[Senate Hearing 114-219]
[From the U.S. Government Publishing Office]
DEPARTMENT OF DEFENSE APPROPRIATIONS
FOR FISCAL YEAR 2016
----------
WEDNESDAY, APRIL 29, 2015
U.S. Senate,
Subcommittee of the Committee on Appropriations,
Washington, DC.
The subcommittee met at 9:04 a.m., in room SD-192, Dirksen
Senate Office Building, Hon. Thad Cochran (chairman) presiding.
Present: Senators Cochran, Murkowski, Blunt, Daines, Moran,
Durbin, Leahy, Tester, Udall, and Schatz.
DEPARTMENT OF DEFENSE
National Guard and Reserve
STATEMENT OF GENERAL FRANK J. GRASS, CHIEF, NATIONAL
GUARD BUREAU
opening statement of senator thad cochran
Senator Cochran. The Subcommittee on Defense Appropriations
of the United States Senate will come to order.
Our hearing this morning will review the budget request for
the National Guard and Reserve for fiscal year 2016.
We are very pleased to welcome the Chief of the National
Guard, General Frank Grass; the Director of the Air National
Guard, Lieutenant General Stanley Clarke; the Director of the
Army National Guard, Major General Timothy Kadavy; Chief of the
Army Reserve, Lieutenant General Jeffrey Talley; Chief of the
Naval Reserve, Vice Admiral Robin Braun; Chief of the Air Force
Reserve, Lieutenant General James Jackson; and Marine Forces
Reserve Commander, Lieutenant General Richard Mills.
The Guard and Reserve provide vital support to our homeland
defense and Overseas Contingency Operations. They are integral
in maintaining our national security interests.
Since 2001, the Reserve components have evolved from a
purely strategic force in Reserve to a strategic and
operational Reserve. In this role, they maintain a high state
of readiness in the event they are called to duty.
Funding for the Guard and Reserve, which is contained
within the budget request of the Army, Navy, Air Force, and
Marines, totals $46.7 billion for fiscal year 2016. The request
is $1.7 billion more than the current level of spending.
Despite this modest increase, the future readiness of the Guard
and Reserve remains in jeopardy. The uncertainty of the fiscal
environment and the evolving requirements of mobilized
guardsmen and reservists at home and abroad continue to
challenge all of us.
prepared statement
In times of fiscal and global uncertainty, we must keep the
needs of the total force in mind.
The men and women who serve in the Guard and Reserve have
done an outstanding job of answering the call while managing
civilian careers in many cases. I look forward to hearing about
their successes and challenges from today's distinguished panel
of witnesses.
[The statement follows:]
Prepared Statement of Chairman Thad Cochran
The subcommittee will come to order. Our hearing will review the
budget requests for the National Guard and Reserves for fiscal year
2016. We are pleased to welcome: Chief of the National Guard, General
Frank Grass; Director of the Air National Guard, Lieutenant General
Stanley Clarke; Director of the Army National Guard, Major General
Timothy Kadavy; Chief of the Army Reserve, Lieutenant General Jeffrey
Talley; Chief of the Navy Reserve, Vice Admiral Robin Braun; Chief of
the Air Force Reserve, Lieutenant General James Jackson; and Marine
Forces Reserve Commander, Lieutenant General Richard Mills.
The Guard and Reserve provide vital support to our homeland defense
and in overseas contingency operations; they are integral in
maintaining our national security interests. Since 2001, the Reserve
Components have evolved from a purely strategic force in reserve, to a
strategic and operational reserve. In this role, they must maintain a
higher state of readiness in the event they are called to duty.
Funding for the Guard and Reserve, which is contained within the
budget requests of the Army, Navy, Air Force and Marines, totals $46.7
billion for fiscal year 2016. The request is $1.7 billion more than the
current level.
Despite this modest increase, the future readiness of the Guard and
Reserve remains in jeopardy. The uncertainty of the fiscal environment
and the evolving requirements for mobilized Guardsmen and Reservists at
home and abroad continue to challenge all of us.
In times of fiscal and global uncertainty, we must keep the needs
of the total force in mind. The men and women who serve in the Guard
and Reserve have done an outstanding job of answering the call while
managing civilian careers. I look forward to hearing about their
successes and challenges from today's distinguished panel of witnesses.
Your full statements will be included in the record.
I am pleased to yield to the distinguished Vice Chairman, Senator
Durbin.
Senator Cochran. Your full statements will be included in
the record, and I'm pleased to yield to our distinguished
chairman, Senator Durbin, my good friend, for any comments he
might have at this point.
STATEMENT OF SENATOR RICHARD J. DURBIN
Senator Durbin. Mr. Chairman, thanks a lot. I apologize for
being a few minutes late. In the interest of time, I am going
to ask my opening statement be made part of the record, so we
have plenty of time with the witnesses.
Senator Cochran. Without objection, it is so ordered.
[The statement follows:]
Prepared Statement of Senator Richard J. Durbin
Mr. Chairman, I am pleased to join you in welcoming our witnesses
to our hearing to discuss the fiscal year 2016 budget for the National
Guard and Reserve.
Just like their active duty counterparts, we owe our Guardsmen and
Reservists a special debt of gratitude. Our citizen-soldiers continue
to distinguish themselves as an integral part of our national defense,
deploying seamlessly around the globe at the high operational tempos of
the post 9/11 years.
The National Guard also plans a critical leadership role in their
communities and State, responding when called upon to help with natural
disasters and other unforeseen events.
In Illinois, our Guard and Reserve units do everything from
providing senior leadership transportation and mid-air refueling, to
repairing jet engines and supporting combat air operations, serving
from all corners of the State. We can't thank them enough for their
tireless efforts.
We must figure out the best way to leverage the strengths the Guard
and Reserve bring to the fight post-Iraq and Afghanistan and in an era
of declining budgets.
This is the task that Congress gave to the National Commission on
the Future of the Army last year. It is important for us to fully
understand the dynamics of the current debates around force structure
and end strength--most notably discussed as part of the Army Aviation
Restructure Initiative--as the Commission begins its work. I look
forward to advancing that conversation today.
I also hope to learn more about the Guard and Reserve role in our
Cyber defense operations. The ever-changing nature of the technological
threats we face makes it essential that we maximize our Guard and
Reserve Cyber capabilities efficiently and effectively in the weeks,
months and years ahead.
We look forward to hearing your thoughts on all of these issues.
Thank you for your testimony this morning and for your service to our
country.
Senator Cochran. Well, you may proceed in the following
order, I am told: General Frank Grass, Lieutenant General
Stanley Clarke III, Major General Timothy J. Kadavy, Lieutenant
General Jeffrey W. Talley, Vice Admiral Robin Braun, Lieutenant
General James Jackson, and Lieutenant General Richard P. Mills.
General Grass, you may proceed.
SUMMARY STATEMENT OF GENERAL FRANK J. GRASS
General Grass. Chairman Cochran, Vice Chairman Durbin,
distinguished members of the subcommittee, it is a pleasure to
be here today to represent the more than 455,000 men and women
of the National Guard, and the families, communities, and
employers who support them.
I understand that we are very pressed for time today, due
to the upcoming joint session of Congress, so I will keep my
comments very brief.
I would be remiss, though, if I didn't mention the great
work by the Maryland National Guard Army and Air 2000 that
rolled out Monday night and Tuesday to support the first
responders in Maryland. So I salute them this morning.
I know this committee is keenly aware of the challenging
fiscal and security environment facing the Nation. With this
turbulence, I am concerned that, under sequestration, the
Nation will have its smallest National Guard since the end of
the Korean War, despite the American population roughly
doubling in this time.
PREPARED STATEMENT
This same force is needed to respond to the needs of the
Governors at a time the Army and Air Force is drawing down and
will rely more heavily on an operational Reserve to accomplish
combatant command missions. Continued modest investment in
training, manning, and equipping will maintain the readiness of
your National Guard as a combat Reserve of the Army and Air
Force.
We are tremendously appreciative of this committee's
support to the Guard, and I look forward to your questions.
[The statement follows:]
Prepared Statement of General Frank J. Grass
opening remarks
In this time of uncertainty where national and global security
challenges are intertwined with fiscal constraints, the National Guard
stands ready to meet these challenges and open a new chapter in its
long and proud history. This new chapter begins with a National Guard
that is accessible, responsive, and capable.
A strategic transition is underway--a necessary transition driven
by constrained resources after over 13 years of sustained combat
operations. While we must deal realistically with budget limits and a
volatile global landscape, we must always ensure that we are ready to
do the three things we do extraordinarily well: fight America's wars,
respond in the homeland, and build partnerships.
fight america's wars
Since 9/11, the Army National Guard and Air National Guard have met
every deployment requirement assigned to them, with the broadest
mission sets possible. From Brigade Combat Teams conducting
counterinsurgency operations and Combat Aviation Brigade deployments,
to expeditionary Wings operating around the world, as well as non-
standard units such as Agribusiness Development Teams, we have worked
seamlessly with our active component counterparts. With nearly 770,000
individual overseas mobilizations, the National Guard has proven, time
and time again, that we are and will remain ready if properly
resourced.
Our ability to meet all contingencies at home and abroad while
enabling security around the world is no small task. For more than a
decade of combat, our Guardsmen have fought alongside our active
component counterparts with distinction and valor. Their capabilities
are a testament to the years of training and investment America has put
into the National Guard to be a vital part of the on-demand force for
the Nation. Our Guard has gained the trust of the American people. This
trust was earned through hard work and sacrifice of our Soldiers and
Airmen.
responding in the homeland
The National Guard has a special role as the original homeland
security and defense force. Using our unique array of authorities, we
respond to the needs of the Nation and the States. The National Guard
is positioned in nearly 3,000 communities to provide an immediate
response to local, State, and national emergencies as well as ongoing
domestic missions. Close ties with the States and local communities
enable the National Guard to play a significant role in domestic
emergencies.
Whether responding to natural disasters such as severe storms,
wildfires, and hurricanes or man-made threats to the homeland, the
National Guard is the first military force to reach the scene, working
hand-in-hand with State and local leaders and emergency personnel when
called by the governor.
building global and domestic partnerships
The National Guard also strengthens and sustains partnerships on a
daily basis. One of our greatest strengths is our close cooperation,
built on trust, with our local, State, Federal, and global partners.
Programs such as the State Partnership Program (SPP), pairing
individual U.S. States with partner nations has paid huge dividends in
establishing long-term security and personal relationships. These
enduring partnerships stand as some of the strongest security
partnerships in the world. For a small cost to our taxpayers, the SPP
delivers strategic benefits by providing training, sharing military and
homeland defense expertise, and encouraging partner nations to
participate in coalition operations. Beyond budget pressures, SPP has
contributed to the U.S. efforts to counter anticipated and
unanticipated global threats as they emerge and has fostered personal
relationships with defense leaders around the world.
These partnerships and personal relationships in strategic regions
around the world have proven invaluable. Whether conducting co-
deployments with state partners on coalition operations or foreign
defense leaders reaching out directly to state partners during
contingencies or times of crises, the strategic impact of the SPP has
been remarkable.
With the ongoing success of the SPP, we look forward to expanding
the program beyond the current 74 countries. The National Guard will
continue to collaborate closely with the Department of Defense,
combatant commands, and the Department of State in addressing future
challenges, and maintaining the goodwill we have established with our
partner nations.
proven and cost-effective force
The Department of Defense faces tough decisions in this time of
limited budgets and must rethink its strategies and make decisions on
how to balance readiness with force capacity. The National Guard is a
proven option that allows for rapid, cost-effective and seamless
expansion of active component forces. This scalability preserves
capability and capacity rather than forcing the Nation to choose
between them. As the military draws down, the advantages of the
National Guard become obvious. We stand as a hedge during this time of
uncertainty and provide reversibility when needed in the future. The
National Guard provides this capability while saving the Nation
significantly on personnel costs--costs that can be reinvested for
modernization and readiness.
I am confident in the National Guard's ability to meet the Nation's
demands in wartime and peacetime, at home and abroad. However,
retaining all of the advantages of today's National Guard into the
future requires maintaining the readiness of the National Guard. This
is accomplished through operational use, relevant training, and
continued investment in modernization and recapitalization. Preserving
a fully operational Army and Air National Guard is imperative to meet
the future challenges our Nation faces.
As the combat reserve of the Army, we must ensure that our Army
National Guard maintains a balanced force that is organized to conduct
the full spectrum of missions and has the level of support to maintain
base line levels of readiness. To maintain these levels of readiness
the National Guard must conduct dynamic training, such as Combat
Training Center rotations and exercises. We must also employ units to
achieve the necessary operational experience and leadership
development. This includes predictable, rotational deployments that
enable us to maintain the combat tested proficiency we have gained over
the past decade.
The Air National Guard, Air Force Reserve, and U.S. Air Force
continue to work together to create the Total Air Force capable of
meeting our domestic and global security requirements, both today and
in the future. The Air National Guard's part of the Total Force plan
includes hosting active component Airmen in active associate
organizations to help build the Total Force experience base. It also
includes transitioning units to a broader range of high-priority
missions in Intelligence, Surveillance, and Reconnaissance (ISR) such
as Remotely Piloted Aircraft (RPA) as well as cyber missions.
Choosing to resource the National Guard leverages the tremendous
value that the Guard provides America, with a force ready at a moment's
notice for domestic missions and proven, capable Soldiers and Airmen
for overseas combat operations. When not activated, this immense
capacity comes at about one-third the fully burdened and life-cycle
costs, per capita on average, of an active component service member.
closing remarks
The foundation of the National Guard is our people--its units,
families, communities, and employers. It has been our families and
communities that have sustained us over the past decade of multiple
deployments and sacrifices. We must continue to keep faith with our
force, our families, and our neighbors. We will honor our fallen
patriots and wounded warriors by supporting their families and helping
them reintegrate into their communities.
The National Guard will strive to continue to foster positive
environments that are free from abuse, harassment, and discrimination
and develop resilient Guardsmen and families. We must ensure that we
are moving in the right direction. The Nation's investment in
developing healthy Guardsmen and families through a wide array of
resourced, accessible, and effective programs is greatly appreciated.
Our Nation will undoubtedly face significant domestic, global, and
fiscal challenges in the future. The National Guard will strive to meet
these challenges by providing our Nation an accessible, responsive,
capable, ready, and affordable force. We will continue to bring needed
capabilities to both the Nation and to communities through our unique
array of State and Federal authorities. The National Guard is woven
into the fabric of our Nation through communities everywhere, ready and
willing to transform from civilians to Guardsmen on a moment's notice.
I want to thank this Committee for your continued support of our
Citizen-Soldiers and Airmen. I look forward to your questions.
STATEMENT OF LIEUTENANT GENERAL STANLEY E. CLARKE III,
DIRECTOR, AIR NATIONAL GUARD
General Clarke. Good morning. On the 10th of April, 19 days
ago, Alaska Air National Guard members saved the lives of three
climbers in the hills and mountains of Alaska in austere
conditions. We had hurricane force winds, whiteout conditions.
I imagine the temperatures were subfreezing. They did this with
the dual-purpose equipment that you all have authorized for us
to do the homeland mission and the overseas mission, the
warfighting mission.
On that same day, we performed nearly 100 percent of the
air defense mission over the United States. On that same day,
we had fighter squadrons deployed to Japan, Korea, Europe, and
Kuwait, fighting the ISIS (Islamic State of Iraq and Syria)
threat. We also, on the same day, had members of the air
mobility community deployed around the group on every
continent, with the exception of Antarctica. It just got too
cold to stay there, because we do that mission, too--and agile
combat support and cyber and ISR (intelligence, surveillance,
and reconnaissance).
PREPARED STATEMENT
The heartbeat of the operational Reserve beats in the chest
of the Air National Guard. I wanted to let you know that behind
that are a lot of civilian employers and family members, and I
am proud of all of them.
I look forward to your questions.
[The statement follows:]
Prepared Statement of Lieutenant General Stanley E. Clarke III
During a period of continued fiscal uncertainty, this past year
demonstrated the Air National Guard's value to the Nation. The men and
women of the Air National Guard overcame the pressures of starting the
fiscal year under the cloud of civilian furloughs and government
shutdowns while continuing to meet the demands of Overseas Contingency
Operations. Continuing a process that began in fiscal year 2013,
several units have transitioned into new mission areas such as cyber
and remotely piloted aircraft while many others will undergo
conversions over the next couple of years. We must prepare our force to
meet the challenges of a complex and new world. Our Air Force needs a
strong and ready Air National Guard.
This presentation provides an overview of the past year, focusing
primarily on the Air National Guard's contribution to the national
defense strategy, followed by a look into the future, including areas
where we solicit your continued support.
The National Guard, including the Air National Guard, is unique in
its contribution to the three pillars of the defense strategy--Protect
the Homeland, Project Power and Win Decisively, and Build Security
Globally. The inherent characteristics of the National Guard are
foundational for its responsibilities to local, State, territorial, and
Federal authorities. Its cost-effective citizen Airmen and Soldier
construct, underpin the unique qualities the National Guard brings to
the table with its Balanced Strategy--A Proven Choice for the Warfight,
A First Choice for Homeland Operations, and An Enduring Choice for
Security Cooperation and Building Partnerships.
the air national guard--always on mission
A Proven Choice for the Warfight
National Guard Airmen have participated in every American conflict
since the Mexican border emergency of 1916, but when the Guard members
of the Nevada Air National Guard's 152nd Tactical Reconnaissance Group
deployed to Shaikh Isa Ba in August 1990 to support Operation DESERT
SHIELD, little did they know they were on the vanguard of redefining
the Air National Guard and its contribution to 24 years of continuous
combat operations. Since then, the Air National Guard has evolved from
a strategic reserve, called upon primarily during national emergencies,
to an essential partner in the Total Air Force. Today's Air National
Guard, in addition to providing a reserve surge capacity, contributes
daily to the U.S. Air Force commitment to Global Vigilance, Global
Reach, and Global Power in all five core missions: Air & Space
Superiority; Intelligence, Surveillance, & Reconnaissance; Rapid Global
Mobility; Global Strike, and Command & Control.
Last year Air National Guard men and women filled nearly 11,000
Combatant Commander requests for support. Additionally, Guard Airmen
defended the skies over our homeland and supported their deployed
brethren through U.S.-based ``reach-back'' capabilities including
remotely piloted aircraft operations and intelligence analysis. Air
Guard contribution to Overseas Contingency Operations peaked in March
2003 at 24,301, and the men and women of your Air National Guard
continue to respond to the country's security requirements. There were
5,413 Guard Airmen on mobilization orders in December 2014, 65 percent
as volunteers.
Throughout our history, Guard Airmen have volunteered for routine
or non-emergency missions augmenting the Regular Air Force in
performing daily operational missions. In 2011, Congress enacted a new
mobilization authority, 10USC12304b, authorizing the Secretary of
Defense to mobilize reserve forces for other than war or national
emergency. This new mobilization authority provides ``predictability''
to our Guard Airmen, their families, and employers. It also
``guarantees'' the Reserve Components will be there--where ever
``there'' may be--when needed. Guard Airmen left on their first
10USC12304b non-contingency deployment in January 2015. They will be
augmenting the U.S. Air Force by providing forward presence and
assurance to the nation's security partners.
The men and women of your Air National Guard recognize the ``New
Normal.'' They understand that being in the Guard is no longer just
training for the next big war. It means defending American interests
both at home and overseas, 365 days a year. It means regularly leaving
home, family, and civilian jobs behind for the frontlines of America's
defenses.
A First Choice for Homeland Operations
When not helping to provide ``forward defense,'' Air Guard members
are manning the last line of defense here at home; what we call
``Domestic Operations.'' I put Air Guard Domestic Operations into three
broad categories:
--First, the things we do every day to defend the homeland;
--Second, protection of life and property; and
--Third, preparing for the unthinkable.
As is well publicized, the Air National Guard is the primary U.S.
force provider to NORAD for the defense of U.S. airspace. Air Guard
units man 15 of the 16 fighter alert sites around the continental U.S.
and Hawaii, as well as command and control facilities, and many aerial
refueling alert sites. Today there are about 950 Guard Airmen
supporting Aerospace Control Alert (ACA) operations.
In addition to the ACA mission, the Guard Airmen support law
enforcement agencies in Counter Drug Operations and Southwest Border
Protection Operations--Primarily with Intelligence, Surveillance and
Reconnaissance and logistics support. The numbers vary daily, but there
are about 300 Guard Airmen supporting the U.S. Drug Enforcement Agency
and another 10 to 20 assisting the U.S. Customs and Border Protection
Service along the southwest border.
Air National Guard Domestic Operations includes protecting life and
property. When a governor or the President ``calls out the Guard'' it
is not just the Army Guard. At the end of 2014, there were 88 Guard
Airmen in State Active Duty status helping with winter storm recovery
in New York and Massachusetts, including civil engineers, security
forces, civil response liaison personnel, and command & control. There
are 27 ANG members on Hawaiian State Active Duty supporting the Puna
Lava Flow response.
Specially equipped C-130 units frequently augment the U.S. Forest
Service and local responders in fighting forest fires. Last year, ANG
Modular
Aerial Fire Fighting units dropped approximately 2.273 million
pounds of fire retardant on U.S. wildfires. Last summer, an MQ-1
Predator from the California Air National Guard demonstrated the dual-
use flexibility of the Air Guard by providing enhanced situational
awareness to fire fighters battling the Rim Fire.
Air National Guard Search and Rescue units in Alaska, California,
and New York provide around-the-clock coverage for domestic joint
military operations. They augment U.S. Coast Guard and other search and
rescue operations. They were credited with many dramatic ``saves'' last
year, including the rescue of a sick 1-year-old girl and her family
from their disabled sailboat off the Mexican coast last March.
The third category of Domestic Operations is preparing for the
unthinkable. More than 70 percent of Defense Department's chemical,
biological, radiological, nuclear (CBRN) response capability resides in
the National Guard. The Guard provides Joint Army and Air teams that
respond to potential CBRN incidents to determine the agent and assess
the hazard, conduct search and rescue operations, decontaminate
personnel and equipment, and provide emergency medical support. For
example, in January and February 2014, 274 Guard Airmen of the 130
Airlift Wing, West Virginia Air National Guard, assisted with water
distribution and health & wellness checks following the chemical
contamination of Elk River.
At the core of the National Guard's Domestic Operations
capabilities are relationships--long and enduring relationships. When a
disaster strikes is not the time to be introducing yourself to the
local police and fire chiefs, or the State disaster response
coordinator, the Regional FEMA Director, or their local Red Cross
coordinator. Because a core strength of the National Guard is its
assignment stability, it is likely that local Guard leadership not only
knows the local civic leaders and first responders, but went to school
with them, and have participated in numerous local disaster response
exercises together.
What makes the National Guard uniquely effective in providing
support to civil authorities is its 378-year history of volunteering to
protect and defend their communities--defending their local communities
is in the Guards' DNA--and so is relationship building within these
communities.
An Enduring Choice for Security Cooperation and Building Partnerships
The men and women of our Air National Guard also contribute to the
third pillar of the national defense strategy--Building Security
Globally. Over the past 20 years, the National Guard has evolved into
an in-demand, low cost, high impact security cooperation partner of
choice for the Department of Defense with participation in such
activities as the State Partnership Program, Foreign Military Sales
training, and training exercises that assist in shaping our
international environment and build partner capacity. Furthermore, the
National Guard extends security cooperation at home via partnerships
with both Department of Defense (DOD) and non-DOD organizations and
agencies such as the Federal Aviation Agency, U.S. Customs & Border
Protection, Immigration and Customs Enforcement, and State and local
first responders.
Air Guard units in Missouri, Rhode Island, Arizona, and Mississippi
invested over 2\1/4\ million man-days training foreign air force
personnel to fly and maintain C-130s, F-16s, and C-17s, and teaching
Advanced Airlift Tactics to C-160 crews. Guard Airmen traveled to 21
countries last year conducting military training and assisting our
defense partners in other ways. For example, Utah and Arizona Air Guard
members conducted in-country Helmet Mounted Cueing System training with
the Moroccan Air Force, Guard KC-135 units provided air refueling
support for NATO AWACS training, and Wyoming C-130 crews support
Italian Army parachute training--to name just a few.
Guard Airmen are integral to the National Guard State Partnership
Program. The State Partnership Program is an innovative, low-cost,
small footprint DOD security cooperation program administered by the
National Guard. The program pairs state National Guard units with the
armed forces of partner countries in a cooperative, mutually beneficial
relationship. While managed by the National Guard Bureau, Partnership
Program activities must meet DOD, COCOM, and State Department
objectives for the partner countries. These activities are as varied as
the partner countries.
Members of the Vermont Air National Guard, Explosive Ordnance
Disposal (EOD) unit, trained the Senegalese military in landmine
detection and removal--a particularly pertinent problem in Senegal.
Guard Airmen then taught the Senegal Ministry of Defense how to setup
and run their own landmine detection and removal training program.
Air Guard members have helped partner countries setup
noncommissioned officer (NCO) academies, improve their airport security
and airbase operations, evaluate their cyber defenses, and improve
their medical services and emergency medical team capabilities. Last
July, West Virginia Guard members spent 6 days helping the Peruvian
government prepare an emergency humanitarian response plan and
exercise--a core competency of the National Guard.
There are two critical components to the State Partnership Program.
The first is oversight--cooperative involvement of the partner states,
the Department of Defense, the Department of State, the regional
COCOMs, and State National Guard leadership. These events are well
planned and well-coordinated to meet the objectives of the numerous
constituencies involved.
Second, the foundation of the program is enduring relationships. In
the same way that the National Guard uses its stable personnel policies
to build relationships within its local communities, the Guard builds
enduring relationships, military-to-military and military-to-civilian
relationships with its State Partnership Program partners. To quote
General Rodriguez, U.S. AFRICOM Commander, ``We have eight states that
are in the State Partnership Program. They perform a great role in
building relationships as well as building capacity of our partners.''
sustaining the air national guard
The men and women of our Air National Guard have accomplished great
things since 1990 and Operation DESERT SHIELD. Their transformation
from a Cold War era strategic reserve to a 21st century force capable
of maintaining a long-term rotational combat operations tempo has been
unprecedented and would not have been possible without the support of
the Air Force and Congress. We must ensure this capability is not lost;
we must not condemn the next generation of Airmen to relearn the
lessons of past post-war drawdowns. We must sustain the Air National
Guard capabilities within the National Guard's Balanced Strategy
through the dedicated efforts of each Guard Airmen in concert with the
U.S. Air Force, the Department of Defense, and Congress. I have three
priorities for sustaining the gains we have made and for ensuring the
Air National Guard continues to meet the needs of the Nation:
--Supporting our Guard Airmen, their families, and their employers;
--Seamless integration within the Total Air Force; and
--Preparing for and bridging the gap to recapitalization.
