medium machine guns, and the M205 

Lightweight Heavy Machine Gun 

Tripod. The M192 provides a lighterweight, 

low-profile mounting platform 

for the M249 and M240 that offers controlled 

and accurate fire at extended 

ranges. The M192 is collapsible, incorporates 

an integrated traverse and elevation 

(T&E) mechanism that soldiers can 

operate with one hand, and weighs 6 

pounds less than the M122A1 tripod it 

replaces. Efforts are ongoing to increase 

the height of the pintle, add tactile feedback 

to the T&E mechanism, and enhance 

the ability to read the T&E scales 

under low light conditions. 


M205 fielding began in 2013 for use 

with the dismounted M2 or MK19. It 

enables faster and more accurate target 

engagement and, at 34 pounds, weighs 

16 pounds less than the M3 heavy tripod 

it replaces. The M205 provides an 

integrated T&E mechanism that can be 

operated with one hand. 

The M25A1 Stabilized Binocular is 

a 14x magnification stabilized binocular 

powered by one CR 123A battery. It enables 

target identification and battle 

damage assessment during day operations 

at ranges to 4 km. The M25A1 is a 

re-procurement effort that improved the 

legacy M25 Stabilized Binocular by 

maintaining the threshold capabilities of 

the M25 but with a smaller and 29 percent 

lighter design. The M25A1 will be 

a one-for-one replacement of the M25. 

Project Manager Soldier Warrior 

Project Manager Soldier Warrior 

(PM SWAR) supports soldiers through 

the acquisition of integrated systems. 

Current systems include Nett Warrior, 

Air Warrior, Air Soldier System, Soldier 

Power, and Tactical Communication 

and Protective Systems. PM SWAR’s 

product managers and directors develop 

and integrate components into complete 

systems designed to enhance combat effectiveness, 

lighten the combat load and 

improve mission flexibility. 

Product Manager Ground Soldier 

Systems 

Product Manager Ground Soldier 

Systems manages the Nett Warrior 

(NW) program. This integrated, dismounted 

system offers team leaders and 

above unparalleled situational awareness 

and understanding during combat operations 

that result in faster and more accurate 

decisionmaking. NW reduces 

time on target and greatly reduces the 

risk of fratricide. It also allows for immediate 

battlefield feedback, reduces 

voice communications, clears the fog of 

battle, and provides immediate command 

and control. 

The centerpiece NW capability is its 

ability to graphically display the location 

of fellow NW-equipped soldier-leaders 

on an end-user device, a commercial 

smart device that uses the Android operating 

system and is coupled with 

the Army’s Rifleman Radio (AN/PRC- 

154A). A graphical user interface integrates 

this into a user-defined format 

that allows soldiers to see, understand 

and interact easily in the method best 

suited for the mission. 

NW achieved Milestone C and lowrate 

initial production status in April 

2012 and is in the fourth version. 

Product Manager Air Warrior 

The Air Warrior (AW) system is a 

modular, integrated, rapidly reconfigurable 

combat air crew ensemble that 

saves lives and maximizes Army air crew 

mission performance by providing personal 

protection and survival equipment. 

It consists of equipment worn by the air 

crew as well as equipment integrated with 

the host platform aircraft. Soldier-worn 

equipment includes a Primary Survival 

Gear Carrier (PSGC) with an integrated 

extraction capability and provisions for 

the carriage of first aid, survival, signaling 

and communications equipment. 

It also includes body armor tailored to 

each air crew member; the Aircrew Integrated 

Helmet System with a communication 

enhancement and protection system 

to provide hear-through capability; 

over-water survival equipment that includes 

personal flotation, an emergency 

M25 Stabilized Binoculars 

escape breathing device and bodymounted 

life raft; and a Microclimate 

Cooling System (MCS) that increases 

mission endurance under extreme heat 

by more than 350 percent. 

The MCS also supports Army Stryker, 

Abrams and Bradley ground forces; the 

Navy and Marine Corps M9 Armored 

Combat Earthmover; and foreign militaries. 

The AW Portable Helicopter Oxygen 

Delivery System is a soldier-worn 

system that delivers compressed oxygen 

from a lightweight steel bottle attached 

to the PSGC. The system provides oxygen 

through a nasal cannula up to an altitude 

of 18,000 feet above sea level. 

The AW Electronic Data Manager 

(EDM) is a kneeboard computer with a 

touch screen for air crew members, enabling 

them to plan missions and react 

to mission changes while in flight. It is 

compatible with night-vision goggles, is 

readable in direct sunlight, and features 

a GPS moving map and over-the-horizon 

messaging through the Blue Force 

Tracking-Aviation system. 