Personnel
The fiscal year 2016 President's Budget includes an increase in Air
Guard end-strength from 105,000 to 105,500 or in budget terms, from
$3,118,700 to $3,222,500. The increase will help with the beddown and
standardization of new, priority missions including cyber,
intelligence, and remotely piloted aircraft (RPA).
Our Airmen are our most valuable and treasured assets upon which
our success depends. Our Airmen, together with their families and
employers, remain our first priority, especially in these times of
uncertainty and change.
Sexual Assault Prevention and Response Program (SAPR). Every sexual
assault incident taints our Core Values and destroys unit morale--it
must be eliminated. The Air National Guard's SAPR Program is composed
of five parts: prevention, advocacy, investigation, accountability, and
assessment.
--Prevention. Acknowledging the problem and educating everyone in the
organization of the problem is the first step. In January 2010,
the Air Force launched an extensive education program to ensure
every Airman understands the problem and knows what is expected
of him or her as Air National Guard professionals.
--Advocacy. In January 2013, the Air National Guard implemented a
Special Victim's Counsel Program. This Program provides advice
to victims on the investigative and military justice processes,
victims' rights protections, and empowers victims by removing
barriers to their full participation in the military justice
process.
--Investigation. The National Guard has opened an Office of Complex
Investigations composed of Guard members with previous criminal
investigation training and special sexual assault investigation
training, to step-in when local law enforcement agencies
decline to investigate. In addition, the Air Force Office of
Special Investigation (AFOSI) is charged with investigating all
sexual assaults that occur in a Federal or Title 10 status
regardless of the severity of the allegations. For incidents
that occur in non-Federalized duty status, Air Guard commanders
must report the assault to the local law enforcement agency.
--Accountability. Last July, the Air Force established minimum
administrative discharge procedures for any Airman (officer or
enlisted) who commits or attempts to commit a sexual assault or
engages in an unprofessional relationship while serving in
positions of special trust, e.g., recruiters, commanders, or
training officers and non-commissioned officers.
--Assessment. The Department of Defense has established common
metrics and reporting procedures to collect and track
statistics on sexual assault. These tools will provide the
feedback necessary for early identification of adverse trends
and areas for additional action.
Suicide Prevention.--The Air National Guard continues to struggle
with the tragedy of suicide within its ranks. In 2014, the Air Guard
experienced 14 suicides for a rate of 13.3 per 100,000, down from a
high of 17.6 per 100,000 in 2010, but still well above our ultimate
goal of zero. There is tangible evidence that the addition of Wing
Directors of Psychological Health in 2010 and implementation of the Air
Force Suicide Prevention Program have had positive impacts; however,
our team of medical personnel, chaplains, Airmen & Family Readiness
Program Managers, safety personnel, Transition Assistance Advisors, and
Military OneSource counselors, together with Air Guard supervisors and
leaders at all levels, continue to address this important issue.
Our Directors of Psychological Health Program continues to evolve
based on post-deployment experiences and current events. In 2010, to
quickly implement the nation-wide program we moved out with a
contractor-based program. We quickly learned that this program would
not fully meet the needs of our Airmen. The contractor-based program
was cumbersome, inflexible, suffered from high turnover and lacked
consistency of mental health capabilities. After analyzing a number of
options, we moved forward with converting from a contract-based program
to civilian Federal government employees. Not only does this provide
the best to our Guard Airmen, in the end, it will save approximately
$8-million annually. We expect to have the full program implemented in
the next couple of months.
Facilities & Equipment
The Air National Guard has a history innovatively operating and
maintaining legacy equipment dating back to the end of World War II.
That history includes creative improvements that permitted seamless
integration with the next generation of systems. For example, in the
1960s a Guard aeronautical engineer hung two surplus J-47 jet engines
on a piston engine driven KC-97 permitting the legacy aerial refueling
tanker to refuel the Air Force's modern jet fighters. The modification
improved the reliability and safety of the old aircraft.
The Guard supports the Air Force's policy of replacing its older
4th generation fleet with modern 5th generation aircraft to meet the
potential threat from near-peer competitors, but we know that while
awaiting recapitalization, the Air Guard needs to ensure its fleet of
legacy systems remain safe and interoperable. The average of the Air
Guard's aircraft fleet is 25.7 years with the oldest approaching 50
years and the end of their Certified Service Life. Without
modifications these aircraft may become unsafe and unreliable before
being recapitalized. The Air Guard's aircraft require avionics upgrades
to comply with new air traffic control requirements and to ensure their
systems remain compatible with the latest command and control
architectures, and is included in the fiscal year 2016 budget request.
The seamless integration of Air Guard equipment into the Total Air
Force proved its value during the last 24 years of combat operations.
Military Construction (MILCON) Projects.--The Air National Guard
budget proposal for fiscal year 2016 includes $138,700,000 for military
construction projects. The Air Guard gave priority to MILCON projects
supporting new missions and Air Force directed mission re-alignments;
in fact, nearly all the major MILCON projects in the fiscal year 2016
budget, $78.6 million, support new missions. While this policy has
caused increased risk to current missions, the Air Guard is working to
address functional space deficiencies by consolidating functions and
recapitalizing aging infrastructure, especially those with safety
deficiencies.
National Guard & Reserve Equipment Account (NGREA).--The Air
National Guard fiscal year 2015 NGREA funding strategy directed 70
percent towards modernization projects on legacy major weapon systems,
90 percent of which are dual-use capable, and 30 percent towards
improving domestic response capabilities. In fiscal year 2016, the Air
National Guard seeks to update the communications suite, avionics, and
defensive system on our F-15s and F-16s ($57.8 million); upgrade the
tactical data link, avionics and communications on the C-130Hs and KC-
135s ($25.4 million); purchase aircraft support, flight line, and back-
shop logistics equipment ($32.8 million); and a number of smaller
items.
conclusion
Managing a declining budget is one of the most challenging things
the Department of Defense ever does. For the U.S. Air Force, it comes
down to making difficult decisions between capability, capacity,
readiness, and modernization. The Total Air Force decided to take
increased risk in the near-term to ensure its future warfighting
capability by choosing to invest in new more capable equipment rather
than upgrading its older systems. This decision, while agreed to,
create challenges for the Air National Guard primarily in the area of
near-term risk management, because much of the older or legacy systems
are operated by the Air Guard, and we share the responsibility to
ensure that the Total Air Force can meet today's defense commitments
while waiting for tomorrow's capabilities.
Senator Cochran. Thank you, General Clarke.
General Kadavy.
STATEMENT OF MAJOR GENERAL TIMOTHY J. KADAVY, DIRECTOR,
ARMY NATIONAL GUARD
General Kadavy. Thank you, sir. Chairman Cochran, Vice
Chairman Durbin, distinguished members of the subcommittee,
it's my honor to appear before you today.
I'd just like to take an opportunity to note the Nation's
opportunity to see the investment that they've made in
operational Reserve just based on what the Maryland Army
National Guard has done in the last 48 hours, a very quick and
professional response in support of their local law enforcement
and local communities.
Our soldiers' well-being is my top priority. I thank
Congress for supporting our behavioral health, suicide
prevention, sexual assault prevention, and other critical
soldier programs. I also want to thank Congress for NGREA
(National Guard and Reserve Equipment Account) and other areas
where you have made our Army National Guard your priority.
As a critical component of the total Army, the Army Guard
is a powerful hedge against uncertainty in an unpredictable and
dangerous world. I urge you to maintain the Guard as a capable
and ready force that can perform our essential dual missions
both here at home and abroad.
The President's fiscal year 2016 budget request presents
less risk than we faced in fiscal year 2015, but some readiness
concerns remain. I'll just elaborate on a few.
Our medical readiness is beginning to trend downward due to
risk we accepted in 2015. Second, the budget provides for an
Army National Guard end-strength at 342,000, which is 8,200
less than our current authorization. This may lengthen response
time for domestic emergencies and leave fewer forces for
overseas missions.
The budget does increase our training funds, which are
essential for leadership development and maintaining an Army
Guard as an operational force. Aside from the two combat
training center rotations, the majority of our force is limited
to individual crew and squad level proficiency training.
PREPARED STATEMENT
The Army National Guard, fourth and finally, cannot replace
all of its aging facilities with military construction, so we
must preserve existing infrastructure with facility
sustainment, restoration, and modernization funds. The budget
will fund most of our critical repairs.
I'm proud to represent the Army National Guard here today,
and I look forward to your questions.
Thank you, Chairman.
[The statement follows:]
Prepared Statement of Lieutenant General Timothy J. Kadavy
introduction
Chairman Cochran, Ranking Member Durbin, and other distinguished
members of the subcommittee; I am honored to testify before you and
represent the Soldiers of the Army National Guard.
I would like to express my gratitude for the continued support that
this committee and Congress as a whole have provided to the Army
National Guard. As the active Army, Army Reserve and Army National
Guard trained and deployed shoulder-to-shoulder over the past 13 years
of war in Iraq and Afghanistan, Congress consistently provided the
resources for the Total Army to remain the most formidable and capable
land force in the world. As a result, the Army Guard has fully
transitioned from a Cold War-era strategic reserve to a combat-
seasoned, full-spectrum operational force.
With regard to the Army Guard's recent contributions to our
national defense, the numbers speak for themselves. Since September 11,
2001, Army Guard Soldiers have completed more than 535,000 individual
mobilizations in support of Federal missions, with 364,871 individual
Soldiers mobilizing to Iraq and Afghanistan during that period. The
Guard mobilized 25,236 Soldiers for service around the world in fiscal
year 2014, and today we have more than 5,500 Soldiers mobilized in the
United States and overseas.
At home, the Army National Guard remains the military's primary
domestic responder. There were 45 major disaster declarations in 30
States and territories in 2014. In fiscal year 2014, Army Guard
Soldiers served nearly 700,000 duty days under the command of the
Nation's governors, assisting our fellow citizens during domestic
emergencies and aiding Federal authorities in other critical areas such
as counterdrug efforts and security along our Southwest border. At home
and abroad, the Army Guard is and will remain an indispensable force.
the president's fiscal year 2016 army national guard budget
The combination of the budget caps included in the Budget Control
Act of 2011 and the Bipartisan Budget Act of 2013 required Army Guard
leadership to make hard choices in the face of a resource constrained
environment. The President's fiscal year 2016 budget increases funding
levels in both Operations and Maintenance (OMNG) and National Guard
Personnel, Army (NGPA) accounts compared to fiscal year 2015.
Additionally, the Army Guard end-strength is planned to be further
reduced by 8,200 Soldiers to 342,000, although this decline is 5,700
less than was planned last fiscal year.
The Army Guard has and always will respond to the call. However,
reduced funding in fiscal year 2015 is making it more challenging to
maintain acceptable levels of readiness. We thank Congress for
providing additional appropriations for two Combat Training Center
rotations in fiscal year 2015. The fiscal year 2016 President's Budget
is a step toward improvement, but we remain concerned that readiness
levels are at risk in future years.
The fiscal year 2016 Budget provides the Army Guard a $542 million
increase in Operations and Maintenance funding and a $298 million
increase in Personnel (pay and allowances) funding in fiscal year 2016.
We also want to thank Congress for adding $24 million to our Funeral
Burial Honors account in fiscal year 2015. This ensured that we
continue recognizing those who have served.
National Guard Military Construction (MCNG) funding for fiscal year
2016 is requested at $63 million more than the fiscal year 2015 enacted
level. The fiscal year 2016 Budget request funds only the most critical
facility construction needs. This forces the Army Guard to delay the
replacement of our aging infrastructure. To preserve existing
facilities, the Army Guard relies on Facilities Sustainment,
Restoration and Modernization (FSRM) funding. FSRM is increased in the
President's Budget for fiscal year 2016, which helps the Army Guard to
make essential repairs. However, many of our facilities are not
modernized.
Overall, the President's fiscal year 2016 Budget provides the Army
Guard with $534 million over BCA levels. Defense and Army leaders have
emphatically stated that funding at BCA levels would present an
unacceptable risk in readiness. The Army questions whether they will be
able to support the 2012 Defense Strategic Guidance under BCA.
Sequestration-level funding would degrade our ability to recover from
the cuts sustained in fiscal year 2015.
The President's fiscal year 2016 Budget request includes manageable
risks. For example, our readiness for global and domestic missions will
likely be reduced as medical and dental readiness begin to drop.
Changes in force structure and end strength will incur costs to retrain
Soldiers to serve in different types of units and different career
fields. We refer to this as ``personnel turbulence.'' The extent of
personnel turbulence and the associated costs are difficult to predict
across the 54 States and Territories. Managing personnel turbulence
within the fiscal year 2016 Budget request will likely be challenging.
Full Time Manning is critical to the Army Guard's ability to
maintain Foundational Readiness. Foundational Readiness is our ability
to perform the mandatory personnel, administrative, maintenance, and
supply functions as directed by Title 10 and Title 32, United States
Code and, Department of Defense policy. It is important to note that
the Army Guard did not experience wartime growth in Full-Time Manning.
Our Full-Time Manning has always focused on readiness, not mobilization
functions or large scale collective training events.
The Army Guard faces potential changes in end strength and force
structure in the near term. These changes will incur additional costs
to re-train Soldiers, re-station units, move equipment, and modify
existing facilities.
fiscal year 2016 budget focus: equipping
Since 2001, the Army Guard has received significant investments in
equipment acquisition and modernization. Of the total quantity of Army
Guard equipment authorized, 90 percent is on-hand. Fortunately, this
equipment is modernized and fully interoperable with the rest of the
Army. Our Equipment on Hand (EOH) for Modified Table of Organization
and Equipment units is currently at 91 percent, which is good news.
Critical Dual-Use (CDU) equipment is used for domestic responses and
war fighting missions. We are pleased to report that CDU equipment is
92 percent on hand.
Despite our impressive EOH levels, sustaining aging equipment
coupled with reductions in funding across the board, including
reductions in Operating Tempo (OPTEMPO) and Depot Maintenance, funding,
will result in a gradual decay in readiness. A reduction in depot
maintenance funding forces us to defer critical depot overhauls, which
reduces fleet operational readiness rates for vehicles and equipment.
fiscal year 2016 budget focus: training
The fiscal year 2016 Budget buys back some skills training,
supports increased professional military education opportunities and
provides additional funds for pilot training. Although the fiscal year
2016 Budget request does not buy back the entire Initial Entry Training
(IET) backlog from fiscal year 2015, the IET funding increase in the
fiscal year 2016 request is still beneficial. The fiscal year 2016
funding request, in conjunction with last year's congressional
increase, begins to restore Duty Military Occupational Specialty
Qualified (DMOSQ) rates near 85 percent. Educational requirements are
prerequisites for the advancement and promotion of deserving Army Guard
officers and Soldiers. Therefore, it is essential to fully fund the
training budget request.
Constrained Army Guard funding reduces opportunities for unit
training. Collective training is critical for leader development and
unit cohesiveness, which can quickly erode without comprehensive unit-
training events. Funding for Special Training increased in the fiscal
year 2016 request, but it remains below fiscal year 2014 obligations.
This funding will support pay and allowances for two CTC rotations and
enabler missions. Most units will only be able to train to Individual/
Crew/Squad-level proficiency.
fiscal year 2016 budget focus: installations
As a community-based force, the Army Guard has facilities in nearly
2,600 communities, making it the most dispersed military component of
any service. In many towns and cities these facilities are the only
military presence, with the Guard serving as the most visible link
between hometown America and the Nation's Armed Services. These
readiness centers, maintenance shops and training centers serve as pre-
mobilization platforms during times of war and power projection
platforms during civil support operations in communities.
Army Guard facilities depend upon the military construction program
(MILCON), the FSRM program, and the Base Operations Support (BOS)
program. Funding for these programs dropped significantly over the last
several years, which lessened our ability to replace aging
infrastructure and preserve existing facilities. Our facilities do not
meet current capacity requirements and they are deteriorating at a rate
where most will be in ``poor'' condition by 2020 and in ``failing''
condition by 2027. The fiscal year 2016 President's Budget increases
funding for Army Guard MILCON FSRM and BOS, which is helpful. The
fiscal year 2016 Budget funds the FSRM program at 80 percent of the DOD
Facility Sustainment Model and it funds the BOS program at an amount
consistent with the past 3 years of average BOS obligations.
fiscal year 2016 budget focus: sexual harassment/assault response and
prevention
Sexual assault is a crime. Reduction of sexual assault in our ranks
is a top priority of senior leaders across the Army Guard. As of
February 2015, the Army Guard assigned 97 full time Sexual Assault
Response Coordinators and Victim Advocates Coordinators. In addition to
full-time support personnel, the Army Guard has trained more than 3,000
collateral duty Sexual Assault Response Coordinators and Victim
Advocates at the brigade and battalion level. Further, the Office of
Complex Investigations continues to provide Adjutants General
specialized Federal investigatory resources for cases involving sexual
assault. The fiscal year 2016 Budget sustains support for the Sexual
Harassment/Assault Response Program (SHARP).
fiscal year 2016 budget focus: suicide prevention
The Army Guard lost 76 Soldiers to suicide in calendar year 2014.
This represents a one-third reduction from 2013. While no one factor
can be pinpointed as the cause of this decrease, the Army Guard has
implemented many efforts to improve the health of its force, including
hiring additional support personnel, coordinating closely with the
community, and conducting relevant training. The Army Guard will
continue to layer efforts to provide care to its Soldiers, Civilians,
and Families at every level.
Although our unit leaders may only see the majority of their
Soldiers during a single drill weekend each month, they are overcoming
the challenges of leading geographically dispersed part-time Soldiers.
By reducing the stigma associated with asking for help, leaders are
making a difference. The number of reported suicide interventions
increased by 27 percent from 2013 to 2014. Though a challenging goal,
we strive to prevent all suicides. Every Soldier is a treasured asset
to the Army Guard.
In 2014, the Army Guard executed a national contract to provide a
Suicide Prevention Program Manager in every State. The Army Guard
increased the number of personnel trained to intervene in a suicidal
situation by 116 percent in fiscal year 2014. In fiscal year 2015 The
Army Guard will provide training to 259 Applied Suicide Intervention
Skills Training program trainers, who will in turn train approximately
9,600 additional gatekeepers. Additionally, Army Guard behavioral
health counselors provided informal behavioral health consultations to
more than 37,000 Soldiers and family members. The Army Guard will
continue to make suicide prevention and behavioral health a top
priority. The fiscal year 2016 Budget sustains support for the suicide
prevention program.
fiscal year 2016 budget focus: recruitment and retention
Fiscal year 2015 has been one of the most challenging years in
recent memory for Army Guard recruiting and retention. In the first
quarter the Army Guard achieved 88.6 percent of the enlisted recruiting
mission, recruiting 9,995 of 11,278 required Soldiers. From fiscal year
2014 to fiscal year 2015, the Army Guard recruiting budget dropped by
nearly $20 million. Continued recruiting performance at this level has
the potential to put the Army Guard between 5,000 and 6,000 below
fiscal year 2015 authorized end strength. The fiscal year 2016 Budget
restores $4.2 million for recruiting and retention.
fiscal year 2016 budget focus: medical readiness
Thanks to dedicated attention to this issue by Congress and Guard
leaders at every level, the Army Guard's medical readiness dramatically
improved from a fully medically ready percentage of 22 percent in
fiscal year 2007 to 86 percent in 2014.
However, given the resource constraints the organization continues
to experience we expect that medical readiness will decline. It does
not take long for medical readiness to drop dramatically. After medical
readiness drops, the Army Guard will have to invest more funding and
time to regain it. The Army Guard can only send medically qualified
Soldiers to training and on missions. Therefore, a deficit in medical
readiness equates to a deficit in overall Army Guard capability.
closing remarks
After more than a dozen years as an operational force, the Army
Guard is at a pivotal moment in its history. The fiscal year 2015
Budget is forcing the Army Guard to function at funding levels lower
than fiscal year 2014. Today's force has experienced a substantial
increase in personnel turbulence, reductions in facilities readiness,
and reduced training opportunities, among other effects. The
President's fiscal year 2016 Budget begins to put the Army Guard back
on the path toward higher readiness.
Should the Army National Guard return to sequestration-level
funding, the resource reductions will have an immediate, severe impact
on Army National Guard readiness and our ability to respond at home and
abroad. This would also result in additional reductions to end
strength.
We will work with our Department leaders and Congress to find
creative solutions to our formidable fiscal and national defense
challenges. I thank you for your continued support for the Army
National Guard and I look forward to your questions.
Senator Cochran. Thank you.
General Talley.
STATEMENT OF LIEUTENANT GENERAL JEFFREY W. TALLEY,
CHIEF, ARMY RESERVE
General Talley. Chairman Cochran, Vice Chairman Durbin,
distinguished members of the committee, I certainly want to
start by echoing my appreciation for the great work of the
National Guard as they help reinforce first responders in
Maryland.
As we celebrate the 107th birthday of the United States
Army Reserve, it's an honor to represent their soldiers,
civilians, and families. And on their behalf, I thank the
committee for your steadfast support you've consistently
provided, in particular for the $60 million you provided for
the procurement of Humvee ambulances in fiscal year 2015. I
look forward to your continued support as we go forward into
the future.
Mr. Chairman, the decision some years ago to place the
majority of the Army's combat support and combat service
support capabilities in the Army Reserve committed the Nation
to maintaining the Army Reserve as an operational force. When
sustained unified land operations are required, the Army as a
service integrates and synchronizes all of America's military
services. But they can only do so with the support of the
United States Army Reserve, which provides most of the Army's
critical technical enablers.
Currently, our annual demand signal from the Army to meet
contingent and combat requirements is about 27,000 soldiers.
These are forces that must be maintained at the highest level
of readiness.
Unfortunately, the current model of 39 base-funded training
days per year produces only a strategic nonoperational force.
It's not sufficient to train, equip, and maintain the Army
Reserve to meet mission requirements.
In the past, readiness beyond that strategic level was
purchased with overseas contingency dollars, but that
flexibility, as we all know, no longer exists. Thus, the base
budgets must reflect funding consistent with requirements.
Readiness must be balanced with modernization and end-
strength. And if that balance is lost, our ability to support
the Army and fulfill the Nation's national or global security
requirements is at risk.
We face such a dilemma today. Sequestration and budget
uncertainties have created a requirements-resource mismatch,
and they threaten our ability to support the Army and the
Nation.
Three areas of funding are essential to our readiness. The
first is our annual training and OPTEMPO, operational tempo,
accounts. Cuts to these accounts limit our ability to conduct
individual, leader, and collective training.
The second is equipping and modernization. Today, the Army
Reserve comprises 20 percent of the total Army, yet our share
of the Army's equipping budget is less than 3 percent, which
leaves little room for modernization and reduces
interoperability within the force.
And the third is our full-time manning. Currently, only 76
percent of the authorized requirements are filled, which
jeopardize our ability to execute missions.
PREPARED STATEMENT
Mr. Chairman, in closing, the Army Reserve is uniquely
postured to support the Army and the Nation, but we can only
maintain that capability when properly resourced. To sustain
our current readiness levels, we need the committee's continued
funding support.
Mr. Chairman, I thank you and the committee, and I look
forward to your questions.
[The statement follows:]
Prepared Statement of Lieutenant General Jeffrey W. Talley
executive summary
The United States Army Reserve is the Army's flexible, tailorable,
and accessible Warrior-Citizen Federal force that provides life-saving
and life-sustaining capabilities to the Nation. For more than 14
consecutive years of war, community-based Army Reserve Soldiers have
brought skills honed in the civilian sector to contingency and Theater
Security Cooperation missions across the globe. Today, as captured in
Army Reserve at a Glance (http://www.usar.army.mil/ourstory), these
same Citizen-Soldiers bring enhanced skills and significant economic
impact to the regions, States, districts, and communities where they
live and work.\1\ A communication outreach and resource tool, Army
Reserve at a Glance informs internal and external audiences of the Army
Reserve's history, current roles, missions, programs, and the unique
capabilities inherently available in today's Army Reserve.
---------------------------------------------------------------------------
\1\ Analysis of the 2014 Army Reserve Economic Impact by state was
conducted by George Mason University's Center for Regional Analysis
using data provided by the U.S. Department of Commerce, Bureau of
Economic Analysis.
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Organized as the only component of the Army that is also a single
command, the Army Reserve is integrated into and directly supports
every Army Service Component Command (ASCC) and Combatant Command
(CCMD), with a ``footprint'' that includes 50 States, five territories,
the District of Columbia, and more than 30 countries. Our ``Plan,
Prepare, Provide'' readiness and force generation model allows us to
stay an operational and accessible force. The Plan portion of the model
includes the regional alignment of Army Reserve Units to ASCCs and
CCMDs. Part of this alignment includes the forward-stationing of full-
time staffing organized into Army Reserve Engagement Cells (ARECs) and
Teams (ARETs). Prepare is how the Army Reserve trains its Soldiers,
Leaders and Units as part of the Total Force. Provide is the actual
deployment of dual-use Army Reserve Soldiers, Leaders and Units in
support of requirements at home (Defense Support of Civil Authorities)
and abroad.
The Army Reserve represents most of the Army's critical military
enabling capabilities (medical, logistical, transportation, full-
spectrum engineering, civil affairs, legal, and chemical). Our Citizen-
Soldiers stay sharp in these technical fields through the conduct of
tough, realistic, mission-focused training and their employment in the
private sector. The Army Reserve enhances these skills through its
Private Public Partnership (P3) program. P3 fosters partnerships with
for-profit, not-for-profit, and academic organizations to advance the
training of Individuals, Leaders, and Units. In sum, everything we do
is focused on improving and sustaining readiness.
The 2015 Army Reserve Posture Statement outlines Army Reserve
roles, commitments, accomplishments, challenges, and requirements to
Congress. It also informs Congress of the resources and legislative
authorities the Army Reserve needs to remain an operational reserve.