The AW Encrypted Aircraft Wireless 

Intercom System provides secure, handsfree, 

wireless air crew communications 

for nonrated air crew members. The sys- 


tem consists of an aircraft-mounted interface 

unit and crew-member-worn 

mobile equipment units. It allows untethered 

communications mobility inside 

and around the immediate vicinity of the 

aircraft and provides the first true aircraft 

intercom capability for medical evacuation 

helicopter crews during rescue hoist 

missions. 

The AW Survival Kit, Ready Access, 

Modular gives air crews a readily accessible, 

72-hour suite of life support and 

survival equipment in a flame-retardant, 

modular and configurable backpack. It 

includes supplemental survival gear for 

extreme environmental conditions. 

Building on the legacy AW gear carriage 

and clothing system, the Air Soldier 

System (Air SS) improves aviator 

cockpit compatibility, situational awareness 

in degraded visual environments, 

and air crew mission effectiveness. It reduces 

the bulk and weight borne by the 

aviation soldier by combining or eliminating 

clothing and individual equipment 

components and layers. 

Air SS provides lighter-weight body 

armor and environmental protective garments 

with fewer layers, including active 

thermal regulation. A new day/night 

flight helmet-mounted display with enhanced 

3-D flight symbology and head 

tracking increases the aviator’s situational 

awareness to help prevent aircraft 

mishaps in degraded visual environments 

such as darkness, fog, blowing 

sand, dust and snow. 

Air SS capabilities include Common 

Helmet Mounted Display, a day/night, 

wide field of view color digital display 

for UH-60 and CH-47 aviators; Helmet 

Display and Tracking System, which enhances 

aviator situational awareness and 

air crew coordination and enables 3-D 

driver’s vision enhancer symbology that 

improves aviator situational awareness 

and reduces aircraft mishaps; and platform-mounted 

Mission Display Module 

and Soldier Computer Module-UH- 

60A/L cockpit display, which replaces 

the current AW EDM. 

Other features of the system include a 

Layered Clothing Ensemble that integrates 

with current AW gear carrier, 

along with an Improved Cooling Vest 

that is about 40 percent lighter and less 

bulky than the current cooling vest; a 

Lightweight Joint Protective Air Crew 

Ensemble, which reduces chemical/biological 

protective garment bulk; a Lightweight 

Immersion Suit for Aviation, 

which improves cold-water immersion 

protection and mobility while reducing 

bulk; a Soft Armor Ballistic Insert, which 

reduces bulk to equal the IOTV armor; 

and optimized 72-hour air crew survival 

items that are smaller and lighter. 

Future preplanned product improvement 

efforts include an Air Crew Combat 

Ensemble to replace the legacy AW 

PSGC. It will reduce weight and bulk, 

integrate the modular ballistic SPS, and 

enhance compatibility and stowage/ 

interface provisions for current and future 

clothing and individual equipment. 

The objective is to reduce bulk and 

weight by 35 percent compared to the 

equivalent components and capabilities 

of the legacy AW ensemble. 

Finally, an Electronic Flight Bag will 

replace paper-based DoD Flight Information 

Publications for air crews. 

Product Director Soldier Systems 

and Integration 

Product Director Soldier Systems 

and Integration (PD SSI) oversees the 

Soldier Power program. It improves operational 

patrols and soldier sustainment 

by providing alternative energy capabilities, 

interoperability, flexibility and resilience 

while increasing the ability to respond 

to changes in operational demands 

and environment. Alternative energy capabilities 

include power sources, power 

scavenging, renewable energy, power distribution 

and management, and lightweight 

power storage solutions that soldiers 

carry or wear. 

Previously, soldiers carried equipment 

into battle that had power requirements 

fulfilled with a few conventional 

batteries. Emerging technologies 

rely on power-consuming systems that 

require extra batteries. PD SSI is looking 

to reduce that load and eliminate 

battery resupply with several initiatives. 

The Integrated Soldier Power/Data 

System (Core) reduces the number and 

variety of batteries by providing a power 

and data transfer hub for extended missions 

when used with the ergonomic, 

soldier-worn Conformal Battery. It 

provides power and data exchange capability 

for up to four devices and an enduser 

device. 

The Conformal Battery is an ergonomic, 

soldier-worn battery that provides 

a lightweight, safe and reliable 

central source of power. 

The Squad Power Manager is a lightweight, 

portable power management system 

that can recharge batteries or directly 

power devices via battery power, 

solar, vehicle and fuel cell sources. 

The Modular Universal Battery 

Charger is a small, lightweight charging 

solution that will bring charging 

forward to the most disadvantaged operating 

environment. It will charge a variety 

of batteries common to the conventional 

formation and is capable of 

drawing power from a variety of expeditionary 

sources, including renewable energy 

systems. 