Our specific concerns, as they appear in the document, include:
--Maintaining the Army Reserve as an operational force;
--Continuing to implement Army Total Force Policy;
--Finding additional fiscal efficiencies;
--Reducing or eliminating the negative effects imposed by
sequestration levels in the Budget Control Act;
--Ensuring Army Reserve end-strength drops no lower than 195,000
Soldiers in 2017;
--Preserve Army Reserve Active Guard and Reserve end-strength;
--Improving Army Reserve readiness;
--Preparing for future challenges (Force 2025 & Beyond, Army Reserve
2025 Vision and Strategy);
--Ensuring equal representation from all three components on the Army
Commission;
--Fully funding the Army Reserve to maintain its operational edge;
--Receiving support for training man-days and Operational Tempo
(OPTEMPO) budget request;;
--Supporting equipment modernization funding requests for unique
enabling capabilities resident in the Army Reserve;
--Supporting the Army Reserve's base procurement budget and
sustainment, restoration, modernization (SRM) and base
operations (BASOPS) funding;
--Maintaining the Army Reserve Network;
--Support funding request for antiterrorism and physical security
efforts;
--Fully implementing the Army Reserve Readiness model;
--Expanding the Private, Public, Partnership program;
--Maximizing the ``Soldier for Life'' program and the ``Continuum of
Service'' efforts;
--Capitalizing on the redesigned Transition Assistance Program (TAP)
to seamlessly and successfully transition Army Reserve Soldiers
to civilian life;
--Fully funding medical and dental readiness, suicide prevention,
sexual harassment assault and response prevention, and family
programs;
--Fully staffing all Army Reserve Engagement Cells and Teams;
--Continually improving Family programs, suicide prevention efforts,
and sexual assault prevention programs;
--Strengthening the Army Reserve Ambassador (ARA) program;
--Expanding our Cyber capabilities;
--Focusing on our two critical roles--the operational Federal reserve
of the Army and a domestic emergency and disaster relief force
for the Nation;
--Refining and improving our Defense Support of Civil Authorities and
Immediate Response Authority processes and procedures;
--Developing new ways to capitalize on our highly educated force;
--Increasing resiliency within the force;
--Supporting the Army's effort to enable the Joint Force to ``Win in
a Complex World'';
--Remaining the life-saving, life-sustaining Citizen-Soldier force
for the Nation.
We thank you for this opportunity to testify before Congress. With
the continued support of the President, Congress, the Army, and the
American people, I am confident the Army Reserve will continue to do
its part to help protect and defend the Nation at home and abroad, now
and for the foreseeable future.
introduction
Consistent Engagement
Consistently engaged since September 11, 2001, more than 280,000
Army Reserve Soldiers have mobilized and seamlessly integrated into the
Total Army and the Joint Force.\2\ A steady need for essential enabling
capabilities and civilian skills the Army Reserve provides have
resulted in an operational Army Reserve that is fundamental to the
continued success of the Total Army and the Joint Force. Today,
approximately 16,058 Soldiers serve in direct support of Army Service
Component Commands (ASCC) and Combatant Commands (CCMD) across the
globe, including nearly 2,600 Soldiers in Afghanistan, 3,000 in the
United States, 2,200 in Kuwait, 1,100 in Cuba, 150 in Qatar, and 200 in
Djibouti.\3\
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\2\ USARC G-3/5 via HQDA system ``MDIS'' Mobilization Deployment
Information System, 17 October 2014. 280,631 since September 11, 2001.
This number includes Soldiers at mobilization and demobilization sites,
as well as those with Boots on Ground.
\3\ USARC G-3/5, 8 January 2014. 16,058 AR Soldiers were on duty in
support of ASCC/CCMDS, to include: 2,596 AR Soldiers in Afghanistan,
2,923 in the United States, 2,138 in Kuwait, 1057 in Cuba, 143 in
Qatar, and 174 in Djibouti. Again, this number includes Soldiers at
mobilization and demobilization sites, as well as those with Boots on
Ground.
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Purposeful Design
Purposefully designed to enable forces, the Army Reserve integrated
seamlessly into the Total Force, providing trained, ready, and equipped
Soldiers as well as cohesive Units to meet the Nation's requirements at
home and abroad.\4\ In doing so, the Army Reserve fulfilled General
Creighton Abrams' vision of a Total Army fighting as one operational
force alongside our Joint and international partners with predictable
and sustainable capabilities.\5\
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\4\ Coker, Kathryn Roe, The Indispensable Force: The Post-Cold War
Operational Army Reserve, 19902010, Office of Army Reserve History,
United States Army Reserve Command, Fort Bragg, North Carolina, p. 47-
55.
\5\ Carafano, James Jay. Total Force Policy and the Abrams
Doctrine: Unfulfilled Promise, Uncertain Future, Foreign Policy
Research Institute, February 2005; database available online at:
https://www.fpri.org. ``The Abrams Doctrine is widely interpreted as an
expression of General Creighton Abrams' determination to maintain a
clear linkage between the employment of the Army and the engagement of
public support for military operations. Abrams, according to the
doctrine, established this bond by creating a force structure that
integrated Reserve and Active Components so closely as to make them
inextricable, ensuring after Vietnam that presidents would never be
able to again send the Army to war without the Reserves and the
commitment of the American people.''
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Proven, Cost-Effective Partner
Today, the Army Reserve is a combat-tested and integral element of
the most decisive and lethal land force in the world today. Whether
performing combat missions and contingency operations, or saving lives
and protecting property at home, our expeditionary formations continue
to offer versatile, available, and effective capabilities to the Nation
at reduced cost to the American taxpayer--a win for the Army and the
Nation.
Fiscal Constraints
Tight fiscal constraints imposed by sequestration levels in the
Budget Control Act would make it difficult, if not impossible, for the
Army Reserve to remain ready, responsive, and flexible enough to meet
all of its requirements in support of the Nation's security needs.
End-Strength Reductions
The 2015 National Defense Authorization Act (NDAA) sets the Army
Reserve end-strength objective (ESO) at 202,000--a reduction of 3,000
Soldiers from its previous end-strength objective of 205,000.\6\ The
current Army Reserve end-strength is now 197,830--a shortage of 4,170
Soldiers.\7\ The Army Reserve initiated Operation FULL COURT PRESS on
July 11, 2014 to address this problem. Specifically, this initiative
aims to increase accessions, reduce controllable Soldier losses (i.e.,
attrition), implement procedures to proactively expedite resolution of
suspension of favorable actions, increase promotion to Sergeant and
Staff Sergeant (historically critical rank shortages in the Army
Reserve), and improve Soldier sponsorship and Soldier care. While still
in its infancy, this effort has already borne fruit in non-prior
service enlisted accessions and active component to reserve component
enlisted and officer accessions.\8\ The Army Reserve continues to seek
innovative solutions to meet our current ESO.
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\6\ 2014 National Defense Authorization Act.
\7\ G1, Office of the Chief of the Army Reserve, 16 JAN 2015.
\8\ Ibid. The AR experienced a net gain of 2,392 Soldiers during
fiscal year 2015 (we ended fiscal year 2014 at 195,438).
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In the meantime, the Army Reserve concurs with the Army's positions
on strategy, end-strength, and risk. For example, the Army asserts that
the ``underlying assumptions of our defense strategy'' are being
tested, and at projected force levels (Total Army end strength of
980,000 Soldiers by fiscal year 2017), ``we are already on the edge of
our ability to meet the current strategy and our capacity to respond to
the unknown is now in question.'' \9\ ESO reductions below those set
forth in the President's Budget will decrease operational flexibility
and increase risk to unacceptable levels.\10\
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\9\ Final Coordinating Draft (FCD), 2015 Army Posture Statement,
Executive Summary, 15 JAN 2015.
\10\ Ibid, p.1.
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Only time will validate or invalidate the Army's assumptions. In
the meantime, it is safe to say that the world we face today has become
increasingly volatile and dangerously unpredictable. Even as the U.S.
winds down its presence in Afghanistan, the Army finds itself returning
to Iraq and the broader Middle East to confront emerging challenges.
The Islamic State of Iraq and the Levant threatens the security and
stability of Iraq, Syria, and the entire Middle East. Continued
regional instability, violent extremism, the proliferation of weapons
of mass destruction, and other factors foreshadow a complex global
security environment.
Given increasing global instability, we strongly agree with the
Army's recommendation to not let Army Reserve ESO drop lower than
195,000 Soldiers. If sequestration-level funding is implemented in
fiscal year 2016, the Army Reserve ESO will drop to 195,000 Soldiers by
fiscal year 2017 before bottoming out at 185,000 Soldiers in fiscal
year 2019.\11\ Reducing the Army Reserve below 195,000 Soldiers
increases risk and threatens our ability to meet our mission--to
provide trained, equipped, and ready Soldiers and cohesive units to
meet the Nation's requirements, at home and abroad.
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\11\ Department of Defense Authorization of Appropriations for
fiscal year 2015 and the Future Years Defense Program, APRIL 8, 2014,
U.S. Senate, Committee on Armed Services, Washington, DC. Opening
Statement of Senator Carl Levin, Chairman.
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Maintaining Army Reserve end-strength at 195,000 Soldiers is
crucial for a number of additional reasons. First, as the Army reduces
in size, the need for Army Reserve enabling capabilities to support
contingency operations will increase. An increased demand for Army
Reserve capabilities will challenge our ability to sustain an
operational reserve by putting greater strain on existing rotational
forces. Second, reductions in uniformed personnel in the Army Reserve
degrade our ability to meet the requirements of ASCCs and CCMDs for
technical enabling capabilities at a time when the demand for Army
Reserve enabling capabilities is increasing. The Army Reserve was
initially tasked with providing 14 units consisting of approximately
900 Soldiers to support the first rotation of Operation UNITED
ASSISTANCE--the Ebola relief mission in Western Africa.\12\ While only
two Army Reserve Units and several individual Army Reserve Soldiers (a
total of 19 Soldiers) mobilized for OUA, un-forecast requirements like
this one exemplify this point. Third, while by no means the solution to
resolving critical shortages in the Army Reserve ranks (Sergeant to
Sergeant First Class, Captains, and Majors) Army Reserve end-strength
reductions eliminate some of the Army Reserve's capacity to absorb
Soldiers separated from the active component into its ranks--a loss for
all concerned.\13\ Allowing an ESO of 185,000 Soldiers to take effect
only exacerbates each of these concerns.
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\12\ Office, Chief of the Army Reserve (FWD), G-3/5/7.
\13\ Caolionn O'Connell, Jennie W. Wenger, Michael L. Hansen,
Measuring and Retaining the U.S. Army's Deployment Experience, Rand
Corporation, 2014, p. 1.
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In addition to these uniformed end-strength reductions, the Army
Reserve must take similar reductions to its Full Time Support (FTS)
that consists of our Military Technicians (MILTECHs) and Department of
the Army Civilians (DACs) (approximately 11 percent).\14\ From fiscal
year 2015 to fiscal year 2016, our civilian FTS personnel will reduce
from 11,590 to 10,761 across the board. MILTECHs and DACs play vital
roles in the Army Reserve. MILTECHs perform multiple, critically
important administrative, training, and logistical functions in Army
Reserve units that directly impact readiness.\15\ DACs are an
``integral part of [the] United States Army and support all facets of
the Army mission which frees Soldiers to perform innately military
functions.'' \16\ DACs also ``possess critical skills which assure
continuity of operations for all components.'' \17\
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\14\ 2015 Army Reserve Component Submission to Congress: An
Addendum to the Army Posture Statement. There is disagreement among the
three components how to define FTS. The USAR definition includes AGRs,
MILTECHS, DACs and Title XI Soldiers (AC/RC) as part of FTS. Army PA&E
and the Army National Guard only include AGRs and MILTECHs. The 11
percent reduction reflects the USAR method of FTS computation. If the
Army and ARNG method were used for FTS (only AGRs and MILTECHS), the
Army Reserve's FTS reduction would be 2 percent (25,251 (16,261 AGRs +
8,990 MILTECHs)--500 positions = 24,751).'' There were no changes to
Title XI (76) or AGR (16,261) authorizations in the Army Reserve for
fiscal year 2015.
\15\ U.S. CODE Sec. 10216--MILITARY TECHNICIANS (DUAL STATUS). A
MILTECH ``is assigned to a civilian position as a technician in the
organizing, administering, instructing, or training of the Selected
Reserve or in the maintenance and repair of supplies or equipment
issued to the Selected Reserve or the armed forces.''
\16\ The Official Homepage of United States Army Civilian
Personnel. Database available online at: http://cpol.army.mil.
\17\ Ibid.
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Readiness
Maintaining readiness in the Army Reserve is a unique challenge.
The number of Army Reserve Soldiers considered non-deployable is one
factor negatively impacting readiness. In fiscal year 2014, the USAR
had 44,507 Soldiers considered non-available for reasons outlined in
Army Regulation 220-1, Unit Status Reporting (e.g., initial entry
training, medical issues, medical non-availability, pending
administrative or legal discharge, separation, officer transition, non-
participation, or restrictions on the use or possession of weapons and
ammunition under the Lautenberg Amendment).\18\ 10,575 of these non-
available Soldiers were Unsatisfactory Participants (UNSATS).\19\
UNSATs, for a variety of reasons, are Soldiers that are not actively
participating in Army Reserve Units or activities, as required. To
continue providing responsive support to the Army and the Joint Force,
the Army Reserve must focus all of its efforts on decreasing the number
of non-available Soldiers in its formations.\20\ We are doing this in a
variety of ways.
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\18\ 2014 Army Reserve Component Submission to Congress, p. 5.
``Sections 517 and 521 of the National Defense Authorization Act (NDAA)
1994 require the information presented in this submission. ``
\19\ G1, USARC, November, 2014. For that reporting period, this
equates to 5.98 percent of the AR's current assigned strength of
176,987.
\20\ Carafano, Total Force Policy and the Abrams Doctrine, Foreign
Policy Research Institute, February 2005; database available online at:
https://www.fpri.org. ``Whether Abrams actually intended to father a
doctrine or if his efforts created a unique extra-Constitutional
constraint on presidential power is open to debate. The Army rooted its
force structure policies in the Total Force Concept initiated by
Secretary of Defense Melvin Laird. Attempting to address the imbalance
between budgets and strategy, Laird saw the Total Force as a means to
provide sufficient troops for the Nation's security needs without the
costly burden of maintaining a large standing-army. Furthermore, while
Laird's new defense policies and Abrams' initiatives proved adequate
for maintaining a large standing-force, they were never equal to the
task of sustaining readiness and modernization and, in fact,
implementing the Total Force Concept contributed to chronic
unpreparedness in the Army's Reserve Components.''
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For example, the Army Reserve is working hard to recover
Unsatisfactory Participants and maintain an UNSAT rate of less than 5
percent ( 10,100 Soldiers based on the fiscal year 2015 NDAA AR ESO of
202,000). To do so, the Army Reserve Personnel Department (G1)
developed a system to track UNSATs and update the Deputy Commanding
General monthly on the progress of the recovery effort. The tracking
system allows Army Reserve senior leaders to monitor major subordinate
commands (MSCs) progress and MSC Commanders to gauge their subordinate
Commanders progress as well. Additionally, the Army Reserve mandated
that all requests for duty in the Individual Ready Reserve (IRR) and
involuntary reassignment by a soldier not satisfactorily participating
in the Army Reserve must now include a memorandum from an O-5 or above
documenting all attempts made to recover the Soldier. The request will
not be processed without this additional memorandum. This action
ensures the unit has done everything possible to recover the Soldier
before they are discharged or transferred to the IRR. While these
efforts to improve readiness can be made with no additional resources
or additional legislative authorities, improvements to Soldier health,
operational activities, and equipment acquisition and modernization do
carry a cost. The Army Reserve must be appropriately funded and fully
authorized to maintain its operational edge or it could revert to a
strategic force.
Maintaining End-strength and Readiness
Maintaining end-strength and readiness are not simple tasks. They
are, in fact, extremely complex problems, with many factors at many
levels affecting both equations. While the Army Reserve acknowledges
its responsibility for maintaining its end-strength objective and
ensuring the overall readiness of the Soldiers in its formations, and
is taking steps to address both of these issues, sequestration-level
funding would compromise our ability to maintain readiness. If the Army
Reserve is not properly resourced at the President's Budget levels, the
overall risk could significantly increase and negatively impact our
ability to quickly provide needed technical capabilities to the Total
Army and the Joint Force.
Force 2025 & Beyond
To prepare for future challenges, the Army Reserve fully supports
and seeks to participate in Total Army efforts for balancing force
structure and readiness, while modernizing the Total Army as part of
Force 2025 and Beyond--a strategic objective of mine. To support the
Army's efforts to rebalance and modernize the Total Army, I recently
approved a Terms of Reference (TOR) that will guide our participation
in Force 2025 and Beyond. This document, along with the Army Operating
Concept, will aid in the development of the Army Reserve 2025 Vision
and Strategy.
National Commission on the Future of the Army
The 2015 National Defense Authorization Act established the
National Commission on the Future of the Army (NCFA).\21\ The
Commission is charged with two duties. The first duty is to complete a
comprehensive study of Army structure, and policy assumptions related
to the size and force mixture of the Army.\22\ The second duty is to
study the transfer of certain aircraft (AH-64 Apache Helicopters) from
the Army National Guard to the regular Army.\23\ The product of the
first duty will enable the Commission to make ``an assessment of the
size and force mixture of the active component of the Army and the
reserve components of the Army . . . and make recommendations on the
modifications, if any, of the structure of the Army related to current
and anticipated mission requirements for the Army at acceptable levels
of national risk and in a manner consistent with available resources
and anticipated future resources.'' \24\
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\21\ The Carl Levin and Howard P. `Buck' McKeon National Defense
Authorization Act for fiscal year 2015, TITLE XVII--NATIONAL COMMISSION
ON THE FUTURE OF THE ARMY, p. 944, Rules Committee Print 113--58, House
Amendment to the Text of S. 1847. Database available online at: http://
armedservices.house.gov.
\22\ Ibid, p. 947-948.
\23\ Ibid, p. 950-951.
\24\ Ibid, p. 948.
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To accomplish these duties, the NDAA states that the Commission
requires certain expertise.\25\ Specifically, it calls for
consideration [for membership] to be given to ``individuals with
expertise in national and international security policy and strategy,
military forces capability, force structure design, organization, and
employment, and reserve forces policy'' when making appointments to the
commission.\26\ To produce the best result for the Nation every effort
must be made to ensure sufficient subject matter expertise from all
three components are resident on the NCFA.\27\
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\25\ Ibid, p. 946.
\26\ Ibid, p. 946-947.
\27\ National Commission on the Structure of the Air Force, Report
to the President and Congress of the United States, January 30, 2014.
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We see the Commission as a strategic opportunity to do the
following:
--Communicate a winning vision for the future of the Army in the face
of complex fiscal constraints and an uncertain global security
environment.
--Explain the importance of all three components' capabilities that
support the Total Army and Joint Force.
--Outline a way ahead for developing, planning, programming, and
resourcing the Army of the future.
significant army reserve challenges and requirements
Training Requirements
The Army's decision to increase the duration of their Combat
Training Center rotations by 4 days to train Decisive Action tasks
places a strain on the Army Reserve's ability to produce ready
units.\28\ Army Total Force Policy (ATFP) was not a resource decision.
Many new training events the Army Reserve is integrating into are
longer than the traditional period of Annual Training--14 days plus 1
day travel. To meet ATFP and Total Army Training Integration (TATI)
goals, the Army Reserve must sacrifice readiness in lower-tiered units.
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\28\ 2015 Army Posture Statement Initial Draft, 25 1300 November
2014, p. 11.
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Equipping
Despite gaining some improvements in Army Reserve equipping,\29\
budget reductions under sequestration will further widen modernization
gaps within unique enabling capabilities that are resident primarily in
the Army Reserve.\30\
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\29\ U.S. Army Reserve Command. During fiscal year 2014, the Army
Reserve equipment on-hand posture improved from 86 percent in fiscal
year 2013 to 87 percent in fiscal year 2014 with equipment considered
modern improving from 66 percent in fiscal year 2013 to 76 percent in
fiscal year 2014. During fiscal year 2014, we received $957 million in
new equipment and divested obsolete equipment valued at $427 million.
The equipment on-hand posture for Critical Dual Use items to support
Homeland Defense (HD) and Defense Support of Civil Authorities (DSCA)
currently stands at 89 percent filled (no change from fiscal year
2013).
\30\ Fiscal Year 2015 National Guard and Reserve Equipment Report
(NGRER).
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The Army Reserve provides 92 percent of the bulk petroleum assets
to the Joint Force in a non-permissive environment and enables the Army
to fulfill duties as the executive agent for theater petroleum
distribution. Retaining un-modernized, legacy petroleum platforms
without a longterm investment strategy is an example of an ``at-risk''
capability which potentially widens interoperability gaps between the
Army Reserve and the Total Army and Joint Force. This equipment
includes: fuel tankers, fuel system supply points, storage, and
tactical pipelines, many of which are approaching or exceeding their
economic useful life without a bridging strategy for modernization.
The Army Reserve has 45 percent of the Total Army inventory of
Echelons Above Brigade bridging assets, including 51 percent of the
Army's Assault Bridge capability. The Joint Assault Bridge is projected
to replace the Armored Vehicle Launched Bridge, which currently
averages 38 years of age, by fiscal year 2027. This is another at-risk
capability for interoperability with the Total Army and Joint Force.
The Light Tactical Vehicle fleet is another example of risk to
interoperability with the Total Army and Joint Force. The High Mobility
Multipurpose Wheeled Vehicle (HMMWV) will remain in the Army Reserve
inventory indefinitely without scheduled modernization. The Army
Reserve will not start fielding the Joint Light Tactical Vehicle (JLTV)
until fiscal year 2022, and Army Reserve Units will not complete
fielding the JLTV until fiscal year 2038.\31\ The JLTV will close a
capability gap between the HMMWV and the Mine Resistant Ambush
Protected (MRAP) family of vehicles.\32\
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\31\ Long-Range Investment Requirements Analysis (LIRA) illustrated
HMMWV fleet modernization. JLTV does not completely replace the HMMWV
(only about 60 percent); there will still be a mix (UAH/MRAP/JLTV).
\32\ HQDA G-8, Army Equipment Program in Support of President's
Budget, May 2014.
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Equipment fielded to these formations must be the most modern to
achieve interoperability for critical capabilities supporting the Total
Army and Joint Force. The Army Reserve continues to operate with
equipment shortfalls, and is the least equipped and modernized Army
component. We appreciate the concern Congress has expressed over the
fielding and modernization of Army Reserve equipment. If left
unchecked, however, program procurement delays and the restructuring of
requirements as a result of budget reductions will further widen
modernization gaps and impede our interoperability with the Joint
Force.
Equipment Procurement Funding
New procurement funding for the Army Reserve represented 4.9
percent of the Army's base procurement budget in fiscal year 2015;
however, in fiscal year 2016 it represents less than 3 percent of the
Army's base procurement budget. As a result, the Army Reserve
consistently trails the Total Army in modernization and equipment on-
hand, thus creating compatibility risk.\33\ The presence of
incompatible equipment in Army Reserve formations reduces the Army
Reserve's ability to work shoulder to shoulder with other Army
components to provide needed capabilities to the Army and the Nation.
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\33\ Calculated by using the base P-1 and P-1R data across the
three components.
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Base Realignment and Closure (BRAC)
The Army Reserve would benefit from another round of Base
Realignment and Closure (BRAC). Another BRAC would advance our efforts
to consolidate units into new, state-of-the-art facilities that support
or improve operational readiness rates, recruiting, and retention.
Army Reserve Network
The Army Reserve Network provides institutional service
capabilities for the entire command and hosts nearly every business
process required to operate.\34\ It provides geographically dispersed
leaders timely information to make informed decisions in order to
exercise Mission Command of USAR Soldiers and Units dispersed between
more than 1,100 Reserve Centers.\35\ The Army Reserve Network is
reliable, secure, standards based and agile. It provides access to the
point of need. The Army Reserve Network is mandated by public law and
is responsible for ensuring that the Army Reserve continues to provide
enhanced capabilities to support the Total Army and the Joint Force in
an era of fiscal uncertainty.
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\34\ AR 25-1 (Chapter 2, Roles and Responsibilities) describes the
Office, Chief of the Army Reserve responsibilities for the AR network.
The AR Net is a separate logical network. This means that it shares or
runs on commercial transport. The AR was the first to do this, the NG
followed a year later and the AC is currently undergoing transformation
to follow suit.
\35\ Army Reserve Installation Management Directorate (ARIMD).
Although the number changes monthly as new centers are built and old
ones are disposed of, the Army Reserve currently has a presence in 1042
centers worldwide. The Army Reserve owns 942 Reserve Centers, and are
tenants in 150 more (owned by Army, Army National Guard, U.S. Navy
Reserve, U.S. Air Force Reserve, and the U.S. Air Force National
Guard). Additionally, the USAR owns three Installations: Fort Buchanan,
PR, Fort McCoy, WI, and Fort Hunter Liggett, CA, and two Reserve Forces
Training Areas: Camp Parks, CA, and Fort Devens, MA. The USAR does not
own Fort Dix, as it is a sub installation of Joint Base McGuire/Dix/
Lakehurst and is totally owned by the Air Force.
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Force Protection
Current funding levels for Antiterrorism and Physical Security
increases risk to the Army Reserve Protection Program (ARPP) and may
jeopardize the broader Army Reserve mission. The ARPP is designed to
protect people, information, property and facilities, in all locations
and situations. ARPP policy and standards guide off-installation units
and facilities toward improved protection while enhancing efforts to
prevent or mitigate threats. It is designed to fill a niche where Army
Reserve facilities, personnel, and information are primarily located
off the installation and are inextricably linked with the civilian
community. Critical Army Reserve Units, representing significant
percentages of important capabilities for the Total Army, are more
vulnerable from a host of threats because of their location off
military installations. Protecting stand-alone units against
unpredictable terrorist or criminal attack presents complex challenges.
In most cases it requires thoughtful action beyond prescriptive
instruction. ARPP Leaders continue to refine policy, procedure, and
guidance for subordinate organizations and to develop courses of action
for mitigating the detrimental effects of our budget-constrained
environment. The Army Reserve is committed to implementing effective
measures to deter, detect, prevent, defeat, and mitigate threats, and
our leaders strive to identify and provide enhancements in operational
procedures or programmatic resourcing to protect the Soldiers,
Civilians and Family Members of the Army Reserve. Force Protection
funding levels introduce risk for the protection of assets by
challenging the Army Reserve's ability to protect its personnel and
equipment against criminal, insider, and terrorist threats.
Army Reserve Way Ahead--Focus on Improving Readiness
The Army's role as the most highly trained and professional land
force in the world is to defend the United States and its interests at
home and abroad by providing expeditionary and decisive land power to
the Joint Force and the Combatant Commands (CCMD). It does this through
a concept known as Prevent, Shape and Win: Prevent conflict--with a
credible force with sufficient capacity, readiness, and modernization;
Shape the international environment--to enable friends and contain
enemies; and be ready to Win decisively and dominantly--so as not to
pay the price in American lives.\36\
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\36\ Army website, article by CSA ``Prevent, Shape, Win,'' December
12, 2011.
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Recently, the Army published a new operational concept--Win in a
Complex World--that articulates Army Reserve capabilities that support
Total Force requirements. Consistent with United States Government, and
Department of Defense (DOD) policy, and Joint Doctrine, it adds three
core competencies that the Army Reserve is uniquely postured to
support: shaping the security environment, setting the theater, and
enabling cyber operations.\37\
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\37\ TRADOC Pamphlet 525-3-1, The U.S. Army Operating Concept, Win
in a Complex World, 2020-2040, 7 Oct 2014, p. vi.
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To support both concepts, the Army Reserve will do four things:
work diligently to improve its readiness posture; remain engaged in
operational activities; continue to improve our equipment acquisition
and modernization levels; and increase our cyber capabilities.
Readiness Posture
The Army Reserve will focus on improving readiness through four
related lines of effort: ``Plan, Prepare, Provide,'' ``Private Public
Partnership (P3),'' ``Continuum of Service,'' and continued
improvements to the health of the force.
Army Reserve Readiness Model: Plan, Prepare, Provide (PPP)
Our ``Plan, Prepare, Provide'' readiness model allows the Army
Reserve to remain an operational force.
``Plan'' refers to the regional alignment of Army Reserve forces
with ASCCs and Geographic CCMDs. Part of this alignment includes the
forward positioning of staff organized into Army Reserve Engagement
Cells (ARECs) and Teams (ARETs).
``Prepare'' is how the Army Reserve trains its Soldiers, Leaders,
and Units as part of the Total Force. Utilizing a progressive approach,
Army Reserve Soldiers and Units participate in individual and leader
development events culminating in collective unit training exercises.
The result is trained and accessible units ready to meet ASCC and CCMD
mission requirements.
``Provide'' is the actual deployment of Army Reserve Soldiers,
Leaders, and Units in support of requirements at home (Defense Support
of Civil Authorities) and abroad.
First implemented in support of the U.S. Army Pacific, PPP has
proven effective, and is gaining traction elsewhere.\38\ It ensures the
Army Reserve is able to provide trained and ready forces for ASCCs,
CCDMs, and the Total Force when needed across the range of
conflict.\39\ This is particularly true in the case of Operation United
Assistance, the mission to coordinate logistics, training and
engineering support to the U.S. Agency for International Development
(USAID) to help contain the spread of the Ebola virus in West Africa,
where access to clean water is critical.\40\ Although not needed for
the U.S. Government response, the Army Reserve was prepared to support
this effort by providing significant water treatment and water
purification capabilities to the African continent.
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\38\ General Vincent Brooks, Regional Alignment of Forces Panel,
AUSA Annual Conference, 15 October 2014.
\39\ Joint Publication 3-0, Joint Operations, 11 August 2011, p. I-
5.
\40\ Dynamics and Control of Ebola Virus Transmission in
Montserrado, Liberia a Mathematical Modeling Analysis, The Lancet
Infectious Diseases.
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Private, Public Partnership (P3)
Private, Public Partnership (P3) is an effort that combines private
sector capabilities with U.S. Code Title 10 training and the Army
Training Strategy to enhance individual, leader, and unit readiness in
the Army Reserve.\41\ This collaboration is conducted at little or no
cost to the taxpayer. P3 provides the private sector with the highly
skilled and educated employees that businesses need to succeed in a
competitive marketplace in return for opportunities that enhance the
skills of our Soldiers and the operational readiness of the Army
Reserve. It does this by merging the best of Army training with
civilian professional development to expand the skills and core
competencies of Soldiers at the military and civilian level. This
includes identifying and coordinating opportunities to support military
missions as well as professional and personal development. It then puts
those skills to work executing real world missions that not only
advance the goals of partner organizations but support the strategic
and operational role of the Army Reserve.
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\41\ In response to a comparatively high unemployment rate among
Army Reserve Soldiers, the Army Reserve established the Employer
Partnership Office (EPO) in 2008. The EPO leverages mutually beneficial
relationships between civilian and military communities with a focus on
developing career and training opportunities for Soldiers, Veterans,
and Family members. That success benefits the Total Force by serving as
the model for the DOD-sponsored Hero 2 Hired program. The EPO evolved
into the Private Public Partnership Office, or P3O, which now provides
a one-stop clearing house for private sector and non-DOD organizations
interested in collaborating in mutually beneficial efforts that
strengthen individual, leader, and unit readiness.
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For example, Army Reserve Public Affairs Specialists improved their
Individual readiness by completing paid internships with the Major
League Baseball (MLB) Network. One of the three Soldiers selected for
this opportunity later secured full-time employment with Columbia
Broadcasting Service (CBS), while another is working for the broadcast
industry in his hometown. The third iteration of this successful
program is now underway. To enhance individual physical readiness, the
Army Reserve partnered with world-renowned fitness trainer Tony Horton
to develop targeted training videos to provide comprehensive fitness
examples for Soldiers.
To improve Leader readiness, P3 is focused on partnerships with
organizations that assist with credentialing, training, and mentoring
opportunities that benefit civilian and military professionals.
In an effort to facilitate Unit readiness, P3 is partnering with
private and public entities whose goals are to increase the quality of
life in partner Nations through support of humanitarian and
environmental improvement projects. The Army Reserve will participate
in these projects through training missions that directly support ASCC
and CCMD requirements. For example, in the Independent State of Samoa,
the Army Reserve is working with two not-for-profit organizations--
CitiHope and MedShare--to provide medical equipment, supplies and
medication for the Faleolo Clinic as well as Army Reserve medical units
to help train Samoans on how to use the equipment. The effort will not
only operationalize the clinic, originally built by U.S. Pacific
Command and increase medical capacity on the island, but strengthen
U.S. relations with Samoa and New Zealand.
So, as you can see from just these few examples, P3 not only
provides the highly skilled and educated employees business need to
succeed in a competitive marketplace; and enhances the readiness of our
forces at no additional cost to the taxpayers, but it unites and
mobilizes the best of U.S. expertise, resources and ingenuity to
address difficult world challenges.
Continuum of Service
The Army Reserve, in coordination with the Army, seeks to preserve
the experience resident in the active component by retaining the best
of their transitioning pool of Soldiers through the ``Continuum of
Service'' program. While promoting a continuum of service makes good
business sense, it also supports the Chief of Staff of the Army's
recent guidance to leverage the unique attributes and responsibilities
of each component. These initiatives preserve the operational
experience gained from more than 14 years of war while continuing to
prepare Soldiers and Units to meet the future needs of the Nation.
The Army Reserve provides the Nation an opportunity to capitalize
on military members who truly are Soldiers for Life. Our Soldiers
continue to maintain their military skills while they are part of the
fabric of their communities across the Nation. As Soldiers transition
from the active Army to the Army Reserve, we provide an opportunity to
help them start a civilian career and continue in a part-time military
status, allowing the Nation to retain the valuable service of these
Soldiers.
In the same vein, as Army Reserve Soldiers move on and off orders,
the Army Reserve is taking full advantage of the redesigned Transition
Assistance Program (TAP) for those Army Reservists who meet the
eligibility criteria (180 continuous days or more on active duty under
title 10, U.S. Code).\42\ Like their Active Component counterparts,
Army Reserve Soldiers must meet the Career Readiness Standards (CRS)
prior to release from active duty.\43\ Our eligible Reservists are
fully engaged in attending and participating in the Transition Goals,
Plans, and Success (GPS) curricula--a key element of the redesigned
TAP.
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\42\ TAP provides information and training to ensure these eligible
Reservists, returning from active duty to their Reserve Component
Units, are prepared for reintegration to civilian life. Opportunities
include pursuing additional education, returning to civilian
employment, looking for career opportunities in the public or private
sector, or starting their own business.
\43\ CRS are a set of common and specific activities and associated
current deliverables (documentation within the last 12 months) that
must be achieved to demonstrate Service members are prepared to
transition effectively and pursue their personal goals. For example,
they must complete a 12-month post-separation budget or, if they plan
on pursuing a degree, they must show a completed application to an
institution of higher learning or letter of acceptance.
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Health of the Force: Medical/Dental Readiness
The health of the force is inextricably linked to Soldier
readiness. Enhanced medical and dental readiness across the force
maintains the overall readiness of Army Reserve Units. Deployable
Soldiers are the centerpiece of our formations; the task of ensuring
their medical and dental qualifications to deploy is essential to
maintaining that readiness. The Army Reserve achieved historically high
levels of medical readiness in 2014, but much work remains to be
done.\44\ While multiple initiatives are responsible for these
improvements, we continue to make strides toward reducing the number of
medical/dental non-deployable personnel within our ranks through two
important initiatives: the Army Reserve Medical Management Center (AR-
MMC) and the Army Selected Reserve Dental Readiness System (ASDRS).\45\
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\44\ Surgeon, OCAR. The number of medically non-deployable Soldiers
in the Army Reserve decreased from nearly 40,000 (>20 percent of the
force) in March 2012 to approximately 17,000 (<10 percent of the force)
in September 2014. The Army Reserve goal for medical non-deployable
Soldiers is < 5 percent of the force (10,100 of the 202K end strength).
\45\ Surgeon, OCAR. Implementing a requirement for annual medical
and dental assessments in 2008 improved our ability to adequately
determine the medical and dental readiness of the force. Additional
initiatives include; Decrease Non-compliance (reduce medical
indeterminate), Improve Dental Readiness, Reduce Medical Non-
Deployable, Reduce Medical Readiness Turbulence, and Improve Medical
Readiness Reporting (Visibility).
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The AR-MMC provides case management for Soldiers with medically
non-deployable conditions until their condition is resolved or the
Soldier reaches their Medical Retention Decision Point (MRDP). If the
Soldier reaches their MRDP, the Army Reserve, AR-MMC, and Army Medical
Command work together to provide improved processes for those Army
Reserve Soldiers requiring entry into the Integrated Disability
Evaluation System (IDES). Providing direct case management for Soldiers
with profiles and an improved pre-IDES process has resulted in a nearly
25 percent reduction in the number of permanent profiles in the Army
Reserve over the past 12 months.
The ASDRS continues to ensure dental treatment for Soldiers whose
dental conditions make them non-deployable. Since ASDRS implementation
began in September 2008, dental readiness has increased overall from 50
to 89 percent. Currently, less than 5 percent of the Army Reserve is
non-deployable due to a dental condition.\46\ If medical and dental
readiness remains fully funded, we are on track to achieve our medical
readiness goal of 85 percent in the current budget and program years.
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\46\ Surgeon, OCAR. The Army Reserve goal for dental non-deployable
is < 3 percent of the force (6,060 of the 202K end strength).
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Suicide Prevention
Sadly, other health-related concerns are not as easy to address as
medical and dental issues. Many Soldiers continue to face life
challenges and need our help. We are committed to providing the best
resources and training available to assist our community-based
Soldiers, Civilians, and their Families in times of financial,
spiritual, physical, or personal stress. We have many programs to
support the resilience of Soldiers, but our most pressing concerns are
focused on preventing the tragedy of suicide and eradicating the
scourge of sexual assault and harassment.\47\
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\47\ G1, United States Army Reserve Command, 13 JAN 15. The Army
Reserve averaged 45.66 suicides a year (274 total) from CY 2009 (35) to
CY 2014 (40; 35 confirmed, 5 under investigation)--(CY 2010--49; CY
2011--42; CY 2012--50; CY 2013--57 and 1 Civilian employee). To date
(CY 2015), the Army Reserve has suffered no suicides.
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While there is no universal set of factors leading to a suicidal
event, the detailed analyses of Army Reserve 15-6 investigations of
suicidal events have helped us identify some important trends. For
example, many Soldiers who commit suicide are male, single, junior-
enlisted Soldiers that have not mobilized, are unemployed, and are
suffering from relationship and financial challenges. This effort
helped inform the development of five best practices to combat the
issue of suicide within our ranks. First, we mandate personal contact
with Soldiers and Family members between Battle Assemblies. This is a
particular challenge for a geographically dispersed force that requires
creative solutions to overcome. Second, we are trying to establish
enduring cultural change, systems, and processes that integrate
resilience into our Soldiers and Families. Third, we emphasize
attention to ``newly'' assigned Soldiers to ensure their transition is
a positive one. Fourth, we promote and advertise local resources (e.g.,
Fort Family) that help address the issue. Finally, we encourage public,
command recognition of Soldiers who intervene and take action to
prevent a suicide and help a Soldier or a Family member (e.g., the
``Promoting Life'' Awards Program).
As we continue to struggle with the tragedy of suicide in our
ranks, we are emphasizing vigilance through proactive prevention and
intervention training.\48\ For example, Army Reserve initiatives to
prevent the tragedy of suicide include: Ask, Care, Escort Suicide
Intervention Training (ACE-SI) for Unit Junior Leaders and First-Line
Supervisors; Applied Suicide Intervention Skills Training for Trainers
(ASIST T4T) for Unit first responders and ASIST T2 (2-day training) for
Gatekeepers; a Leader Guide and Battle Buddy Computer Application; and
additional education and awareness at Pre-Command Courses.
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\48\ G1, United States Army Reserve Command. For example, Army
Reserve initiatives to prevent the tragedy of suicide include: Ask,
Care, Escort Suicide Intervention Training (ACE-SI) for Unit Junior
Leaders and First-Line Supervisors; Applied Suicide Intervention Skills
Training for Trainers (ASIST T4T) for Unit first responders and ASIST
T2 (2 day training) for Gatekeepers; a Leader Guide & Battle Buddy
Computer Application; and additional education and awareness at Pre-
Command Courses.
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As a geographically dispersed force, we have less frequent physical
contact and limited access to military installation support. Therefore,
we have placed 36 Suicide Prevention Program Managers (SPPMS) positions
and increased access to counselors and resources across our formations,
with an emphasis on reducing the stigma associated with personal,
Family, or behavioral health issues. To date, we have hired 26 of these
36 suicide prevention program managers--a good news story.\49\
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\49\ G1, United States Army Reserve Command. Vacant Positions exist
in 10 commands: the 377th Theater Support Command (TSC), 416 Theater
Engineer Command (TEC), 310th Expeditionary Sustainment Command (ESC),
79th Sustainment Support Command (SSC), 95th Training Command, 80th
Training Command, the 316th Expeditionary Sustainment Command (ESC),
the 310th Expeditionary Sustainment Command (ESC), the 88th Regional
Support Command (RSC), the 1st Mission Support Command (MSC), and the
364th Expeditionary Sustainment Command (ESC).
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Sexual Harassment and Sexual Assault
Like suicide prevention, the Army Reserve is committed to
preventing, deterring, and responding to Sexual Harassment and Sexual
Assault in its ranks. However, both Sexual Harassment and Sexual
Assault remain a challenge for the Army Reserve for a number of
reasons.
Since fiscal year 2012, the Army has taken a number of steps to
reduce Sexual Harassment and Sexual Assault in the Army.\50\ To aid in
this effort, the Army Reserve established four full-time Special Victim
Counsel (SVCs) positions, located at each of the four Regional Support
Commands; 52 Troop Program Unit (TPU) SVCs, located at the Army Reserve
General Officer Commands (GOCOMs); and 29 SVCs, located within each
Legal Operation Detachment.\51\
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\50\ In fiscal year 2012, Department of the Army combined these
functions and mandated dedicated, full-time personnel to manage the
SHARP program through Sexual Assault Response Coordinators (SARCs) and
Victim Advocates (VAs). On 6 May 2013, the Secretary of Defense signed
a memorandum directing the implementation of the DOD Sexual Assault
Prevention and Response (SAPR) Strategic Plan. This memorandum outlined
several specific measures for immediate implementation. The first task
was ``Ensuring Appropriate Command Climate.'' The Army directed
workplace inspections for displayed material in violation of AR 600-20
and noncompliance with promoting an environment of dignity and respect.
The workplace was defined as all buildings, areas, facilities where
Soldiers, Civilians, and Contractors are required to perform assigned
duties, and also include vehicles, vessels and aircraft. On 17 May
2013, the Secretary of Defense signed a memorandum directing a Sexual
Assault Prevention and Response Stand-down, specific leader engagement
strategies to be followed, and new, required credentialing/screening
parameters to be used for SHARP personnel. The Army Reserve
successfully completed all of these actions.
\51\ SVCs are part of the Army-wide effort to ensure that sexual
assault victims are provided responsive and timely support throughout
the investigation and judicial proceedings. SVCs have the professional
duty to provide advice to their clients and to represent their clients
throughout the military justice process. The SVC's primary duty is to
zealously represent the best interests of their clients as required by
the attorney-client relationship even if their client's interests do
not align with those of other interested parties, to include the
Government of the United States.
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The Army Reserve also established 50 full-time Sexual Assault
Response Coordinator/Victim Advocate (SARC/VA) positions that span the
footprint of the Army Reserve.\52\ The Army Reserve identified two of
these as Active Guard and Reserve positions, and 48 of them as full-
time, military technician (MILTECH) positions.\53\ Currently, 41 of the
48 MILTECH positions are filled.\54\ The Army Reserve is actively
working to fill all 50 positions.
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\52\ Prior to fiscal year 2013, Troop Program Unit military
personnel or civilians handled all cases of sexual assault as a part-
time, additional/collateral duty.
\53\ Deputy Chief, Services and Support Division, U.S. Army Reserve
Command. The officer position(MAJOR) is filled; the enlisted position
(Master Sergeant (MSG)) is VACANT. The enlisted position will fill o/a
FEB 2015, and the Soldier assigned to this position is trained and
credentialed.
\54\ Human Resources Division, Office of the Chief, Army Reserve.
As of 12 JAN 15, 7 positions are pending fill. Of those 7, 2 candidates
are waiting on final background check verifications and 3 candidates
are still active in the recruitment process.
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The Army Reserve is responsible for five Department of Defense
(DOD) Safe Helpline (877-9955249) phone numbers published on the DOD
Safe Helpline web site and other locations.\55\ These Helpline services
provide additional resources for complainants and victims of sexual
assault. The Army Reserve held a SHARP Forum in November of 2014,
bringing all Operational, Functional, Training and Support Command
(OFTS) SARCs and VAs together to discuss the latest DOD Policies, best
practices, as well as provide multiple, hands-on training
opportunities. To complement this effort, I will conduct a Senior
Leader Forum on SHARP in March of 2015.
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\55\ USARC SHARP remains in constant contact with the DOD Safe
Helpline to ensure hotline numbers are updated and each State is linked
to a Regional Hotline number.
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In spite of these efforts to combat Sexual Harassment and Sexual
Assault, the Army Reserve observed an increase in the reported number
of sexual assault cases and sexual harassment complaints over the last
3 years. In fiscal year 2012, Army Reserve SHARP personnel in the field
received 13 formal complaints of Sexual Harassment. In fiscal year
2013, the number of formal complaints documented in the Incident Case
Reporting System (ICRS)--the official database of record for Sexual
Harassment--increased to 27. In fiscal year 2014, the Army Reserve had
22 formal complaints documented in ICRS. In fiscal year 2012, there
were 21 cases of Sexual Assault in the official database of record, the
Defense Sexual Assault Information Database (DSAID). In fiscal year
2013, there were 83 cases of Sexual Assault in the DSAID. In fiscal
year 2014, there were 119 cases of Sexual Assault in the DSAID.
While the increase in reports is in line with Army goals to
increase reporting, there is no way of knowing precisely why the number
of reported incidents rose. Some have asserted a positive change in
Army culture led to increased reporting. Others have posited that
improvements in DOD reporting are responsible for the increase.
Regardless of what drove the rise in reporting in the Army Reserve,
what we can say with some certainty is that shared access to improved
DOD and HQDA automated systems has helped the Army Reserve track and
analyze Sexual Harassment complaints and Sexual Assault cases. Our goal
is to utilize improved analytics to inform current and future
mitigation efforts. Moreover, we have observed a demonstrated positive
impact in the force following the adoption of a more aggressive focus
and stance on Sexual Harassment and Sexual Assault. For example, Chief
Warrant Officer 5 (CW5) Debra Blankenbaker (7th Civil Support Command
SARC) received the Army and U.S. Army Europe (USAREUR) 2014 Sexual
Assault Prevention Innovation Award for the bystander intervention
training she developed. She was recognized with a Meritorious Service
Medal from LTG Bromberg, Department of the Army G1, and an Army Reserve
Commendation Medal from MG Piatt, the Deputy Commanding General of
USAREUR. The 99th Regional Support Command created a SHARP quick
reference book for SARC/VA personnel, command teams, and civilian
supervisors. This book contained victim referral information for almost
every community supported by the 99th RSC. The 99th RSC also
established a well-being academy located on Joint Base McGuire-Dix-
Lakehurst. The academy provides training courses in SHARP, ASAP,
Suicide Prevention, and Resilience. Classes are open to all Soldiers
regardless of their geographical location. Finally, the Army Reserve
supported the recent CSA SHARP Advisory Panel (16 OCT 14) with three
panel members. The panel connected senior leaders and unit-level
practitioners to share a common vision; voice Army Reserve concerns;
and capture lessons learned to improve SHARP-related activities.
In short, Sexual Harassment and Sexual Assault are incompatible
with Army Values. The Army is committed to reducing, and eventually
eliminating, sexual assault from the ranks through a comprehensive
Sexual Harassment/Assault Response and Prevention (SHARP) Campaign Plan
that is focused on enhancing prosecution, investigation, victim
advocacy, assessment and accountability. Army policy promotes sensitive
care and confidential reporting for victims of Sexual Harassment and
Sexual Assault, and appropriate accountability for those who commit
these crimes. I expect no less in the Army Reserve. I am fully
committed to maintaining an environment free of sexual harassment and
sexual assault throughout the Army Reserve. After all, the Army Reserve
is a large, extended family that consists not only of Soldiers and
their Family members but one that extends to all our Civilian employees
and the Contractors who work side by side with us. We do not tolerate
inappropriate behavior in the Army Family. Rather, Family members take
care of one another.
To accomplish that end state, we remain committed to strengthening
our ability to track, investigate and hold perpetrators appropriately
accountable, while increasing our emphasis on providing help to
victims.\56\
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\56\ The USARC SJA is currently tracking 156 sexual assault/sexual
contact cases (Article 120 cases) (some are years old, not for recent
incidents). This includes: 73--cases ``Under Investigation'' (includes
CID, civilian authorities, and AR15-6 investigations); 23--cases under
``Civilian Prosecution'' (these cases will almost invariably shift to
the Administrative Action category as General Officer Memorandum of
Reprimands (GOMOR) and Separations); 15--``UCMJ Actions'' (includes
ongoing CMs (13) and Article 15s (2)); 45--``Administrative Actions''
(this includes separations and reprimands); 23 separations based on
UCMJ or Civil conviction; and 22 GOMORs/separations due to various
reasons.
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Army Reserve Family Programs
Army Reserve Family Programs supports the unique needs of Army
Reserve Soldiers and their Families.\57\ These include youth
development programs and services, 24/7 outreach call centers, and
warrior transition. For example, the Fort Family Outreach and Support
Center at http://arfp.org/fortfamily.html or via the Fort Family phone
number at 1-866-345-8248) provides live, relevant, and responsive
information to support Army Reserve Soldiers and Families. Fort Family
is a single gateway to responsive Family Crisis Assistance, available
24/7, 365 days a year. It provides a unit and community-based solutions
that connects people to people. By pinpointing Families in need and
local community resources, the Fort Family Outreach and Support Center
can quickly connect the Soldier and Family to resources, providing
installation-commensurate services in the geographic location of the
crisis. Fort Family Outreach and Support Center has established a
community-based capacity by engaging our Nation's ``Sea of Goodwill''
to support Soldiers and Families close to where they reside. Simply
stated, Fort Family via web or phone connects Soldiers and Families
with the right service at the right time. Additional funding for Family
programs could accelerate all of these efforts.
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\57\ Army Reserve Family Programs; database available online at:
http://arfp.org/programs.
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The Army Reserve Ambassador (ARA) Program \58\
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\58\ Army Reserve Ambassador Program. Data available online at:
http://www.usar.army.mil/community/ambassadors).
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The Army Reserve Ambassador (ARA) program was established in April
1998 to enable private citizens to promote awareness of the Army
Reserve and my identified goals and objectives.\59\ ARAs develop
awareness and advocacy with community leaders and are vitally important
bridges to communities across the Nation. ARAs educate the public,
community leaders and congressional staff offices about the
capabilities and value of the Army Reserve and its Soldiers. They
establish open lines of communication within these communities to help
establish mutually supporting relationships with community leaders and
community organizations. ARAs promote support for Soldiers and their
Families during deployments and play an active role in facilitating
community support through ``welcome home'' ceremonies and the Yellow
Ribbon Program. Maintaining this invaluable program is critically
important to improving the health of the force while strengthening the
ties that bind America to its Army.\60\
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\59\ Ibid. ``Ambassadors are currently appointed by the CAR, via
nomination from Regional Support Command/General Officer commanders.
The nominee cannot be an actively-serving member of the National Guard,
Ready Reserve (Selected), Individual Ready Reserve, Federal Government
or be a Federal elected/appointed official. Their function is similar
to that of Civilian Aides to the Secretary of the Army (CASA), and they
carry a protocol status equivalent to a major general. While not all
ARAs have military experience, many are retired officers or senior non-
commissioned officers who wish to remain engaged in military affairs.
They function at the State and local level and voluntarily represent
the CAR without salary, wages or other benefits. Each State and
territory has at least one ARA. Most beneficial is that they provide
``continuity'' over the long term; while local Army Reserve team
leaders come and go, Ambassadors are vested in the community.''
\60\ Ibid. For more information visit the Army Reserve Ambassadors
Association of the United States website at www.arambassador.org. Email
your Ambassador inquiries to [email protected].
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Operational Integrators
The regional alignment of forces and the development of Army
Reserve Engagement Cells (AREC) and Teams (ARET) are two ways the Army
Reserve remains engaged in operational activities.\61\ Regionally
aligned in accordance with Department of the Army policy, Army Reserve
Units and Soldiers remain committed to helping the Army engage
regionally to ``ensure interoperability, build relationships based on
common interests, enhance situational awareness, assure partners, and
deter adversaries'' by providing robust and continuing support to
multiple exercises in every CCMD's area of operation.\62\ A budget-
neutral initiative staffed entirely from within existing Army Reserve
structure, ARECs and ARETs help ASCCs and CCMDs integrate Army Reserve
capabilities into theater-level plans, exercises, and operational
activities.\63\ As end-strength is reduced to comply with both
constrained budgets and other directives, the AREC/ARET concept will
ensure Army Reserve forces are wholly integrated into the Total Force,
facilitate the Reception, Staging, Onward Movement, and Integration
(RSOI) of USAR Soldiers and Units, and enable the supported command's
Title 10 USC responsibilities for contingency operations and Theater
Security Cooperation events. They also advance implementation of the
Army Reserve's Regional Alignment of Forces, and provide reach-back
capability to theater enabling commands and expertise based in the
United States. At the same time, ARECs and ARETs help the ASCCs and
CCMDs better understand Army Reserve processes and authorities as they
plan Army Reserve forces to support theater operations. The Army
Reserve currently has signed AREC memoranda of agreement with U.S. Army
Pacific (USARPAC), U.S. Army North (ARNORTH), U.S. Army South
(ARSOUTH), and U.S. Army Africa (USARAF). Likewise, the Army Reserve
has signed ARET memoranda of agreement with 1st CORPS, U.S. Pacific
Command, U.S. Army Japan, Eighth Army, U.S. European Command, U.S.