PD SSI also oversees the Tactical 

Communication and Protective System 

(TCAPS) program. This is a commercial 

off-the-shelf hearing protection and enhancement 

device that enables radio 

communications with select, connected, 

soldier-worn tactical radios. It enables 

push-to-talk capability either through a 

cabled connection to select radios or 

through a hand microphone. Active hearing 

protection technology, coupled with 

hearing enhancement technology, enables 

TCAPS-equipped soldiers to hear in 

both quiet- and high-level steady state/ 

impulse environments. The TCAPS hearing 

enhancement capability can give soldiers 

increased ability to determine the direction 

of a sound. 

Rapid Equipping Force 

The Rapid Equipping Force (REF) 

equips innovative, material solutions to 

meet initial, urgent requirements of 

Army forces employed globally, and to 

inform material development for the future 

force. 

To accomplish this global task, REF 

teams with deployed and deploying 

warfighters to focus on their immediate 

material capability shortfalls. Over the 

past year, REF made great strides in the 

areas of force protection, counter-unmanned 

aircraft system; intelligence, 

surveillance and reconnaissance; and 

electronic warfare. Those collective efforts 

will help mitigate immediate material 

battlefield problems as well as inform 

and accelerate future capabilities 

to the greater Army. 


ADVERTISERS IN THIS ISSUE 

Allison Transmission ............................................................. 47 

ATEC .....................................................................................Cover III 

Avon Protection, Inc. ............................................................223 

Axnes, Inc. ..................................................................................245 

BAE ................................................................................................257 

Bell Helicopter ............................................................................53 

BlueSky Mast ...............................................................................59 

Bobcat Company .......................................................................75 

Boeing – Defense, Space & Security .....................Cover IV 

Concurrent Technologies ......................................................69 

Deployed Resources..............................................................249 

DRS Technologies .....................................................................11 

Elbit Systems of America .......................................................31 

Fincantieri Marine Group....................................................229 

FNH USA, LLC ..............................................................................27 

GE Aviation .....................................................................................3 

GEICO ............................................................................................115 

General Atomics Aeronautical Systems, Inc. ...............77 

General Dynamics Mission Systems ..............................125 

IAP ..................................................................................................127 

Indiana National Guard .......................................................225 

Israel Aerospace Industries (IAI) .......................................23 

Karem Aircraft ..........................................................................231 

Kipper Tool ................................................................................233 

Kongsberg Protech Systems................................................81 

L-3 ..............................................................................................63, 65 

L-3 Communication Systems-East ................................... 91 

L-3 Link Simulation & Training ...........................................87 

L-3 Vertex Aerospace ..............................................................89 

Leidos..............................................................................................83 

Lockheed Martin........................................................................17 

Meggitt Defense Systems, Inc. .........................................121 

Meggitt Training Systems ..................................................101 

Nammo AS..................................................................................227 

Navistar ..........................................................................................95 

Navy Federal Credit Union .................................................107 

Northrop Grumman ................................................................ 45 

Oshkosh Defense ............................................................Cover II 

Parker Aerospace-CS Military .............................................33 

Paul Topalian ............................................................................253 

Pearson Engineering.............................................................247 

Perkins Technical Services Inc. ........................................235 

Phantom Products Inc. .........................................................109 

Polartec, LLC ................................................................................97 

Poongsan Corporation ........................................................129 

Rafael ..............................................................................................41 

Raytheon Company ...............................................................103 

Rogerson Kratos .....................................................................113 

Saab Defense & Security .....................................................119 

Sierra Nevada Corporation ..................................................57 

Sikorsky, A Lockheed Martin Company .........................71 

Smith & Wesson .........................................................................39 

Streamlight, Inc. ........................................................................35 

SupplyCore Inc. .......................................................................251 

SureID ...........................................................................................237 

Telephonics ...............................................................................239 

Textron Systems ........................................................................51 

Trijicon .........................................................................................241 

Victorinox Swiss Army Knife .............................................255 

VT Systems .................................................................................243 


Final Shot 

Army National Guard/Spc. Avery Cunningham 

A soldier heads down a cliff face at 

Camp Ethan Allen Training Site, Vt. 


SUPERIORITY THROUGH PERFORMANCE 

ATEC HPW3000

THIS CONNECTED. 

ONLY CHINOOK. 

The CH-47F Chinook is the world standard in medium- to heavy-lift rotorcraft, delivering unmatched multi-mission 

capability. More powerful than ever and featuring advanced flight controls and a fully integrated digital cockpit, 

the CH-47F performs under the most challenging conditions: high altitude, adverse weather, night or day. 

So whether the mission is transport of troops and equipment, special ops, search and rescue, or delivering 

disaster relief, there’s only one that does it all. Only Chinook.

Army - Green Book

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