Central Command, U.S. Northern Command, and U.S. Africa Command.\64\
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\61\ OCAR G-3/5/7 (FWD). An Army Reserve Engagement Cell (AREC) is
a tailored, forward-deployed Army Reserve planning element (10-17
Soldiers in an Active Guard and Reserve status working under the
direction of an Army Reserve General Officer (O-7) in an Individual
Mobilization Augmentation status) designed to work in direct support of
ASCC's. An Army Reserve Engagement Team (ARET) is a scaled and
tailored, forward-deployed AR planning element (4-8 Officers (O4-O5) in
an AGR status led by an Army Reserve Colonel (O-6)) designed to work in
direct support of each Geographical Combatant Command and Corps.
\62\ TRADOC Pamphlet 525-3-1, The U.S. Army Operating Concept, Win
in a Complex World, 2020-2040, 7 Oct 2014.
\63\ OCAR G-3/5/7 (FWD). Implementing the Army Reserve Engagement
Cell/Team concept requires the management of bills and bill-payers to
change approximately 230 TDA force structure positions throughout HQ
USARC and the OFTS commands.
\64\ G-3/5/7, USARC. As of 16 DEC 14, 12/19 MOAs are signed, and 77
of 224 positions are assigned, to include: 1 of 6 General Officer
positions.
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Cyber Capabilities
As new missions arise from emerging threats, the Army Reserve is
well positioned to lead in the cyberspace domain. Currently, more than
3,500 Army Reserve Soldiers support cyber operations.\65\ As threats
and technologies evolve, the civilian skills that Army Reserve Soldiers
possess will enable our formations to provide a highly specialized
talent pool to meet current needs and develop emerging capabilities. We
are committed to building 10 cyber protection teams and an Army Reserve
Cyber Training Element that includes an opposing force of more than 800
highly skilled cyber warriors in support of U.S. Cyber Command.\66\
This force structure effort is budget neutral, which reflects both a
win for the Army and the Nation.
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\65\ OCAR G-3/5/7 (FWD). These 3,500 Soldiers come from Theater
Signal brigade assets that provide defensive cyber operations support
to DODIN. These 3500 positions supporting cyber operations encompass
Soldiers assigned to perform a Cyber Security mission set. The 1545 by
fiscal year 2016 represent those assigned to cyber units performing
cyber as their primary mission. The rest encompass the Signal Soldiers
assigned down to the unit level who perform their cyber security
mission in support of the overall DOD information network. While not
assigned as ``cyber'' Soldiers, their oversight and defense of the
network must comply with the cyber effort in order to enable our
layered defense.
\66\ OCAR G-3/5/7 (FWD). These 800 Army Reserve Cyber Soldiers are
current Army Reserve assets plus TAA 16-20 wedge (ARCOG, Wedge (400),
DISA ARE, & 1st IO Command 'ARE').
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conclusion
Dual Roles
The Army Reserve has two critical roles--the operational Federal
reserve of the Army and a domestic emergency and disaster relief force
for the Nation.\67\ Flexible and scalable, the Army Reserve tailors its
organizations to meet a variety of operational missions and other
activities across the Conflict Continuum.\68\ In this role, Army
Reserve forces are an essential partner in preventing conflict, shaping
the strategic environment, and responding to operational contingencies
at home and around the globe.
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\67\ 2012 National Defense Authorization Act. In 2012, Congress
provided the Department of Defense with new Reserve Component access
authority in 10 U.S. Code Sec. 12304a. This authority cleared the way
for the Army Reserve to assist our fellow Americans during domestic
emergencies when Federal assistance is requested by the Governors
through the Federal Emergency Management Agency.
\68\ Joint Publication 3-0, Joint Operations, 11 August 2011, p. I-
5.
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As an operational force, it provides trained, ready, and equipped
Soldiers, Leaders, and Units to the Total Army and the Joint Force. For
example, Army Reserve intelligence Soldiers provide 86,385 man days of
support to Army missions. Multiple, short vignettes exemplify this
point. The 368th Military Intelligence Battalion (Theater Support) runs
the night-shift for the Korean Peninsula, providing all required
geospatial intelligence (GEOINT) products to the Army. In fiscal year
2014, the 323rd Military Intelligence Battalion (TS) provided
approximately 990 man-hours of real world, relevant, actionable
intelligence production support to 66th Military Intelligence Brigade
and the AFRICOM AOR, and the CENTCOM Army Reserve Element completed
some 801 man days of all-source analysis in support of (ISO) the J2
Iraqi Fusion Cell. When the 505th Military Intelligence Brigade (USAR)
is activated and the U.S. Army Reserve Military Intelligence Readiness
Command (MIRC), U.S. Army Intelligence and Support Command (INSCOM),
and U.S. Army North (ARNORTH) finish defining manpower and funding
roles for all components, the Army Reserve will have the intelligence
mission for Northern Command's entire homeland defense. The Army
Reserve's Expeditionary Sustainment Commands deploy to locations devoid
of infrastructure to facilitate the opening of seaports and airports,
while our logistics and supply chain personnel are experts at moving
life-saving materiel and services into affected areas.
The Army Reserve also stands ready to support Federal, State, and
local authorities for domestic emergency and disaster relief efforts at
home.\69\ This includes support to Command and Control Chemical,
Biological, Radiological, Nuclear Response Element (C2CRE) and Defense
Chemical, Biological, Radiological, Nuclear and high- yield Explosives
(CBRNE) Response Force (DCRF) missions. Army Reserve medical evacuation
helicopters can rapidly transport patients to critical care facilities,
and our medium and heavy lift helicopters can deliver life-sustaining
supplies, equipment, and construction material into devastated areas.
Army Reserve engineer units include search and rescue teams, debris
removal capabilities, horizontal (e.g., roads and airfields) and
vertical (e.g., buildings and infrastructure) construction as well as
bridge construction capabilities. We also have a prime power company
which can provide commercial-level electrical power to affected areas.
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\69\ The Army Reserve also provides 100 percent of the Army's
Emergency Preparedness Liaison Officers (EPLOs) and 33 percent of the
DOD EPLOs. EPLOs coordinate military assistance to other Federal
agencies and State governments. These Army Reserve EPLOs maintain
communications between the DOD, Federal, State, and local governments,
and nongovernmental organizations to coordinate assistance between all
parties during emergency response events, serve as subject matter
experts on capabilities, limitations, and legal authorities, and track
Army Reserve assets in their States and regions.
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Readiness-Focused
The Army Reserve's focus as a critical, dual-use force is on
maintaining the readiness of its lifesaving and life-sustaining
capabilities that complement and enable the Total Force. For example,
the Army Reserve possesses nearly 20 percent of the Army's organized
units, a large portion of its supporting enabling capabilities, and
almost a quarter of its mobilization base expansion capability.
Fiscally Efficient \70\
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\70\ According to recent studies by RAND, the Reserve Forces Policy
Board, the Office of the Secretary of Defense, and the Center for
Strategic and International Studies, the cost of an individual drilling
Reservist who serves 39 training days per year is about 15 percent of
the cost of an Active Component Service member. And a Reserve Component
service member on active duty for an entire year costs about 80 to 95
percent as much as an Active Component member, although deployment
costs are about the same.
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The Army Reserve's 198,000 Soldiers and 8,490 Military Technicians
provide nearly 20 percent of the Army's total force for less than 6
percent of the Total Army budget. We also accomplish our mission with
only 13 percent of our component serving as full-time support (FTS)--
six percent less than the average across all Services' reserve
components. As good stewards of America's resources, the Army Reserve
continually seeks innovative and cost effective joint training
opportunities. For example, during Innovative Readiness Training
exercise Northern Louisiana Care 2014, Army Reserve Soldiers from the
865th Combat Support Hospital partnered with service members from the
Navy and active duty Army to set up clinics in Winnsboro,
Louisiana.\71\ They provided medical, dental and optometry care to
residents who did not have regular access to healthcare.\72\ In the
first day alone, 201 underserved citizens received medical, behavioral
health, dental, and vision services.\73\ This real world training in a
joint, civilian-military environment improved the command's readiness
while helping deliver world class medical care to the people of
northeast Louisiana, and represents Army Total Force policy in
action.\74\
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\71\ Defense Video & Imagery Distribution System, Northern
Louisiana Care 2014, http://www.dvidshub.net, 8 July 2014.
\72\ Ibid.
\73\ Ibid.
\74\ U.S. Army Homepage, Reservists Assist Underserved U.S.
Communities through Innovative Readiness Training, http://www.army.mil.
``First authorized in 1993, IRT allows reserve-component Units to hone
their wartime readiness through hands-on training, while simultaneously
providing quality services to communities throughout the U.S. The Army
Reserve's most recent mission took place on Fort Belknap, a
geographically isolated Indian Reservation in north-central Montana.
There, 33 Soldiers from subordinate units of the West Medical Area
Readiness Support Group augmented the Indian Health Services Hospital.
Named Operation Walking Shield, the mission began July 21, and
concluded August 1. The Army Reserve staff consisted of eight different
medical specialties to include lab technicians, dentists, physicians,
critical care nurses, behavioral health specialists, optometry
technicians and podiatrists. The augmentation of these Army Reserve
medical personnel greatly enhanced the Fort Belknap Hospital's own
medical staff of seven, enabling the clinic to nearly double the care
it provides to the more than 5,000 members of the surrounding tribes.
By conclusion of the exercise, the Army Reserve Soldiers treated more
than 900 patients.''
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Positive Economic Impact
In addition to providing the Army and the DOD a high return on
investment, the Army Reserve positively impacts America's economy. Each
year, as the Army Reserve executes the Army Training Strategy, local
Soldiers, DOD employees, private businesses, and civilian contractors
and administrative support personnel tangentially benefit from its
presence in the States and communities in which it operates. In turn,
tens of thousands of new industry, service-related,
small business, and other non-DOD jobs are created as a result of
the Army Reserve's presence. Thus, investment in the Army Reserve
generates essential military capabilities while also contributing to a
positive economic climate for State and local communities.\75\
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\75\ U.S. Army Reserve at a Glance, 2014, p. 8. ``$8,258,105,000
dollars spent; $18,459,516,579 economic impact; $5,386,489,000 in non-
DOD wages; and 167,006 non-DOD jobs.''
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A Component and a Command
As the only Army component that is also a command, the Army Reserve
directly supports every Army Service Component Command (ASCC) and
Combatant Command (CCMD) across the globe, with a footprint that
extends across all 50 States, five territories, the District of
Columbia, and more than 30 countries. Army Reserve Soldiers, Leaders,
and Units form a local, State, regional, national and global force with
unparalleled technical capabilities.\76\ Structured to provide
operational capabilities and strategic depth to the Army and the Joint
Force, the Army Reserve effectively deploys critical capabilities and
forces across the entire range of military operations.
---------------------------------------------------------------------------
\76\ A significant portion of the Army's key support units and
capabilities such as logistics, medical, engineering, Military
Information Support Operations (MISO), and Civil Affairs reside in the
Army Reserve.
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Well-educated, Trusted Professionals
A well-educated force of trusted professionals, the Army Reserve
holds 75 percent of the doctorate degrees and half of the master's
degrees in the Army. Enhanced by the civilian skills, education,
training, and experience of our Citizen-Soldiers, the Army Reserve's
doctors and nurses, lawyers, scientists, engineers and information
technology specialists, marketing and communications experts, and
public safety professionals serve on the leading edge of their fields.
When called to serve in uniform, they provide the professional
expertise they have developed in their civilian careers to the Army and
the Nation.
Tailorable, Scalable, and Responsive
Tailorable, scalable, and responsive, the Army Reserve has the
capacity to provide more than 27,000 Soldiers annually, as individuals
or units, to satisfy the DOD's operational requirements.\77\ CCMD's
need many of these Soldiers and Units in the first 45 days of an
operation to build crucial theater operating capacity quickly and to
sustain the war-fighter. Dispatching Army Reserve Logistics Support
Vessels (LSV) to render aid in the Philippines the same day they were
requested is a good example of the Army Reserve's accessibility and
responsiveness.\78\
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\77\ This figure is an average derived from the rotational units
with available force pool dates. The number changes slightly year to
year.
\78\ Lieutenant General Talley, Army Reserve Panel, AUSA Annual
Conference, 13 October 2014.
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Critical Capabilities, Civilian Skills, and Professional Expertise
Providing critical military enabling capabilities, civilian skills,
and professional expertise to the Army and the Nation remains an Army
Reserve core competency, which greatly assists the Army's effort to
enable the Joint Force to ``Win in a Complex World.'' \79\ Army Reserve
logistics, communication, and intelligence forces provide the
``endurance to sustain operations'' and the ability to ``set the
theater'' that helps the Joint Force present America's enemies and
adversaries with multiple dilemmas and multiple options.\80\ Army
Reserve Civil Affairs forces help the Army shape the global security
environment.\81\ Army Reserve Military Information Support Operations
(MISO) forces, Theater Information Operations Groups and Soldiers
supporting Cyber operations help the Army operate in multiple
domains.\82\ As we work together to develop the future force, we must
carefully consider how we man, train, and equip these critical
capabilities, and best leverage their capabilities to maximize the
tenets of endurance, mobility, and simultaneity that they bring to the
joint fight.\83\
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\79\ TRADOC Pamphlet 525-3-1, The U.S. Army Operating Concept, Win
in a Complex World, 2020-2040, 7 Oct 2014, p. iii.
\80\ Ibid, p. iii-iv.
\81\ Ibid, p. iv.
\82\ Ibid.
\83\ Ibid, p. 19-20.
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Mission-Focused
Today, the Army Reserve provides trained, equipped, and ready
Soldiers and cohesive Units to meet the Nation's requirements at home
and abroad. We are a combat-tested and integral element of the most
decisive and lethal land force in the world. We have the most
experienced Army Reserve in our Nation's history--one that has been
completely integrated into the Total Army and the Joint Force, and
remains operationally engaged via deployments and exercises. Never
before in the history of our Nation has the Army Reserve been more
indispensable to the Total Army and the Joint Force.
High Demand, Resilient Force
This steady demand for Army Reserve capabilities has introduced a
new paradigm of reliance on the Army Reserve as a critical part of our
national security architecture that must continue into the future. This
is particularly true when we are faced with such a complex and
exponentially evolving global security environment compounded by severe
fiscal constraints. Given the likelihood that neither of these two
conditions will change in the near term, we cannot lose the traction we
have made in integrating the Total Force. Nor can the Army lose the
sustainment and theater-level capabilities the Joint Force will require
and the Army Reserve is structured to provide when the need arises.
Life-Saving, Life-Sustaining Force
In a rapidly changing and increasingly dangerous global environment
fraught with fiscal uncertainty, the Army Reserve provides critical
skills and depth as the life-saving, life-sustaining Citizen-Soldier
force for the Nation. A community-based force, the Army Reserve offers
the Nation an effective insurance policy against strategic and
operational risk. Whether performing combat missions and contingency
operations, or saving lives and protecting property at home, our
expeditionary formations continue to offer versatile, available, and
effective capabilities to the Nation at reduced costs to the American
taxpayer--a win for the Army and the Nation. The Army Reserve is a good
return on America's investment--ready now, ready in times of crisis,
and ready for whatever threats and challenges the future may hold.
Twice the Citizen--Army Strong!
Senator Cochran. Thank you, General.
General Jackson.
STATEMENT OF LIEUTENANT GENERAL JAMES JACKSON, CHIEF,
AIR FORCE RESERVE
General Jackson. Chairman Cochran, Vice Chairman Durbin,
and distinguished members of the committee, thank you for the
opportunity to appear before you today. I am honored to be here
and to represent American citizen airmen as the Chief of the
Air Force Reserve and as commander of the Air Force Reserve
Command.
First, I want to highlight the nearly 70,000 Air Force
reservists who comprise our combat-ready force. These men and
women and their families are our greatest asset. Our citizen
airmen provide the Nation with daily operational capability,
strategic depth, and surge capacity needed to fly, fight, and
win in airspace and cyberspace.
One of the great strengths of your Reserve is that 75
percent of our members are part-time and provide a cost-
efficient and effective mission-ready force. On any given day,
approximately 5,000 Air Force Reserve members are serving on
Active Duty in support of combatant commanders.
Two weeks ago, we celebrated our 67th birthday as a
component of the Air Force, and we are grateful for the
significant contributions that our heroes have made since 1948.
But today, I want to speak with you about why today's airmen
are critical to our Nation's future.
General Welsh recently testified regarding the growing gap
between warfighting demand and available capacity, which
represents risk to our Nation. Your Air Force Reserve serves as
a hedge against that risk.
As we look to the future, we understand the importance of
properly balancing our three-component total force. Your Air
Force Reserve will continue to fill demand and capacity gaps
within our Air Force. To this end, our budget request includes
an increase in our end-strength of approximately 2,100
personnel, and this increase is needed to retain Active Duty
airmen who have transitioned to the Air Force Reserve and also
to grow and support the missions of
F-35, KC-46, ISR, and cyber.
Recently, our Nation faced a number of unexpected threats,
including the rise of ISIS and the outbreak of Ebola. In all
these instances, your Air Force Reserve has answered the call
because we've been properly organized, trained, and equipped.
However, the Reserve component can only be useful if they
remain at parity and fully interoperable with the Active
component. Of particular concern to me is the need to
recapitalize several Air Force Reserve major weapon systems in
the near future. We need to begin this recapitalization soon or
a significant capability shortfall will occur.
PREPARED STATEMENT
And finally, the Service chiefs and other Reserve chiefs
have testified about the devastating effects of sequestration
and its impact on our military, and I share their deep concern.
Sequestration-level funding degrades our readiness, hurts our
people, and strains our ability to train and equip our force.
Worse yet, no one can fully predict the long-term impacts.
Now more than ever, the Air Force Reserve must be ready for
tomorrow's fight as well as we are for today's. And with this
committee's continued support, we will be.
And I look forward to answering your questions.
[The statement follows:]
Prepared Statement of Lieutenant General James F. Jackson
introduction
Chairman Cochran, Vice-Chairman Durbin and distinguished members of
the Subcommittee, thank you for the opportunity to testify before you
today. I am honored to represent America's Citizen Airmen as the Chief
of Air Force Reserve and Commander, Air Force Reserve Command (AFRC).
The Air Force Reserve is a combat ready force comprised of nearly
70,000 Citizen Airmen stationed locally and serving globally.
The Air Force Reserve is a cost-efficient and mission effective
force, providing our Nation with operational capability, strategic
depth and surge capacity for both steady-state and contingency
operations. Every day, Combatant Commanders leverage the Air Force
Reserve to fly, fight and win in air, space and cyberspace. Since
President Truman and Congress established the Air Force Reserve in
1948, Citizen Airmen have been critical to our Nation's defense. We are
proud of more than six decades of exceptional service to the United
States.
Today, the Air Force Reserve remains a counterweight to the
rapidly-shifting strategic environment and a hedge against uncertainty.
Recently faced with a number of unexpected threats, including the rise
of the Islamic State in Iraq and Syria (ISIS) and the outbreak of
Ebola, our Nation leveraged the capacity of the Air Force Reserve to
respond in support of U.S. national interests. As ISIS drove thousands
of Iraqis from their homes, we airlifted life-saving supplies to the
Yazidi refugees, refueled strike packages, and delivered combat
capability. When the Ebola outbreak threatened the world, the Air Force
Reserve supported OPERATION United Assistance by providing medical
capability and airlift capacity to deliver vital personnel and supplies
to Liberia. With little notice, the Air Force Reserve responded rapidly
and effectively because we remain a combat-ready force.
today's air force reserve
Our mission is to fly, fight and win--in air, space and cyberspace.
Citizen Airmen and their families are, without question, our greatest
asset. Their selfless dedication, coupled with high levels of
experience, ensure the Air Force Reserve is ready to respond anytime,
anywhere.
As the Air Force continues to evaluate the Total Force mix through
the Total Force Continuum process, we are identifying gaps between
warfighting demand and the available supply of capabilities and/or
forces. The Air Force Reserve is essential to filling many of these
gaps and mitigating the associated risks by providing combat-ready
forces to the warfighter. Every day, approximately 5,000 Citizen Airmen
are mobilized, serving globally. The majority of these Airmen are
volunteers. This is beyond impressive; it is exceptional. The Air Force
Reserve contributes to every Air Force core function and performs
nearly every mission the Active Component performs. Last year our
Citizen Airmen performed nearly 500,000 man-days and filled more than
4,000 Air Expeditionary Force (AEF) deployment requirements with the
lowest reclama rate of any Air Force major command.
Air Force Reservists serve notably as Remotely Piloted Aircraft
(RPA) crews and maintainers, space operators, cyber warriors, and
Intelligence Surveillance and Reconnaissance (ISR) experts. Last year
Air Force Reserve RPA crews flew more than 18,000 sorties and provided
over 40,000 combat support hours. The 655th ISR Group provided a total
of 82,530 hours of ISR support to our joint partners. Additionally, the
Air Force Reserve executed about one-third of the daily operational
load across all space missions.
Moreover, the Air Force Reserve provides operational capability for
homeland support, including 100 percent of Air Force weather
reconnaissance with our Hurricane Hunters, 100 percent of the
Department of Defense's aerial spray capability for pesticides, and
aerial firefighting in conjunction with the Air National Guard. A
mission-ready force, the Air Force Reserve is perfectly suited to
fulfill these missions.
Our strategic depth makes the Air Force Reserve an indispensable
component of our national defense team. Reserve Airmen provide
accessible, ready manpower. Seventy-five percent of Air Force
Reservists serve part-time and enable a cost-efficient force that is
current, qualified, and ready to fight. Additionally, the Air Force
Reserve consists of those members of the Inactive Ready Reserve and
retired active duty members, who the President and Secretary of Defense
may recall at any time when needed.
All components of the U.S. Air Force, including the Air Force
Reserve, are ready and trained to the same high standard. The Air Force
Reserve's high level of readiness allows us to respond to a crisis
within 72 hours and seamlessly integrate with the Total Force. The
integration of Citizen Airmen leverages valuable experience and
provides continuity in Active Component units and on more than 50
staffs, including the Office of the Secretary of Defense, the Joint
Staff, Combatant Commands, Headquarters Air Force, nine other major
commands and many other Defense agencies. In addition to their military
experience, Citizen Airmen leverage a diverse range of civilian
experience, including attorneys, information technology professionals,
healthcare providers, small business owners and corporate executives,
to name a few. These civilian skills make our Air Force team even
stronger.
This past year, the Air Force Reserve supported every Combatant
Commander with operational capability and surge capacity. For example,
the 482nd Fighter Wing deployed with F-16's to Afghanistan where they
accounted for over 60 percent of kinetic airstrikes and supported more
than 400 requests for close air support from troops in contact.
Reservists from the 446th Airlift Wing led the first OPERATION United
Assistance mission into Liberia, while our KC-10 and KC-135 units
supported operations in U.S. Central Command. Our RPA crews from the
2nd Special Operations Squadron amassed more than 5,600 combat hours,
flew over 700 sorties, and provided critical ISR and fire support
capability to joint special operations forces in support of OPERATIONS
Enduring Freedom, Copper Dune and Jupiter Garret. These examples are
just a few that testify to our ability to meet combatant commander
requirements at a moment's notice across the full range of military
operations.
The ISR enterprise remains vital to the national security of the
United States and our allies. Over the past year, the Air Force Reserve
provided more than 80,000 hours of unrivalled ISR support for global
operations, while the 665th ISR Group stood up its final four
squadrons. This geographically distributed group consists of eleven
squadrons providing geospatial intelligence, human intelligence,
airborne linguist capability, signal intelligence, and ISR support to
special operations.
Space, the ultimate ``high ground,'' is equally vital to our
Nation's strategic advantage. Because joint forces rely on space-based
assets to, communicate globally, employ precision munitions, and
operate distributed ISR networks, the importance of this domain cannot
be overstated. The Air Force Reserve continues to provide unrivalled
support to our space forces as we look for opportunities for growth in
this domain. For instance, the 19th Space Operations Squadron recently
conducted Launch and Early-Orbit operations on four global positioning
satellites, enabling the delivery of enhanced precision navigation and
timing signals along with a new civilian safety-of-life signal. In
addition, our contributions at the Space Test and Training Range
provided a safe and secure environment for space and cyber training
during multiple Service, joint and theater-level exercises.
Air Force Reserve Airmen are experienced and dedicated
professionals, who are always ready to support our Nation when called.
We remain an essential partner in our three-component Air Force;
however, being ready for today's fight is not enough--we must also look
to the future.
tomorrow's air force reserve
Experienced & Valuable
To prepare for future uncertainty, the Air Force Reserve must
remain a viable and relevant force. Secretary James and General Welsh
have testified on the criticality of our three-component Air Force.
Shaping the Air Force Reserve portfolio to optimize performance ensures
we are ready to effectively respond to emerging Defense requirements.
Like the Air Force, the Air Force Reserve must balance the demands of
today with the challenges of tomorrow. We must focus on preparing for
an uncertain and fast-paced future. I agree with Secretary James when
she stated recently, ``I would expect that . . . we will come up with
additional missions, additional capabilities we would ask our Guard and
Reserve to assume in the future, and so I see the future of our people
program to be more reliant, not less reliant, on our National Guard and
Reserve.'' \1\
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\1\ Department of Defense Press Briefing on the State of the Air
Force; Presenters: Deborah Lee James, Secretary of the Air Force;
General Mark A. Welsh III, Air Force Chief of Staff; July 30, 2014
(http://www.defense.gov/Transcripts/Transcript.aspx?TranscriptID=5471).
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The Air Force Reserve will continue to fill demand-capacity gaps
within the Total Force. In fiscal year 2016, we must stop reducing our
forces and grow back Air Force Reserve end-strength by 2,100 Citizen
Airmen to meet critical current and emerging defense requirements,
especially for the F-35, KC-46, F-16, ISR and cyber missions.
The Air Force recognizes cyberspace as a critical domain that
enables and supports every mission area. Our Reserve Airmen are able to
leverage their civilian experience to produce game-changing
contributions, especially in the cyber and space career fields. The Air
Force Reserve will continue to strengthen our cyber capabilities to
ensure we are keeping pace with technological advances. We stood up our
first cyber operations group in fiscal year 2013. Included in the
fiscal year 2016 President's Budget request are Air Force Reserve
classic associate cyber protection teams, which will be tasked with
defending our critical information within the cyber domain.
The Air Force benefits from the high level of experience and
maximizes its investment in Airmen when they transition from the Active
Component to the Air Force Reserve. In many cases, without a Reserve
Component career option, many separating Airmen simply leave military
service for the civilian sector, taking with them millions of dollars-
worth of training and years of experience. Retaining these Airmen in
the Reserve Component represents a significant cost savings, benefiting
both the Total Force and the taxpayer. I am pleased to report that our
prior service Air Force accessions have gone from 45 to 58 percent from
fiscal year 2012 to fiscal year 2014. For instance, an Air Force pilot
with 10 years of experience represents an investment of around $3
million in formal training and millions more in operational training
and experience. Within this 10 year period, the pilot has likely
deployed and worked with coalition partners during combat operations
and participated in large-force exercises such as Red Flag. The Air
Force Reserve preserves and then further develops this experience,
because the value of such investment in training and experience grows
over an Airman's career and is impossible to replace quickly.
Just as preserving experience benefits the Nation, integrating
Reserve and Active Component forces creates efficiencies and fosters
interoperability. The Air Force Reserve currently accounts for
approximately two-thirds of the Air Force's associations. As we look to
the future, informed by our guiding principles, we will continue to
prioritize Total Force Integration initiatives to optimize the Air
Force Reserve's contribution to the Air Force mission. We will remain
ready--as one Air Force team-- to fly, fight and win.
Equipped & Ready
As an integrated component of our Air Force, the Air Force Reserve
must remain a relevant and capable force. We have maximized the service
life of our systems with a combination of highly experienced
maintenance personnel and priority modernization programs that ensure
those Citizen Airmen called into combat are afforded the same level of
weapons system capability as their Active Component counterparts. Our
current modernization efforts revolve around upgrading legacy systems
to enhance situational awareness and improve combat effectiveness. For
example, we are upgrading our F-16 fleet with precision engagement
enhancements such as advanced targeting pods, center display units and
Helmet Mounted Integrated Targeting systems. We are modernizing many of
our larger aircraft with defensive systems, such as Large Aircraft
Infrared Countermeasures, next-generation threat detection systems and
digital radar warning receivers to improve aircrew survivability and
expand their mission envelope.
The capacity preserved by the Reserve Component is only useful if
it remains at parity, in proper balance and fully interoperable with
Active Component and Joint Force capabilities. Since 1990, the average
age of Air Force aircraft has increased from 17 to 27 years, with the
oldest airframes residing mostly in the Reserve Component. Despite our
tireless modernization efforts and highly-experienced maintenance
force, our aircraft and systems will eventually fail to keep pace with
technological advances. Recapitalization of these weapon systems is
required to ensure our unbroken support of defense requirements. Of
significant concern to me is that unless the Air Force begins
recapitalization of several Air Force Reserve airframes nearing
obsolescence, a significant capability shortfall will soon threaten the
operational capability and surge capacity upon which the Air Force,
combatant commanders, and civil authorities now rely.
For example, a significant portion of the Air Force Reserve
inventory is comprised of legacy C-130H aircraft, most of which are 40
years old and have exceeded the airframe design life. In addition to
their primary tactical airlift and aeromedical evacuation roles, many
of these airframes are used to conduct Reserve Component-only taskings
here at home, including aerial spray and firefighting. Without
deliberate recapitalization of our legacy C-130s, the Nation's tactical
airlift capacity and these specialized missions could soon fall short
of meeting operational requirements. Additionally, we need equipment
enhancements, or we will not be able to operate in certain airspace in
accordance with Federal Aviation Administration and International Civil
Aviation Organization standards.
Of similar concern to me, our six Low Density/High Demand (LDHD)
HC-130 aircraft used in the Personnel Recovery and Combat Search and
Rescue mission are not yet included in the Service's recapitalization
plan. To optimize Air Force Reserve contributions to this high-
priority, LDHD mission set and help close the demand-requirements gap,
we need to recapitalize our legacy HC-130 fleet with newer HC-130J
aircraft.
Consolidated & Efficient
In addition to modernizing and recapitalizing our equipment, we
must continue to exercise good stewardship of our facilities and
infrastructure. The Air Force Reserve shares many facilities with the
Active Component, which bolsters our cost-efficiencies. We have nine
Air Reserve bases and are tenants at 58 locations. The Air Force
Reserve shares approximately 80 percent of space at tenant locations
including over 17.1 million square feet of facilities, primarily
aircraft hangars and maintenance shops, with our active duty
counterparts. While sharing facilities, equipment and aircraft reduces
overhead costs, we require military construction dollars to modernize
and maintain existing infrastructure. This year we requested $65
million for the following modernization projects and their planning and
design.
--Guardian Angel Operations Facility at Davis Monthan Air Force Base,
Arizona
--Small Arms Firing Range at Youngstown Air Reserve Station, Ohio
--Medical Training Facility at Joint Base San Antonio, Texas
--Aircrew Life Support Equipment Facility at Patrick Air Force Base,
Florida
--Satellite Fire Station at March Air Reserve Base, California
To make the best use of limited resources we will continue
modernizing our facilities while reducing our footprint. Air Force
Reserve Command will accomplish this by consolidating functions where
possible and demolishing or divesting unnecessary, resource-draining
infrastructure. We will continue to request funds to buy down our $1
billion military construction facilities backlog. Our Facility
Operations Capability Utilization Study process ensures we make every
dollar count!
Resilient & Connected
Without question, our people--the men and women and their families
who make up the Air Force Reserve--are our greatest strength and must
be our top priority. Yet, ongoing budget uncertainty and arbitrary
fiscal constraints degrade our readiness, hurt our people, and strain
our ability to properly train and equip our force. On top of these
challenges, with a 75 percent part-time force, our Citizen Airmen must
effectively balance their civilian and military careers, while
remaining attuned and responsive to the needs of their families. They
do so remarkably well, but we must continue to strengthen our community
of Citizen Airmen. In this area, I ask for Congress' continued support
as you have provided in the past.
A unique challenge we face is driven by our reliance on dual-status
(Title 5 and Title 10, U.S. Code) Air Reserve Technicians (ARTs) to
provide full time support for the Reserve force. Dual-status ARTs
represent over half of the Air Force Reserve's full-time workforce,
many of whom serve as senior leaders. ARTs provide continuity for day-
to-day operations and maintain responsibility for training and
equipping traditional, part-time reservists. Unfortunately, ARTs remain
vulnerable to furloughs and other setbacks experienced by government
civilian employees. We cannot let another round of furloughs impact our
Air Reserve Technicians. This has a direct impact on our readiness and
responsiveness.
Also, as we continue to grow and develop our force, we must remain
committed to taking care of our Airmen. The key to fostering strong and
resilient Citizen Airmen is maintaining a healthy reserve-work-life
balance, something that is unique to the Reserve Component. Balancing a
military career with both a civilian career and family demands is
challenging. Last year the Air Force Reserve tragically lost ten Airmen
to suicide, which was ten losses too many. This year our theme is, ``I
am connected.'' We want Citizen Airmen to have the resources available
to develop a culture of resilience they can share with each other and
their families.
One of the challenges we face is keeping Airmen and their families
connected even when they are not in military status. Unlike the Active
Component, many of our Airmen don't live near a base or installation
where they have ready access to services on a day-to-day basis. In
order to overcome this challenge, we are focusing efforts on creating
and sustaining programs that support our Airmen no matter where they
live.
The Air Force Reserve launched the Wingman Toolkit website and
mobile application in 2010 that offers a ``one-stop-shop'' for
resources and useful tips on all four components of the Comprehensive
Airmen Fitness (CAF) model. CAF incorporates aspects of mental,
physical, spiritual and social wellbeing of our Airmen. The Air Force
recognized the power of this tool and is adopting it for the Total
Force. This type of tool helps us reach our Airmen and their families
even if they live far away from their units.
The Air Force Reserve is further promoting the culture of military
connection to spouses and families. We are working hard to grow our Key
Spouse Program, which is an Air Force commander and family program
designed to enhance readiness and ensure a sense of Air Force
community. This program is a fantastic opportunity for spouses and
families to get involved. We believe by strengthening the connections
our Airmen have with each other and their families, we can build a
stronger and more effective force.
I also want to thank Congress for continued support of the Yellow
Ribbon Program. Started almost a decade ago, this program supports Air
Force Reserve members who are transitioning between their military and
civilian lives. These fantastic events promote the well-being of
reservists and their loved ones by connecting them with resources both
before and after their deployments. Each year our command sends
approximately 6,000 Citizen Airmen and their family members to these
incredible events where they receive valuable information on
educational benefits, healthcare, and available community resources.
We are dedicated to taking care of Airmen in their military careers
and beyond. DOD programs such as the Employer Support of the Guard and
Reserve and Hero2Hired are essential in supporting our Airmen by
providing the help and resources they need to succeed in their personal
and professional lives. By taking care of Airmen, we honor their
dedication and service to this Nation.
conclusion
The Air Force Reserve remains an integrated and combat-ready force,
providing readily accessible daily combat capability, strategic depth,
and surge capacity. We are proud to be an indispensable Air Force
component supporting our national security. Our Citizen Airmen stand
ready as a counterweight to instability and a hedge against future
uncertainty, postured to defend our Nation against the threats of today
and tomorrow. Thank you for your continued support.
Senator Cochran. Thank you.
Admiral Braun.
STATEMENT OF VICE ADMIRAL ROBIN R. BRAUN, CHIEF, NAVY
RESERVE
Admiral Braun. Chairman Cochran, Vice Chairman Durbin, and
distinguished members of the subcommittee, thank you for the
opportunity to present an update on the United States Navy
Reserve.
With me today is Force Master Chief C.J. Mitchell, and
we're honored to represent more than 58,000 Reserve sailors and
their families who proudly serve our Nation.
We appreciate the Senate resolution marking this year's
centennial of the Navy Reserve, and recognizing the service and
sacrifice of Navy Reserve sailors past and present. These
citizen sailors represent every State in the Nation and have
proudly served in every military contingency since World War I
to present operations.
The Navy Reserve continues to be operationally engaged and
integrated with the Navy, Marine Corps, and Joint Force.
Reserve contributions have been critical to the Navy's ability
to operate forward.
Over the past year, the Navy met combatant commander
requirements with tailored force packages ranging from
individual sailors to full units. In 2014, our sailors filled
75 percent of the Navy's individual augmentee requirements
while our Seabee battalions and coastal riverine squadrons
conducted rotational deployments to Afghanistan, the Middle
East, and Africa.
Although today's Navy Reserve is 34 percent smaller than it
was in 2000, the PB-16 (President's budget for fiscal year
2016) requested end-strength is based on continual efforts to
optimize Reserve Force structure and employment. PB-16 will
sustain the Navy Reserve's ability to be operationally engaged
and ready to respond where it matters and when it matters.
There are, however, mission areas where we face increasing
risks. Almost 15 years of increased OPTEMPO have taken a toll
on the equipment our sailors operate, especially in naval
aviation. This OPTEMPO combined with the current fiscal
environment increases the importance of having the flexibility
to make the best investment decisions with available resources,
such as funding from the National Guard and Reserve Equipment
Account.
Aircraft recapitalization is absolutely our top equipping
priority for the Navy Reserve. For example, the C-48 transport
aircraft is needed to provide flexible and responsive airlift
in support of fleet operations around the world.
We also face continuing challenges in manning some of our
high-demand career fields and appreciate the committee's
support in providing accession and retention bonuses.
PREPARED STATEMENT
The Navy Reserve is keeping pace with evolving missions,
leveraging the skills our sailors bring from the private sector
to help develop innovative technologies and capabilities. For
example, our sailors with civilian cyber skills are integrating
into the cyber mission force, and units are standing up to
support unmanned systems and the newest surface platforms.
The Navy Reserve will remain operationally proficient,
highly trained, and surge-ready to meet the needs of the
Nation. On behalf of our dedicated citizen sailors, I thank the
members of the committee for your support and welcome your
questions. Thank you.
[The statement follows:]
Prepared Statement of Vice Admiral Robin R. Braun
introduction
Chairman Cochran, Vice Chairman Durbin, and distinguished members
of the Subcommittee; thank you for the opportunity to present an update
on the United States Navy Reserve. This year, as we celebrate the
Centennial of the Navy Reserve, I am especially honored to represent
more than 58,840 skilled and dedicated Reserve Sailors and Navy
Civilians, as well as their families. From every State and territory,
our Citizen Sailors have mobilized over 73,000 times in every theater
of operations since 2001. This includes 2,947 personnel who deployed
last year to support operations around the globe. On behalf of the
entire Navy Reserve, I would like to extend my sincere gratitude for
your continued support.
The Navy Reserve is more operationally engaged and integrated today
than we have been in decades. Our contributions to the Total Force have
proven critical to supporting the Navy's strategic plan to meet the
Nation's security needs as determined by the 2012 Defense Strategic
Guidance (DSG) and the 2014 Quadrennial Defense Review (QDR). The QDR
calls for the Joint Force to ``rebalance'' in four areas, one of which
is, ``rebalancing capability, capacity and readiness . . .'' The Navy
Reserve specifically assists the Navy in this effort through our
operational capabilities, flexible and timely surge capacity, and
unique force structure. Full integration of these elements and
capabilities provides the Navy and Joint Force flexible and reliable
strategic depth and on-demand capabilities that are, ``Ready now,
Anytime, Anywhere.''
a century of service
The Navy Reserve was established by Congress in 1915, and for 100
years Reserve Sailors have answered the Nation's call to duty, serving
in every U.S. conflict and national emergency. Since the terrorist
attacks of September 11, 2001, Navy Reserve Sailors have been mobilized
on shore and at sea, delivering security both at home and abroad, and
providing tens of thousands of ``boots on the ground'' in places like
Iraq, Kuwait, Afghanistan, and the Horn of Africa. Although today's
Navy Reserve is dramatically smaller than the days when we made up 84
percent of the Navy's WWII force, we are more deeply integrated,
operationally focused and combat proven than we have been in decades.
March 3, 2015 marked the Centennial of the Navy Reserve, providing
a tremendous opportunity to recognize the contributions made by Navy
Reserve Sailors over the past century. This year, at commemoration
events across the country, we are highlighting how Citizen Sailors have
responded during key times in our Nation's history, and how they still
stand ready to serve. We look to the future and see a Navy Reserve,
``Ready then, Ready now, Ready always!''
operationally engaged
Over the past year, the Navy responded to Combatant Commander
(CCDR) requirements with tailored force packages of Reserve units and
personnel. Reserve Component (RC) solutions met the full range of
support required, from Navy core missions to CCDR ad-hoc requirements.
Our force structure provided integration options ranging from the
mobilization of an entire unit to the activation of a single Individual
Augmentee (IA) Sailor. In support of their strategic surge roles, non-
mobilized Sailors maintained their readiness through training and
operational support to the Fleet. This model delivers increased
flexibility and depth to the Total Force, and the experience gained by
Reserve Sailors through mobilizations and operational support enhances
the Navy Reserve's interoperability with the Active Component (AC) and
the Joint Force.
The newly published revision of A Cooperative Strategy for 21st
Century Seapower states the following:
``To ensure our active and reserve Sailors, Marines, and Coast
Guardsmen-as well as civilians-remain our greatest asymmetric
advantage; we will...Optimize the total force mix by
strategically employing the Selected Reserve, managing
differentiated talents to create more adaptive and agile
warriors, and expanding Service opportunities to a wider
population in support of peacetime operations and to provide
essential surge capacity.'' \1\
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\1\ CS21 Revision--A Cooperative Strategy for 21st Century
Seapower.
In line with this vision, we are engaging with Resource Sponsors to
operationalize more of our RC to support steady-state operations and
provide essential surge capacity.
As we reflect on the accomplishments of 2014, the Navy is already
moving toward this vision. Last year the Navy Reserve was heavily
engaged with deployments by Navy Mobile Construction Battalions (NMCB),
Cargo Handling Battalions, Coastal Riverine units, Maritime Patrol
squadron detachments, and Special Operations Force (SOF) capabilities
delivered by both Reserve helicopter squadrons and RC SEAL Team units.
Reserve Sailors filled 75 percent of the Navy's total IA requirements,
enabling AC Sailors to fill critical at-sea billet vacancies. Reserve
Sailors also provided direct support to CCDR and Fleet operations and
exercises including RIMPAC, COBRA GOLD, and URGENT PROVIDER,
comprehensively delivering greater than two million man-days of
operational support.
In 2014, the Navy Reserve's flexibility facilitated assumption of
the High Value Unit (HVU) escort mission from the Coast Guard at
Groton, CT. Navy Expeditionary Combat Command's (NECC) Reserve Coastal
Riverine Squadrons surged to meet this new requirement. By leveraging
RC Sailors' experience gained through deployments in support of OCO
missions, Navy Reserve Sailors will assume full mission responsibility
for escorts in the ports of Hampton Roads, Mayport, Puget Sound and San
Diego by the end of fiscal year 2016. This Total Force solution enables
Navy's AC units to remain on their established operational deployment
schedule.
SEAL Teams 17 and 18 are Navy Reserve units that provide SOF
capabilities to CCDRs by deploying SEAL, Special Warfare Combatant
Craft (SWCC) and combat service support personnel. The manner in which
Naval Special Warfare (NSW) employs their RC Sailors is carefully
considered and designed to deliver strategic benefits. They leverage
the maturity, continuity, and experience offered by RC Sailors to
generate long term region-specific expertise and cultural understanding
and to cultivate a network of partners. NSW has also been drawing on
their Reserve Sailors with specialized civilian experience to develop
Unmanned Aerial System elements which provide vital augmentation to
critical SOF missions.
Through ongoing mission analysis of the Navy Total Force
Integration Strategy, U.S. Fleet Cyber Command has developed a Reserve
Cyber Mission Force Integration Strategy that leverages our Reserve
Sailors' skill sets and expertise to maximize the Reserve Component's
support to the full spectrum of cyber mission areas. Within this
strategy, the growth of 298 Reserve billets from fiscal year 2015
through fiscal year 2018 will be individually aligned to Active
Component Cyber Mission Force teams and the Joint Force Headquarters-
Cyber. Accordingly, the Joint Force Headquarters-Cyber and each Navy-
sourced team will maximize its assigned Reserve Sailors' particular
expertise and skill sets to augment each team's mission capabilities.
As our Reserve Cyber Mission billets come online and are manned over
the next few years, we will continue to assess our integration strategy
to take advantage of RC Sailors' military and civilian expertise.
Commanders in the field have noted that the civilian professional
expertise of Reserve Sailors enhances their military capability. As one
Joint Task Force Commander recently noted, ``The background and
contemporary industry knowledge members of the Navy Reserve bring to my
organization cannot be understated--they bring a unique set of skills
which consistently results in a better solution or product when they
work side by side with their active duty counterparts, government
civilians and contractors.'' It is the unique combination of civilian
and military experience and skills provided by Reserve Sailors that can
offer the diversity of thought and insights which regularly generate
innovation and act as a force multiplier.
navy reserve force readiness
The Navy Reserve focuses on providing Sailors who are available for
mobilization at a moment's notice. Reserve Personnel, Navy (RPN)
funding is essential to providing trained and ready Sailors to support
the Navy, Marine Corps, and the Joint Force. On any given day,
approximately 90 percent of eligible Sailors are mobilization ready. It
is important to understand that mobilization readiness involves more
than just training our Sailors for their jobs; it also includes
ensuring our Sailors' resilience through medical, physical, spiritual
and family readiness. In addition to RPN, these programs are supported
with Overseas Contingency Operations (OCO) funding.
Personnel Readiness
Discretionary RPN funding in PB-16 is the primary means with which
we generate readiness and provide operational support to the Fleet and
CCDRs. A unique advantage of these funds is the immediacy with which
they can be allocated to provide timely manpower and capabilities to
support emergent requirements anywhere they are needed. As historical
execution rates show, every dollar of RPN contributes to operational
support, and I thank the committee for its continued support of
discretionary RPN funding.
In addition to providing operational support for CCDRs, OCO ADT
funds are used to provide RC Sailors with essential mobilization
training. OCO funds also support critical resilience programs delivered
via the Yellow Ribbon Reintegration Program (YRRP) to help RC service
members and their families before, during, and after deployments. YRRP
programs promote awareness and understanding of available resources to
address unique challenges faced by Navy Reserve Sailors, especially as
they reintegrate into their communities, families, and civilian jobs
after mobilization. Reserve specific programs like these are necessary
because, in many cases, our Sailors reside far from military
installations where support services are traditionally provided. We are
focused on building a culture where asking for help is encouraged and
looked upon as a sign of strength. These programs are vital in
providing the continuum of care for our Sailors.
Equipping the Navy Reserve
Almost 15 years of increased operational tempo have taken a toll on
a significant portion of the aircraft and other equipment our Sailors
operate. In order to safely accomplish our assigned missions and
seamlessly integrate with the AC, the Navy Reserve depends on modern
and reliable hardware. As noted in DOD's fiscal year 2016 National
Guard and Reserve Equipment Report, the Navy Reserve's top equipping
challenges ``continue to be aircraft procurement.'' \2\
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\2\ Fiscal Year 2016 DOD National Guard and Reserve Equipment
Report.
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Aircraft recapitalization is absolutely our number one equipping
priority. It is critical for the Navy Reserve's ongoing operational
support to the Naval Aviation Enterprise, and my staff has been working
closely with the Active Component Resource Sponsors to address the Navy
Reserve's future resourcing concerns.
Fiscal constraints have created an environment where we must be
increasingly focused on extending the life of every piece of
infrastructure and hardware; however, each has a finite lifespan and we
accept increasing risk as we approach that limit. Even when we are able
to extend the life of legacy equipment such as F/A-18A+ and P-3C
aircraft, we cannot overcome the resulting interoperability barriers
and maintenance issues associated with extended service.
The Navy Reserve's Tactical Support Wing (TSW), comprised of five
Reserve squadrons, provides adversary training to the Fleet and assists
in Fleet Replacement pilot production. Two of these squadrons, VFA-204
and VFC-12, fly F/A-18A+ aircraft as the Navy's strategic reserve of
Carrier Air Wing (CVW) tactical aircraft. They maintain their readiness
by filling a fleet operational support role of providing dedicated
adversary support, also known as ``Red Air'', for Fleet Replacement
Squadrons and deploying CVWs. Effective air-to-air training requires a
skilled Red Air opponent and the TSW provides the Navy's recognized
experts at adversary flying.
VFA-204, home-based in New Orleans, and VFC-12, home-based in
Virginia Beach, are operating legacy F/A-18A+ Hornets that are nearing
the end of their service life. As a group, the aircraft assigned to
VFA-204 and VFC-12 are the oldest Hornets in the Navy, resulting in
increased maintenance challenges. Reserve leadership is working with
the Active Component to ensure our Reserve VFA community remains viable
in the future.
Our Electronic Attack Squadron, VAQ-209, completed its transition
from the EA-6B to the EA-18G Growler and was certified `Safe for
Flight' in May 2014. VAQ-209 has been deploying with the legacy EA-6B
as part of Navy's expeditionary Airborne Electronic Attack deployments
since 1995. They are scheduled to deploy with their new electronic
attack aircraft in fiscal year 2016.
The Navy's strategic depth in the Maritime Patrol and
Reconnaissance Aircraft (MPRA) community consists of two squadrons, VP-
62 and VP-69, both of which operate legacy P-3C Orion aircraft. These
units, based in Jacksonville, FL, and Whidbey Island, WA, have been
instrumental in filling operational gaps in both deployed and homeland
defense roles as the AC MPRA community transitions to the P-8A
aircraft. By incorporating Reserve VP Squadrons into the deployment
cycle, the Active VP squadrons will be fully transitioned to the new P-
8A by fiscal year 2019.
Within the Fleet Logistics Support Wing, we will accept delivery of
two C-40A cargo aircraft in fiscal year-2015, bringing our total
inventory to 14 aircraft and a 15th C-40A will be delivered in fiscal
year-2017. This will allow the Navy to continue fleet reconstitution
following the 2014 divestiture of the inefficient and costly C-9B
legacy aircraft. Navy Reserve C-40A cargo and passenger aircraft are
classified as Navy Unique Fleet Essential Aircraft (NUFEA). As NUFEA
they are critical supporting elements to all facets of Navy's deployed
operations and are a prime enabler of Navy's support to CCDR
requirements. The NUFEA C-40A program places the Fleet closer to
realizing a more capable and cost-effective lift capability.
Following the direction and expectations communicated by the
defense appropriations subcommittees, the Navy Reserve used prior
National Guard and Reserve Equipment Appropriations (NGREA) to meet
readiness and operational requirements. For example, the Navy Reserve
invested in four new fully-equipped MK VI Patrol boats for our San
Diego and Little Creek RC Coastal Riverine Force; we have invested in
sustaining the fleet of F-5 adversary aircraft based at NAS Fallon and
NAS Key West; and we have modernized and purchased new communications
equipment for RC Sailors in Navy Expeditionary Combat Command (NECC). I
thank you for these funds that support our Nation's Citizen Sailors as
they accomplish their mission.
facilities
The Navy Reserve operates six region headquarters (Reserve
Component Commands), two Joint Reserve Bases (JRBs) and 123 Navy
Operational Support Centers (NOSCs). These facilities serve Navy
Reserve Sailors and are located in all 50 States as well as Puerto Rico
and Guam. Our NOSCs reside on and off DOD installations as both Navy-
only and Joint facilities. These facilities are a mix of stand-alone
NOSCs, Navy-Marine Corps Reserve Centers (NMCRC) and Joint Armed Forces
Reserve Centers (AFRC).
We have made the best use of available military construction and
facilities sustainment funding to provide the safe and modernized
environment our Sailors need to maintain training and readiness. Where
able, we have partnered with other service components to relocate NOSCs
onto military installations to leverage existing infrastructure and
share force protection efforts, such as the re-location of NOSC
Pittsburgh, onto a USAF Reserve base. We have also partnered with other
service components to establish tenancy in Joint Reserve facilities as
we did with NOSC New Castle which now shares a facility with the
Delaware National Guard. PB-16 supports the relocation of an additional
stand-alone NOSC onto a DOD installation. In response to force
structure adjustments and our commitment to gaining efficiencies across
the Reserve Force, our Military Construction, Navy Reserve (MCNR)
projects have enabled us to build modern, energy-efficient, and
technologically current facilities.
As a part of the Navy's Energy Program for Security and
Independence, the Navy Reserve continues to seek opportunities to gain
energy efficiencies through modernization and new construction. For
example, in fiscal year 2014 we funded seven collaborative energy-
saving projects that will generate ongoing annual savings.
Our plans prioritize vacating obsolete buildings, such as the one
currently occupied by NOSC Des Moines, a converted 1906 Cavalry barn
listed on the National Register of Historic Places. In 2013, we
partnered with the Marine Corps Reserve to construct a new Navy-Marine
Corps Reserve Center. NOSC Des Moines is scheduled to transition into
the new facility in 2017. Additionally, our plans also support the
modernization and construction of two Joint Reserve Intelligence
Centers (JRICs). These facilities are ``hubs'' of intelligence
expertise that facilitate direct support to forward deployed
warfighters and are a critical piece of the Joint Intelligence Program.
Each year we direct our Facilities Sustainment, Repair and
Modernization funds to address the highest priority modernization and
repair projects. As can be expected with facilities located in every
climate across the country, unforeseen events can trump planned
projects when we are faced with major repairs that result from
destructive weather events or deterioration issues. In any given year
we are only able to address a portion of our total facilities
sustainment requirement. Adequate facilities are necessary to keep Navy
Reserve Sailors ready to mobilize and deploy forward. Your support
represents an essential investment in the future health and readiness
of the Navy Reserve's Citizen Sailors.
community impact
Navy Reserve Sailors are the face of the Navy in communities
throughout the Nation. As they interact with the American public on a
daily basis, they showcase the pride and professionalism of the U.S.
Navy while supporting civic, educational, and community events.
Through the Secretary of Defense's Innovative Readiness Training
(IRT) program, Guard and Reserve units conduct training missions that
also support projects for underserved communities. During fiscal year-
2015, Navy Reserve Sailors will help construct roads and buildings at
the YMCA of the Rockies in Granby, Colorado; develop infrastructure for
housing developments in the Fort Belknap Indian Community near Harlem,
Montana; and provide medical, dental and optometry services in
Sikeston, Missouri; Binghamton, New York; and Tuskegee, Alabama. The
IRT program is a synergistic approach to meeting operational readiness
training requirements while executing valuable community service
projects.
Navy Emergency Preparedness Liaison Officers (NEPLOs) maintain
strategic positions from which they respond to crises on a local, State
or national level. NEPLOs plan and deliver integrated Navy support to
civil authorities when domestic disasters occur. They are a cadre of
senior RC officers who are trained to determine how Navy assets can
best fulfill emergency response needs. As they train regularly with
emergency response personnel and National Guard units, they develop
working relationships which ensure timely access to Federal support.
NEPLOs expedite responses when delays could result in greater damage to
property or loss of life. In 2014, NEPLOs coordinated assistance for
flooding in Colorado, a chemical spill in West Virginia, wildfires in
California and Washington, severe winter storms in Pennsylvania,
mudslides in Washington, and tropical storms in Hawaii. This Navy
capability is maintained solely in the RC due to its part-time force
structure requirement.
Reserve Sailors also have the solemn duty of delivering funeral
honors on behalf of a grateful Nation to American veterans across the
country. NOSC presence in every State makes this support possible. Our
Sailors execute this mission flawlessly with humility and compassion,
often driving many hours to deliver these services. They are the
deceased family's final reminder of the proud military service and
sacrifice given by their loved one. Last year the Navy Reserve
fulfilled 64 percent of the Navy's funeral honors requests, serving at
35,308 funerals for Navy veterans.
health of the force
End Strength
Although today's Navy Reserve is 34 percent smaller than it was in
2000, the PB-16 requested Navy Reserve end strength of 57,400 is based
on continuous efforts to optimize Reserve force structure and
utilization. Today's force mix is the result of deliberate
consideration of multiple factors including cost, accessibility,
responsiveness, flexibility, capability and capacity. Thorough analysis
shows that maintaining capacity in the RC provides reversibility,
reducing the cost and time associated with reconstitution; and,
augmenting AC units with Reserve Sailors provides strategic depth and
surge capacity without the cost burden associated with full-time end
strength.
Each mission area has a different optimal AC/RC force mix. No
single force mix solution can be applied across all of the diverse
communities and enterprises within the Navy due to each having
distinctive requirements. Additionally, emerging threats as well as
technological and fiscal environments impact the optimal AC/RC mix.
Regardless, the keys to success in each community and enterprise are
the same--deliberate consideration of force mix beginning at concept
development, and the application of a common cost assessment mechanism
that accounts for the total life cycle cost of all personnel--active,
reserve and civilian.
Recruiting and Retention
Due to high retention and ongoing end strength reductions, the Navy
Reserve was only able to accept 25 percent of applications from
separating AC Sailors interested in a transition to the RC in 2014 (642
of 2,560). As Navy Reserve end strength stabilizes in fiscal year 2016,
we expect opportunities to increase. To further increase these
transition opportunities, we have an ongoing effort to expand Continuum
of Service (CoS) options that enables transitioning AC Sailors to bring
their valued experience to the Reserve Force. Simultaneously, we are
advertising opportunities for RC Sailors in specific ratings and year
groups to transition to undermanned AC ratings in either a temporary or
permanent capacity. Last year 291 RC Sailors permanently transferred to
the AC. These CoS options enable the Navy to retain targeted skills and
experience while supporting the needs of our Sailors.
The Navy Reserve employs a focused bonus strategy to selectively
target the specific skills and experience needed by the Navy. Selective
Reenlistment Bonuses, affiliation bonuses and enlistment bonuses are
used to improve retention and recruitment of Enlisted Sailors in these
specialties. Officer accession and affiliation bonuses and special pays
are used to maintain or increase manning levels by targeting
undermanned pay grades in critical and undermanned skill sets.
There are two specific communities that present a persistent
challenge to meeting recruiting goals--Unrestricted Line (URL) officers
and medical officers. During fiscal year-2014, Navy was only able to
attain 87 percent of RC URL recruiting goals and only 67 percent of the
RC medical officer recruiting goals. The challenge in meeting the URL
goal is rooted in the single recruiting pool--officers transitioning
from the AC--and high AC URL retention has limited the number of
officers available to transition into the RC. As a result, URL
affiliation bonuses are offered to officers from the EOD, SEAL,
Surface, Submarine, and Aviation communities. Additionally, the Navy
Reserve is authorized to use a limited Critical Skills Retention Bonus
for Naval Special Warfare (SEAL) officers in an effort to reduce
attrition in that community.
Accessing Health Care Professionals, specifically medical officers,
remains an even more significant recruiting challenge. Past
Congressional action authorized Navy Reserve to expend resources to
attract and retain these officers for critically undermanned wartime
specialties. These incentives are still necessary and are used to
partially overcome challenges that include impacts of mobilizations on
civilian medical practices and significant income loss during military
service.
Resilience Programs
The Navy Reserve continues to lead the way in quality mental
healthcare for our service members. Post Deployment Health Assessment
(PDHA) compliance and periodic reassessments (PDHRA) for demobilizing
Sailors are elements of the continuum of care that function as
mechanisms through which Reserve Sailors can access reliable and
quality mental healthcare. The medical foundation set forth by the
PDHA/PDHRA will also be continually reassessed via the Mental Health
Assessment (MHA) portion of the annual Periodic Health Assessment
(PHA). The symptoms of Post-Traumatic Stress Disorder (PTSD) and
Traumatic Brain Injury (TBI) or other related mental health conditions
often do not manifest themselves immediately. This requires our leaders
as well as every Sailor and their families to be ever vigilant and
responsive to changes in Sailors' behavior and performance after
mobilization.
Balancing the demands of military service, family obligations, and
a civilian career can be challenging and stressful. It is common for
military families to experience stress before, during and after
deployment. Family readiness impacts Sailor readiness, so building
resiliency and support for families is essential to a Sailor's ability
to focus on their mission.
The Yellow Ribbon Reintegration Program remains the cornerstone of
the Navy Reserve's deployment readiness and reintegration training
programs. The need for this continuum of care will extend well beyond
the return of last combat mobilized Sailor. A key program within the
YRRP is the Returning Warrior Workshop, which focuses on the
reintegration process for service members and their spouse/family
member, and helps identify Sailors in need of follow-on care.
Navy Reserve's Psychological Health Outreach Program (PHOP) ensures
remotely located Reserve Sailors have access to appropriate
psychological healthcare services. PHOP counselors provide Operational
Stress Control (OSC) briefings to Reserve Sailors across the Nation. In
2014, PHOP counselors completed 355 NOSC and Navy Mobilization
Processing Site visits, completing 2,637 Behavioral Health Screenings
(BHS) and over 30,000 individual contacts. Additionally, they served as
facilitators at 14 RWWs to help identify Sailors or families in need of
support. This year's implementation of Resiliency Check-ins (RCI)
allowed PHOP counselors to provide one-on-one behavioral health
assessments that include on-the-spot initial and follow-up referrals
when needed. This removes any perceived stigma to seeking help and is a
proven way to ensure Sailors receive the mental healthcare they need.
Referrals to nonmedical counseling support military families with a
variety of common concerns that can occur within the military lifestyle
including anger, loss, grief, separation, and stress reactions to
deployment cycles/reintegration.
Prevention Programs
The Navy Reserve is committed to eradicating suicide and sexual
assault from our ranks. Prevention through education, awareness and
training continues to gain increased traction across the Force in both
of these areas.
The Navy Reserve is concerned about the increase in suicides from
2013 to 2014 and is focused more than ever on stress navigation and
resilience-building tools to empower our Sailors to thrive, not just
survive. Navy Resilience and Suicide Prevention Programs promote
community and focus on comprehensive wellness. The Navy Reserve is
actively engaged in cross-functional teams charged with suicide
prevention efforts and is assisting with the development of the Defense
Strategy on Suicide Prevention. Additionally, RC members have access to
PHOP counselors 24/7/365. With an all-hands approach of ``Every Sailor,
every day'' we are committed to ensuring every Shipmate knows they are
valued, have resources available, and understand that asking for help
is part of operating as a team and is a sign of strength.
The Navy Reserve fosters a climate that is intolerant of sexual
assault and other unacceptable behaviors such as sexist language and
behavior, hazing, and sexual harassment. Leaders at all levels continue
to stress personal responsibility and accountability for decisionmaking
and behavior. We promote a culture of treating all with dignity and
respect while living by the Navy's Core Values both on and off duty. To
further our Sexual Assault Prevention and Response (SAPR) efforts, we
assigned a dedicated SAPR Officer at our Navy Reserve Force
Headquarters to coordinate continued training and focus on eradicating
sexual assault and destructive behaviors from our Force. This year, we
continue to focus on Bystander Intervention Training which teaches
Sailors intervention techniques to prevent destructive decisions,
thereby empowering them to take action and stop behaviors not aligned
with our Core Values and Navy Ethos.
The Navy Reserve has played an important role in the Victims' Legal
Counsel (VLC) Program since it was established in August 2013. Reserve
judge advocates have filled over one-third of the billets in the
program since its inception, providing corporate knowledge that best
supports victims of sexual assault. Reserve Sailors also initially
manned 3 out of 5 Regional VLC Officer-in-Charge (OIC) positions. Many
Reserve judge advocates have handled similar issues in the civilian
sector and are uniquely qualified to provide leadership, litigation
experience, and program policy development in support of sexual assault
victims. A trusted VLC program encourages reporting by victims who will
only step forward if they know their rights will be protected through
the investigation and adjudication phases.
strategic imperatives
As the Navy transforms to meet future demands as determined by the
DSG and QDR, so too, will the Navy Reserve. In alignment with CNO's
guidance, we will continue to build on the operational proficiency we
have gained to remain ready to respond to emerging missions. We are
also expanding our ability to draw on the civilian skills of our highly
diverse and multitalented personnel, building an innovative team for
the future.
As the maritime battle-space continues to evolve and technology
expands at ever increasing rates, the Navy Reserve is being guided by
five Strategic Imperatives:
First, we will keep pace with the Navy's future capabilities,
integrating with the newest platforms and missions. Navy Reserve
Sailors will continue to play a critical role as part of the Total
Force, with opportunities for careers using the latest technology,
while supporting the newest platforms.
Second, we will maintain a ready force for tomorrow. We will remain
operationally proficient, ensuring a ready, highly trained, and surge-
capable Force. Ready Sailors enable the
Reserve Component to have a tremendous impact on Fleet and
Combatant Commander operations around the globe. Our Force continues to
aggressively seek opportunities to conduct and support missions with
our Fleet and Joint commanders.
Third, we will broaden the manner in which we employ each Sailor's
unique capabilities, leveraging their military and civilian skills in
support of future requirements. Our Sailors have unique capabilities
derived from a combination of military and diverse civilian skills.
Whether a tradesman, first responder, executive, or licensed
professional, the Navy has long benefitted from the civilian
experiences of our Sailors. To harness this tremendous asset, we will
catalogue the specific skills of our Sailors and look for opportunities
to use them as a force multiplier.
Fourth, we are working to consolidate and modernize the systems
used to enable and manage Sailor readiness, while ensuring security and
improving Sailor access to those systems. With the distributed nature
of the Reserve work force, utilizing a single secure log-in to access
the various Internet-based operational, training and management
applications, and integrating mobile and cloud-based IT solutions will
reduce the time and effort associated with meeting readiness and
training requirements.
Fifth, we are examining initiatives to provide more flexible
options for a career of service. Our people, Sailors and civilians
alike, are what make our Navy Reserve strong. We are working to deliver
expanded officer and enlisted professional development opportunities
focused on enhancing leadership skills, character development, and
reinforcing our Navy ethos. Critical to developing future leaders is
our ability to access and retain high-performing, knowledgeable Sailors
and civilians who are innovative and desire to continuously learn. To
this end, we will expand Continuum of Service options to enable Sailors
to more easily transition between the Active and Reserve Components,
thereby increasing the agility of the Total Force.
conclusion
As the Navy Reserve embarks upon our second century of service, we
continue to be operationally engaged and ready to respond--where it
matters, when it matters. As good stewards of our Nation's resources,
we have sought and will continue to seek efficiencies while
prioritizing mission effectiveness. PB-16 will sustain the Navy
Reserve's preparedness to surge when and where needed. While concerns
remain--the foremost being aviation recapitalization--we will continue
to work in concert with the AC to optimize utilization of the Reserve
Component through continued innovation, force mix modifications, and
process improvements. As we consider future force mix and force
structure, we will continue to look for opportunities to recapitalize,
modernize and improve our equipment and facilities and, when necessary,
mitigate the risks associated with extending their service life. The
future Navy Reserve is a Force that keeps pace with warfighting
capabilities and technology, while persistently identifying new ways to
improve how we support and care for our Sailors and their families. On
behalf of all the dedicated Citizen Sailors who serve our great Navy, I
thank the members of the Committee for your support.
Senator Cochran. Thank you, Admiral.
General Mills.
STATEMENT OF LIEUTENANT GENERAL RICHARD P. MILLS,
COMMANDER, MARINE FORCES RESERVE
General Mills. Chairman Cochran, Vice Chairman Durbin,
distinguished members of the subcommittee, it's an honor to
appear before you today to talk about your Marine Corps
Reserve.
Mr. Chairman, we welcome your leadership, and I'm very
grateful for your support and the subcommittee's continued
support of the Marine Forces Reserve and its associated
programs to help us segment, reinforce, and sustain ourselves
as an integral part of the Marine Corps total force.
With me today are my senior enlisted advisers, Force
Sergeant Major Anthony A. Spadaro and Force Command Master
Chief Christopher D. Kotz. Their collective leadership and
energy continue to inspire me and inspire all of the enlisted
marines and sailors who are the heart and the soul of Marine
Forces Reserve.
As an Active component officer with nearly 40 years of
service, it's been my honor and privilege to serve alongside
the Marine Corps Reserve for the past 2 years. During that
time, I've been consistently impressed by their
professionalism, their professional competence, and their
dedication to duty. Like their Active Duty component commanders
and brothers and sisters, they serve selflessly to protect our
great Nation. I'm awed by the way they balance family
responsibilities, their civilian lives, their civilian jobs,
their civilian careers, all while simultaneously keeping faith
with the Marine Corps.
While this has always been true of our Reserves, I think
it's never been more apparent than over the past 14 years of
conflict. Over the past 14 years, our force has evolved from
essentially a strategic capability to both an operational and
strategic capability.
In the operational role, Marine Forces Reserve contributes
to preplanned, to rotational, and to routine combatant
commander and service requirements across the full range of
military operations.
In the strategic role, Marine Forces Reserve supports the
combatant commanders with exercise involvement and with force
readiness that enables a rapid transition to operational roles,
if called on. We provide individual augmentation for regional
Marine Forces and to Marine Expeditionary Force staffs in order
to reinforce active components across all the warfighting
functions.
We continue to enjoy a strong demand for affiliation with
the Reserves. It's evidenced by our increase accessions to the
Active component as well as our high rates of retention. Our
retraining, our Inactive Duty travel reimbursements, our
bonuses, and our incentive programs for Reserves have been
essential tools in achieving nearly 100 percent of our
authorized end-strength in fiscal year 2014.
The continued use of these programs is critical as we seek
to optimally align our inventory to our requirements, as we try
to maintain individual and unit-level readiness, and as we
address shortfalls in staff non-commissioned officer and junior
commissioned officer leadership, and, again, try to maximize
our deployability for our incumbent personnel.
The Marine Corps is the Nation's crisis response force, and
they continue to be most ready when our Nation is least ready.
As part of the Marine Corps total force, the Marine Forces
Reserve is appropriately organized, manned, trained, and
equipped to provide forces to augment, reinforce, and sustain
the active component in support of this Nation.
While training, maintenance, and readiness are my top
priorities, my top procurement priority for Marine Forces
Reserves is the
KC-130J Super Hercules. My second procurement priority is the
RQ-21 Blackjack small tactical unmanned aircraft system. This
will allow us to leverage our capability with the Active force
to best contribute to overall mission success.
PREPARED STATEMENT
The future operating environment will continue to be
characterized by challenges that will stretch the deployment
capacity of the U.S. military. It will demand a force readiness
with global response capabilities.
With your sustained, unwavering support, Marine Forces
Reserve will continue to serve as the crucial shock absorber
for our active component. Thank you for your demonstrated
support our reservists, for their families, and for their
employers.
Chairman Cochran, esteemed members, I look forward to your
questions.
[The statement follows:]
Prepared Statement of Lieutenant General Richard P. Mills
introduction
The Marine Corps is the Nation's expeditionary force in readiness.
For approximately 6 percent of the defense budget, we provide an
affordable, capable and responsive insurance policy for the American
people. As an integral part of the Total Force, Marine Forces Reserve
plays a key role in providing that insurance policy. W e have been
fully engaged across the globe over the past 14 years of combat
operations, serving as the essential shock absorber for our Active
Component. Organized like a traditional Marine Air-Ground Task Force,
Marine Reservists from each of our major subordinate commands--4th
Marine Division, 4th Marine Aircraft Wing, 4th Marine Logistics Group,
and Force Headquarters Group have made a tremendous impact across a
diverse spectrum of operations in support of every geographic combatant
commander's operational and theater security cooperation requirements,
as well as Service commitments.
The Marine Corps' commitment to the American people is as strong
today as ever in its 239-year history. That commitment is backed by a
cadre of Active and Reserve Component Marines and Sailors exceptionally
experienced in taking the fight directly to the enemy. Our Marines have
been doing what they have done best since 1775: standing shoulder-to-
shoulder to fight and win our Nation's battles. We don't differentiate;
all Marines--whether Reserve or Active Component--are disciplined,
focused, and lethal. We are a Total Force and, as such, the Marine
Corps Reserve continues to be integrated in all areas of the Marine
Corps.
I am deeply impressed by the professionalism, competence, and
dedication of our Reserve Marines. Like their active-duty brothers and
sisters, they serve selflessly to protect our great Nation. I am
inspired by the way they balance family responsibilities, civilian
lives, school, jobs, and careers--while simultaneously keeping faith
with the Marine Corps. They do so with humility, without fanfare, and
with a sense of pride and dedication that is consistent with the great
sacrifices of Marines from every generation.
As an integral element of the Total Force, the Reserve Component
must remain highly interoperable. Our Marines and Sailors share an
expeditionary mindset that shapes Marine Corps culture, ethos, and
thinking. Accordingly, your Marine Corps Reserve is organized, manned,
equipped, and trained to provide a professionally ready, responsive,
and relevant Force as a Marine Corps solution to enable joint and
combined operations. We are, and will remain, a key component in the
Marine Corps' role as the Nation's expeditionary force in readiness.
a total force
Over the past 14 years, the Marine Corps Reserve has been engaged
in combat operations and large-scale counterinsurgency in Iraq and
Afghanistan, as well as in regional security cooperation, crisis
response, and crisis prevention activities in support of geographic
combatant commanders. This persistent operational tempo has built a
depth of experience through the ranks that is unprecedented in
generations of Marine Corps Reservists.
In 2014, more than 1,100 Reserve Marines mobilized in support of
operational requirements to include those in all geographic combatant
command areas of operation. In 2015, we are projected to continue our
support to the Combatant Commanders by mobilizing an additional 750
Reservists. This operational tempo has enabled Marine Forces Reserve to
remain an operationally-relevant Force over the last 14 years. Marine
Forces Reserve has sourced preplanned, rotational, and routine
combatant commander and Service requirements across a variety of
military operations. We routinely supported operations in Afghanistan
while simultaneously sourcing other combatant commander requirements
across the globe. In 2014, nearly 3,700 Reservists participated in more
than thirty exercises supporting combatant command requirements in
eighteen countries spanning five regions of the world. Support to these
operations and exercises is a critical way that we increase our
operational readiness while enabling Total Force integration of the
Reserve Component and the rapid transition to operational roles and
support to major contingency operations. While large-scale operations
are winding down, the demand for Marine Corps capabilities is only
growing--from Amphibious Ready Groups/Marine Expeditionary Units and
Special Purpose Marine Air-Ground Task Forces to Marines at embassies,
Marine Forces Reserve will continue to serve as the shock absorber for
the Active Component. The future operating environment will continue to
be characterized by challenges that will stretch the employment
capacity of the U.S. military and demand a force-in-readiness with
global response capabilities. While our Nation emerges from years of
major combat and counterinsurgency operations, we are not returning to
a defensive posture. Marine Forces Reserve will again deploy more than
3,000 Marines to a multitude of theater-specific exercises and
cooperative security events that are designed to increase
interoperability with our allies, as well as develop theater security
cooperation activities.
Marine Forces Reserve's operational focus will continue to directly
support the geographic combatant commanders in roles that include
multi-lateral exercises--such as African Lion in Morocco, Peninsula
Express in South Korea, and Maple Flag in Canada. The way ahead for
Marine Forces Reserve includes deploying forces to meet high priority
combatant commander requirements to include remaining committed to the
Resolute Support Mission (NATO)/OPERATION FREEDOM'S SENTINEL (US).
In addition to operational requirements, Marine Forces Reserve
serves as the connecting file between the Marine Corps and local
communities. We present the face of the Marine Corps to the American
public across the Nation. With Reserve units located across the
country, Marine Forces Reserve is uniquely positioned to interact with
the public and communicate the Marine Corps story to our fellow
citizens most of whom have little or no contact with the Marine Corps.
Last year, for example, Marine Forces Reserve personnel and units
conducted more than 350 local and regional community relations events
across the country.
Marine Forces Reserve continues to monitor the mobilization
viability of the Individual Ready Reserve, which consists of more than
68,000 contractually-obligated Marines who have fulfilled their active
service commitment, and have returned to civilian life. The
mobilization potential of the Individual Ready Reserve is monitored
through the use of muster events, which are conducted at multiple
locations across the country. The muster event is the Marine Corps'
opportunity to physically inspect these Marines to ensure they meet the
requirements for mobilization. These events also provide Marines the
opportunity to address administrative issues; complete mental health
and post-deployment screening; review Reserve obligations and
opportunities; meet with military-friendly employers; meet prior
service recruiters; and reconnect with fellow Marines. During fiscal
year 2014, Marine Forces Reserve held 44 Muster events with 9,684 IRR
Marines in attendance.
In addition to participating in operational requirements across the
globe and community relations events here at home, active-duty Marines
assigned to our Inspector--Instructor and Reserve Site Support staffs
dutifully execute the sensitive and crucial mission of providing
casualty assistance to the families of our fallen Marines. By virtue of
our geographic dispersion, Marine Forces Reserve personnel are well-
positioned to accomplish the vast majority of all Marine Corps casualty
assistance calls and are trained to provide compassionate and thorough
assistance to the families. Indeed, the majority of Marine Corps
casualty notifications and follow-on assistance calls to the next of
kin conducted made by our Marines. During calendar year 2014, our
Inspector--Instructor and Reserve Site Support staffs performed 74
percent of the total casualty calls performed by the Marine Corps.
There is no duty to our families that we treat with more importance.
This is proven by the professionalism of our Casualty Assistance Calls
Officers (CACOs) and the compassionate assistance they provide well
beyond the initial notification. We ensure that our CACOs are well
trained, equipped, and supported by all levels of command through the
combination of in-class and online training. Once assigned as a CACO,
our Marines assist family members with planning the return of remains
and the final rest of their Marine as well as assist with ensuring the
proper documents are filed in order to receive the proper benefits. In
many cases, our CACOs provide a long-lasting bridge between the Marine
Corps and the family while providing support during the grieving
process. The CACO is the family's central point of contact and serves
as a representative or liaison to the funeral home, government
agencies, or any other agency that may become involved.
Additionally, Marine Forces Reserve units and personnel provide
significant support for military funeral honors for our veterans. The
Inspector--Instructor and Reserve Site Support staffs, with
augmentation from their Reserve Marines, performed 90 percent of all
funeral honors rendered by the Marine Corps during calendar year 2014.
As with casualty assistance, we place enormous emphasis on providing
timely, compassionate, and professionally executed military funeral
honors.
predictability
The Marine Corps Reserve remains an integral part of the Total
Force Marine Corps and continues to serve as an operationally-focused
Force, whether it is integrated with Marine Forces in Afghanistan,
serving as a Special Purpose Marine Air-Ground Task Force, or filling
training and advising roles with security force assistance teams in
direct support of combatant commanders' requirements. Consequently,
your Marine Reserve Force continues to maintain a high level of
operational experience as it continues to serve side-by-side with our
Active Component counterparts. We must remain manned, trained, and
equipped to ensure we maintain the ability to seamlessly integrate with
and support the Active Component. However, we recognize the potential
effect of the fiscal environment on our operational readiness,
especially as we consider how to maintain the operational experience of
the Reserve Force.
Revisions to our Force Generation Model rotate Marine Reserve units
through a 5 year Training and Readiness Plan to ensure units and
personnel are ready to meet any challenge. The Training and Readiness
Plan enables the Reserves to have two infantry battalions, an artillery
battalion, a combat logistics battalion, and aviation capabilities, as
well as an assortment of other forces combat-ready at any given time.
This results in more than 3,000 Marines who are trained and ready to
augment and reinforce a Marine Air-Ground Task Force, whether in
support of a of a contingency response or part of a pre-planned,
budgeted for, theater security cooperation mission.
Our Training and Readiness Plan provides a level of predictability
for both planners and our Reservist Marines while maintaining the
``train as we fight'' philosophy. The Plan provides our Reservists,
their families, and their employers, the ability to plan for upcoming
duty requirements 5 years or beyond. This empowers service members to
achieve the critical balance between family, civilian career, and
service to our Nation while enabling employers to plan for and manage
the temporary loss of valued employees. The key element in the Training
and Readiness Plan is the integration of Reserve units, detachments,
and individuals into Service and Joint level exercises, creating an
environment of interoperability in years 2, 3, and 4 of the 5-year
plan's cycle. The units are assessed in a culminating Integrated
Training Exercise during the fourth year of the training cycle. The
Training and Readiness Plan assures integration with the Active
Component in training exercises conducted in the United States and
overseas, and continues to facilitate the Total Force approach in the
manner in which the Marine Corps achieved success demonstrated
throughout combat operations.
personnel
Marines and civilians are the foundation of all that we do.
Individual Marines--both Active and Reserve--and civilians, make up the
foundation of our Corps. The resources we dedicate to sustaining and
developing this foundation directly contributes to the success of our
institution. Our ability to recruit and retain high quality people
directly equates to our ability to meet the Marine Corps' force-in-
readiness requirements. Marine Forces Reserve is committed to
recruiting and retaining the highest quality people who meet prescribed
mental and physical standards, and are ready in mind, body and spirit
to execute their duties in the defense of our Nation.
The vast majority of the Selected Reserve's authorized end strength
of 39,200 in FYI5 fall under Marine Forces Reserve. The Selected
Reserve is composed of Marines in four categories: Marines in Selected
Marine Corps Reserve Units, Active Reserve, Individual Mobilization
Augmentees (IMAs), and service members in initial training. By fiscal
year 2017, the Selected Reserve authorized end strength will decrease
to 38,500 Marines. This force reduction is occurring without any loss
of reserve capabilities through the voluntary release of Marines that
no longer meet the military occupational specialty (MOS) requirement
for their unit due to the force structure changes implemented in 2012
and 2103. Each of these Marines is also being offered an opportunity to
retrain to a new MOS now available at their current location.
In addition to Selected Reserve Marines, Marine Forces Reserve
administers approximately 68,000 Marines who serve in the Individual
Ready Reserve, which is projected to continue to increase due to the
Active Component end strength draw down.
As the Marine Corps continues to draw down Active Component end
strength, the option of continued service in the Reserve Component has
become increasingly appealing to young Marines leaving active duty.
Marines approaching the end of their current contracts, whether Active
or Reserve Component, receive counseling on the tangible and intangible
aspects of remaining associated with the Selected Reserve. We educate
each transitioning Active Component Marine on opportunities for
continued service in the Marine Corps Reserve through the Marine Corps'
transition assistance and educational outreach programs.
While we continue to enjoy strong demand for affiliation in Marine
Forces Reserve--with high rates of retention as well as more Marines
joining when they leave active duty--retraining, inactive duty travel
reimbursement, bonus payments, and incentive programs are crucial to
ensure we are able to meet our authorized end strength while also
retaining our most talented Marines. Over the past 2 years, your
support for these critical programs have helped improve our overall
personnel end-strength at 99 percent of our total requirement and
achieve a grade and MOS match rate of 82 percent. While we fully expect
to meet our Selected Marine Corps Reserve retention and recruiting
goals again this fiscal year, continued use of these programs are
critical to optimally align our inventory against our requirements,
maintain individual and unit-level readiness, address significant
shortfalls in staff non-commissioned officer leadership, maximize
Marine deployability, and fully rebuild readiness from previous force
structure changes. Your continued support for bonuses and other
initiatives that promote service to this great Nation will ensure our
ability to gain and retain the very best service members.
equipment
As an integral component of the total force, and to ensure
operationally interchangeability with the Active Component, Marine
Forces Reserve is manned, trained, and equipped in the same manner as
the Active Component. While complete compatibility is difficult to
achieve due to Service level priorities, equipment compatibility
between the Active Component and Reserve Component is closer today than
it has ever been--due largely to sustaining requirements of over 14
years of continuous operational deployments. This level of
compatibility with the Active Component comes at an increase in
equipment maintenance cost due to the introduction of nonstandard
equipment, the fielding of new systems, and the overall increase in the
scale and complexity of equipment.
Marine Forces Reserve equipment readiness levels are healthy and
capable of supporting all home station training and our current
operational deployments. Our efforts currently focus on Global Combat
Support System-Marine Corps (GCSS-MC) post cutover actions, training
our supply personnel and maintainers on the new system, and adjusting
equipment inventories to the recently approved Training Allowances, and
maintaining our equipment in a fully operational status. Continued
Congressional support in fully funding our Operations and Maintenance,
Marine Corps Reserve maintenance budget is paramount for our continued
success.
The top procurement priority of Marine Forces Reserve is the KC-
130J Super Hercules. Our second priority is procurement of the RQ-21A
Blackjack Small Tactical Unmanned Aircraft System (STUAS).
The Active Component has already fielded the KC-130J, while initial
fielding to the Reserve Component began with the arrival of the first
aircraft in fiscal year 2014. The remaining KC-130T models are
projected to remain in Reserve Component service until fiscal year
2022. The two aircraft models are composed of distinct airframes, with
differing logistic, maintenance, and aircrew requirements. The longer
the Reserve Component maintains both aircraft, the longer we must
invest in legacy logistics, maintenance, and aircrew training.
The RQ-2 1 A will provide the Marine Expeditionary Force and
subordinate commands (divisions and regiments) a dedicated
intelligence, surveillance, and reconnaissance system capable of
delivering intelligence products directly to the tactical commander in
real time. This program is still in low rate initial production--the
Active Component began initial procurement in fiscal year 2014, and the
Reserve Component is scheduled to receive the RQ-21 A in fiscal year
2021. The later procurement of these systems in the Reserve Component
creates a significant capability gap between Reserve and Active
Component forces.
training
During June 2015, Marine Forces Reserve will conduct its third
Service-level Integrated Training Exercise, which is an assessed
regimental-level live-fire and maneuver exercise featuring reserve
component forces as the Marine Air-Ground Task Force elements (i.e.,
command, ground, air, and logistics). The unique nature of this
exercise ensures maximum training benefits for the ground, aviation,
and logistics combat elements under the command and control of a
regimental headquarters. The Integrated Training Exercise is an
indispensable component of our Training and Readiness Plan and serves
as an annual capstone exercise, which is the principal mechanism for
examining our training and readiness levels, as well as assessing our
operational capabilities. Also measured during the exercise is the
ability of the Reserve Component to provide a cohesive Marine Air-
Ground Task Force that is a trained and ready capability to the Service
or combatant commander on a predictable, reliable, and cyclical basis.
Conducted aboard Marine Corps Air-Ground Combat Center Twenty-nine
Palms, California, the Integrated Training Exercise is a Marine Air-
Ground Task Force deployment vice a compilation of numerous annual
training events. Units participate based on their future activation
potential according to the Marine Forces Reserve fiscal years 2015-2019
Training and Readiness Plan. The Integrated Training Exercise provides
all Marine Air-Ground Task Force elements an opportunity to undergo a
Service assessment of their core competencies that are essential to
expeditious forward-deployed operations. Additionally, individuals
serving on the regimental command element staff receive valuable
training that ensures they are able to seamlessly augment a Marine Air-
Ground Task Force and/or a Joint staff. In summary, the Integrated
Training Exercise enables improved readiness, more efficient Total
Force integration, and faster activation response times at the
battalion and squadron level.
At our Reserve Training Centers, we continue to maximize training
efficiencies by utilizing simulators wherever possible to preserve
fiscal and materiel resources. The Reserve Component Indoor Simulated
Marksmanship Trainers (ISMTs) and other simulation systems safeguard
consistent capabilities across the Total Force by ensuring Reserve
Marines are trained to the same tasks, conditions, and standards
applicable to Active Component Marines. The ISMTs particularly benefit
remote site locations that are distant from DOD training ranges by
preserving valuable training time and vehicle wear and tear during
drill weekends.
While training exercises and simulations serve crucial roles in
preparing Marines for the operating environment, language and culture
training ensures Marines understand the people among whom they will be
operating. This type of training is absolutely crucial for success in
today's complex security environment and yields large dividends to
Marine Reservists. Through the Marine Corps-wide initiative--the
Regional, Culture, and Language Familiarization program--our Marines
have a career-long course of study designed to ensure Reserve Marines
are regionally focused and globally prepared to effectively navigate
the culturally complex operating environment. To maximize opportunities
for participation, the Marine Forces Reserve's culture and language
programs are available through live instruction, portable media, and
web-based applications. Our language and culture section remains fully
operationally capable and supports all units within Marine Forces
Reserve with virtual training and required testing.
With our Marines deploying around the globe, we also access and
leverage a variety of other sources for language and cultural training,
such as the Marine Corps' Center for Advanced Operational Culture and
Language, the Defense Language Institute, and Regional Language
Centers. These enhanced language and culture learning opportunities
enable our core competencies and posture Marine Forces Reserve for
success. This initiative is a critical way that we maintain ourselves
as a regionally-focused, ready and responsive force.
Marine Forces Reserve continues to integrate safety programs with a
wide variety of training to reinforce force preservation. The benchmark
of an effective safety culture is the reduction of mishaps. The Culture
of Responsible Choices, which began in 2011, ensures all members of the
force, both military and civilian, focus on safety--both personal as
well as others. Leadership at every level continues to stress the basic
tenets of personal responsibility and accountability for decisionmaking
and behavior not only during work, but at home, in leisure activities,
and in our personal lives. This engaged leadership empowers our
personnel to get involved at any time when something is just not right.
No program can eliminate all hazards. Auto accidents are the
leading cause of death among our personnel. Accordingly, we continue to
focus on motor vehicle safety. Our training center at Naval Air
Station, Joint Reserve Base, New Orleans, is a tangible example of how
we incorporate training to fully support our Culture of Responsible
Choices initiative. Personnel receive training in the safe operation of
their motor vehicles, both cars and motorcycles. From fiscal year 2013
to 2014, fatal motorcycle mishaps and automobile/truck fatalities
continue to remain at an extremely low rate, well below the national
average.
facilities
Marine Forces Reserve occupies facilities in 47 States, the
District of Columbia, and the Commonwealth of Puerto Rico. These
facilities include 27-owned and 133-tenant Reserve Training Centers,
three family housing sites, a Bachelor Enlisted Quarters, and General
Officer Quarters A in New Orleans, Louisiana. Although some Reserve
Training Centers are located on major DOD bases and National Guard
compounds, most of our centers are located openly within civilian
communities. Therefore, the condition and appearance of our facilities
informs the American people's perception of the Marine Corps and the
Armed Forces throughout the Nation.
The largest part of the facilities budget simply sustains the
existing physical plant, focusing on infrastructure maintenance that
enables Marine Forces Reserve to meet Service and combatant command
operational requirements. Costs of maintaining the physical plant
steadily increase with the age of the buildings. We have improved the
overall readiness of our facilities inventory and corrected some
chronic facility condition deficiencies through Marine Forces Reserve
Facilities Sustainment, Restoration, and Modernization (FSRM) support.
The Marine Corps' Reserve Military Construction program focuses on
new footprint and recapitalization of our aging facilities. The
construction provided by the annual authorization of Military
Construction, Navy Reserve (MCNR) funding has been an important factor
in moving Marine Forces Reserve forward in its facilities support
mission. The combined effects from our targeted consolidation, FSRM,
and MCNR programs have steadily reduced the number of inadequate or
substandard Reserve Training Centers. Continued annual funding for our
facilities program will enable Marine Forces Reserve to improve the
physical infrastructure that supports and reinforces mission readiness
of our units.
In an attempt to lessen some of the burden on the energy budget,
and in accordance with national mandates, Marine Forces Reserve
completed energy assessments at our owned sites and continues to
implement the recommendations from those assessments as funds are
available. Priority is given to sites that are the biggest energy users
nationally and those projects which offer the best return on
investment. Environmental stewardship continues to be a major success
in ensuring MARFORRES Facilities sites and units continue to avoid any
fines or penalties due to violations of national, State, and local
laws.
health services and behavioral health
Our focus on Marines, Sailors, and their families remains our
highest priority. Therefore, we are keenly attentive to maintaining
their health and total fitness. During dwell, our health services
priority is to attain and maintain the DOD goal of 75 percent Fully
Medically Ready. In fiscal year 2014, Marine Forces Reserve individual
medical and dental readiness rates were 73 percent and 87 percent
respectively. We aggressively worked towards improving medical
readiness by effective utilization of Medical Readiness Reporting
System capabilities to enable accurate monitoring and identify unit-
level actions necessary to attain readiness goals. Supporting efforts
will focus on advocating funds and tailoring support for various
Reserve Medical/Dental Health Readiness Programs including utilizing to
the fullest extent possible a combination of programs to significantly
aid in sustaining our total readiness, such as our Reserve Health
Readiness Program contract services, Post-Deployment Health
Reassessment, Reserve TRICARE Medical and Dental Programs, and the
Psychological Health Outreach Program. Additionally, our personnel
participate in Force Readiness Assistance & Assessment Program unit
inspections. These inspections provide oversight for the current health
status of the Force, specifically at unit levels that provides an
ability to monitor compliance requirements, policy adherence, and
meeting unit goal initiatives.
The Reserve Health Readiness Program (RHRP) is the cornerstone for
individual medical and dental readiness and Marine Forces Reserve has
benefited from increases in overall readiness as a result of this
program. This program funds contracted medical and dental specialists
to provide services to units that do not have direct medical or dental
support personnel assigned and are not supported by a military
treatment facility. During fiscal year 2014, the RHRP performed 20,036
Periodic Health Assessments, 15,057 in combined Post-Deployment Health
Reassessments/Mental Health Assessments, and 13,945 Dental Procedures.
In addition, TRICARE offers for voluntary purchase both a medical and a
dental program to our Reserve Marines, Sailors, and their families
(TRICARE Reserve Select for medical coverage and TRICARE Dental
Program).
In addition to RHRP, the Marine Corps' robust behavioral health
program addresses issues ranging from substance abuse, suicide,
operational stress, domestic violence, and child abuse. These programs
work in conjunction with Navy Medicine programs to address behavioral
health issues.
With regard to specific fitness efforts, Marine Forces Reserve has
instituted Operational Stress Control and Readiness (OSCAR) training at
all levels. This training is provided during pre-deployment training to
service members of units that are deploying for more than 90 days. This
purpose of this training is to provide the requisite knowledge, skills,
and tools to assist commanders in preventing, identifying, and m an a g
i n g combat and operational stress concerns as early as possible.
Navy Bureau of Medicine continues to support behavioral health
through various independent contracted programs, such as the Post-
Deployment Health Reassessment/Mental Health Assessments and the
Psychological Health Outreach Program. The Post-Deployment Health
Reassessment places an emphasis on identifying mental health concerns
that may have emerged since returning from deployment. The
Psychological Health Outreach Program addresses post-deployment
behavioral health concerns and crisis-related interventions through
social worker contractors. These social workers provide an array of
referral services in the community to include follow-up with service
members. These programs have proven effective in the overall management
of identifying Marines and Sailors in need of behavioral health
assistance and have provided an avenue to those service members who
seek behavioral health assistance.
Signs of operational and combat stress can manifest long after a
service member returns home from deployment. Delayed onset of symptoms
presents particular challenges to Reservists who can be isolated from
vital medical care and the daily support network inherent in Marine
Reserve unit. Encouraging Marines to acknowledge and vocalize mental
health issues is a ubiquitous challenge facing our commanders. We
address the stigma associated with mental healthcare through key
programs, such as the Yellow Ribbon Reintegration Program. Further, we
market all our behavioral health initiatives and programs through our
Marine Forces Reserve portal website and during key Marine Corps forums
throughout the year. Your continued support of these programs is
greatly appreciated.
Suicide prevention continues to remain a priority effort for Marine
Forces Reserve and we will continue to leverage all of the resources
needed to address this heartbreaking issue. Marine Forces Reserve
focuses its suicide prevention efforts on five initiatives: In-theater
Assessments, Post Deployment Health Assessments, Psychological Health
Outreach Program, Care Management Teams, and Unit Marine Awareness and
Prevention Integration Training. The In-theater Assessment targets
Reservists exhibiting or struggling with clinically significant issues,
and ensures evaluation by competent medical authorities for post-
deployment treatment with follow-up decisions made prior to the return
home. The Post Deployment Health Reassessment seeks to identify issues
that emerge once Reservists have come home from deployment. Identified
issues are immediately evaluated and referred for treatment by the
clinician interviewer, to include referral recommendations based on
available local resources, such as the VA or private mental health
providers. The Psychological Health Outreach Program is an essential
program for treatment referral and follow-up to ensure our service
members are receiving the appropriate behavioral health services.
Through the Care Management Teams, the VA assigns a primary care
manager who is responsible for referral and follow-up to any Reservist
who has a healthcare issue.
Another layer of prevention being incorporated throughout Marine
Forces Reserve is the distribution of gun locks made available by the
Defense Suicide Prevention Office. These locks were obtained in an
effort to encourage Marines and Sailors to practice personal weapon
safety with an emphasis on suicide prevention. Locks can buy critical
time needed to allow someone contemplating suicide to stop and think,
and instead seek help. During calendar year 2014, over 5,000 gun locks
were distributed to more than 49 sites.
Any Reservist and their family can access Marine Corps
installations' behavioral health programs through Marine Corps
Community Services programming while they are on any type of active-
duty orders. When not on active-duty orders, Military OneSource
provides counseling, resources, and support to Reserve service members
and their families anywhere in the world. The Marine Corps' DSTRESS
Line is also available to all Reserve Marines, Sailors, and family
members regardless of their activation status.
sexual assault prevention & response
Eliminating sexual assault throughout Marine Forces Reserve is a
top priority. Efforts toward this goal have continued with increased
momentum. Marine Forces Reserve continues to increase victim services
and improve victim response capabilities; we have added five
professional full-time civilian positions to our Sexual Assault
Prevention and Response staff at our headquarters office. Together,
along with our Marine Forces Reserve Headquarters Sexual Assault
Response Coordinator, they manage the Sexual Assault Prevention and
Response Program at all Marine Forces Reserve sites throughout the
United States. In addition to civilian staff, more than 300 Marines and
Sailors achieved certification through the DOD Sexual Assault Advocate
Certification Program. Once certified, they were appointed by their
commanders to be Uniformed Victim Advocates at their respective Reserve
Training Centers. Our prevention strategy is holistic, and emphasizes
setting the example of discipline from all levels of command. I, along
with the four commanding generals of our major subordinate commands,
have again provided in-person Sexual Assault Prevention and Response
training to all of our colonel-level commanders. The focus of this 2-
day training is on Marine Corps ethos and core values, highlighting the
inconsistency of sexual assault with our values. In addition to this
training, multiple all-hands training events are held throughout the
year. All non-commissioned officers continue to receive additional
``Take a Stand'' bystander intervention training and all junior Marines
participate in the ``Step Up'' bystander intervention training.
quality of life
Whether we are taking care of our Marines in the desert or families
back home, quality of life support programs are designed to help all
Marines and their families. Because Marines and their families make
great sacrifices in service to our country, they deserve the very best
support. Our Marines and families are dispersed throughout America,
away from the traditional support systems of our bases and stations.
Therefore, we expend great effort to ensure awareness of the numerous
support programs adapted for their benefit. Family Readiness Officers
are a critical component to ensuring young Marines and their families
receive the help needed to ensure they can continue to serve this great
Nation.
This year we have worked as the advocate for the Reservist to
ensure they are included in tri-service-level discussions with DOD and
the VA to ensure service treatment records reach VA with a clear of
chain custody. Because every Marine leaving active duty with a
remaining military service obligation transitions to the IRR, and every
Marine mobilized over 30 days must have his or her medical history
documented, Marine Forces Reserve has a large stake in ensuring this
process is sound and that follow-up medical care is assured.
Following approximately 7 years of program expansion to achieve
wartime footing, Family Readiness Programs are being adjusted to meet
current and future needs to OPFORs, Marines including Reservists, and
their families. The Marine Corps will be assessing to ensure that
programs are stabilized, focused on core requirements, and providing
support in critical areas such as deployment. Our result is a ready and
resilient Force, well-equipped to achieve success. We continue to
leverage modern communication technologies and social media, such as
the e-Marine website, to better inform and empower family members--
spouses, children and parents--who have little routine contact with the
Marine Corps and often live considerable distances from large military
support facilities.
Our Marine Corps Family Team Building (MCFTB) programs offer
preventative education and family readiness training to our Marines,
Sailors, and family members. MCFTB training events are delivered in
person and through interactive webinars at Marine Corps units across
the United States.
The Marine Corps Personal and Professional Development programs
continue to provide educational information to service members and
their families.
Reservists also take advantage of our partnership with tutor.com,
which offers access to our Marines, Sailors, and their families to 24/7
no-cost, live online tutoring services for K-12 students, and Reserve
component college students, and adult learners through the Office of
the Secretary of Defense (OSD) Yellow Ribbon Program. Active and
Reserve Marines and their families are also provided remote access to
language courses through our Marine Corps General Libraries Transparent
Language Online program. This program supports more than 90 languages
and delivers English as a Second Language. Additionally, the Marine
Corps' partnership with the OSD supported Peterson's Online Academic
Skills Course helps Marines build math and verbal skills to excel on
the job, pass an exam, advance in a career, or continue education. This
program assesses the current level of reading comprehension,
vocabulary, and math skills and teaches the concepts and skills needed
to increase proficiency in each of these academic areas. This course is
accessed through the Military One Source or Navy Knowledge Online and
provided at no charge for service members and their families.
Our Semper Fit program remains fully engaged in partnering with our
bases and stations to provide quality, results-based education and
conditioning protocols for our Marines and Sailors. The High Intensity
Tactical Training (HITT) program includes hands-on strength and
conditioning courses, online physical fitness tools, and a mobile
application for service members to access anywhere at any time, and
recorded webinars, as well as instruction on injury prevention,
nutrition, and weight management. Our Marines' and Sailors' quality of
life is also increased through various stress management and esprit de
corps activities, such as unit outings and participation in competitive
events. These programs are key to unit cohesion, camaraderie, and
motivation.
The Marine Corps' partnership with Child Care Aware of America
continues to provide great resources for Marines and their families in
selecting child care before, during, and after a deployment. Our off-
base child-care subsidy program helps families of our Marines locate
affordable child care that is comparable to high-quality, on-base,
military-operated programs. This program provides child-care subsidies
at quality child care providers for our Reservists who are deployed in
support of overseas contingency operations and for those active-duty
Marines who are stationed in regions that are geographically separated
from military bases and stations.
The Yellow Ribbon Reintegration Program (YRRP) has been
incorporated into the Marine Corps Unit, Personal, and Family Readiness
Program at every command level with civilian and Active Duty Deputy
Family Readiness Officers (FRO). Since its inception in 2010, the YRRP
has held more than 550 training events with more than 34,000 Marines,
Sailors, and family members attending. The responsibility of executing
Yellow Ribbon--in accordance with the legislation and Marine Forces
Reserve policy, resides with the individual unit commander. This
ensures commanders remain engaged with the challenges and issues facing
their Marines, Sailors, and families, and is in line with Force
Preservation efforts.
The Yellow Ribbon Reintegration Program is enduring. Marine Forces
Reserve continues to explore, with our Marine Corps Family Team
Building staff, innovative methods for program delivery that will be
sustainable in any fiscal or deployment climate. This includes
developing webinars, mail-outs, personal deployment briefs designed to
meet the individual needs of the service member and family, and working
with the Family Readiness Officers to leverage local resources at no
cost to the government.
We continue to be supportive of Military OneSource, which provides
our Marines, Sailors, and their families with an around-the-clock
information and referral service via toll-free telephone and Internet
access for counseling and on subjects such as parenting, child care,
education, finances, legal issues, deployment, crisis support, and
relocation. In fiscal year 2014, 5,222 of our Marines, Sailors and
family members utilized their services.
Our Marines, Sailors, and their families, who sacrifice so much for
our Nation's defense, should not be asked to sacrifice quality of life.
We will continue to be a faithful advocate for these programs and
services and to evolve and adapt to the changing needs and environments
in order to ensure that quality support programs and services are
provided to our Marines, Sailors and their families. The combined
effect of these programs is critical to the readiness and retention of
our Marines, Sailors, and their families, and your continued support of
these programs is greatly appreciated.
supporting our wounded, ill, or injured marines and their families
Marine Forces Reserve's commitment to our wounded Marines, Sailors,
and their families is unwavering. Through the Wounded Warrior Regiment
(WWR), the Marine Corps ensures one standard of care for all wounded,
ill, or injured (WII) service members--whether they are active or
reserve. Marines Forces Reserve requested and received a liaison in
2013 that coordinates with the WWR to provide the subject matter
expertise concerning the unique challenges faced by Marine Reservists
and facilitate necessary support. The WWR staff-includes the Reserve
Medical Entitlements Determinations Section--which specifically
maintains oversight of all cases of reservists who require medical care
beyond their contract period for service incurred and duty limiting
medical conditions. Additionally, the WWR dedicated five reserve-
specific Recovery Care Coordinators to provide one-on-one transition
support and resource identification required to support WII reservists
and families who are often living in remote and isolated locations.
We are intimately involved in the support provided to wounded, ill,
and injured Marines through the mobilization of Reserve Marines who
serve as District Injured Support Coordinators (DISCs), Section Leaders
and support staff. The DISCs focus primarily on reaching out to the
reserve and veteran population to ensure the Marine Corps promise to
keep faith is upheld.
While the Marine Corps' reduced presence in Afghanistan will result
in fewer combat casualties, non-combat injuries and illnesses will
likely remain stable. In addition, instances of PTS and TBI will likely
continue to increase due to delayed onset as well as the tendency by
Marines to postpone seeking help. Regardless of the global security
environment, recovery care support must be enduring. Marine Forces
Reserve will not forget the sacrifices our Marines and Sailors have
made for this great Nation; and we will continue to work with the WWR
to establish resources and programs that address the unique and ongoing
needs of our reserve population.
conclusion
The Marine Corps is our Nation's crisis response force and will
continue to be most ready when our Nation is least ready. As part of
the Marine Corps Total Force, Marine Forces Reserve must remain manned,
trained, and equipped to provide forces to the Active Component to
respond across the operational spectrum from disaster relief, to
Embassy evacuation, to full scale combat operations. We live in a world
challenged by competition for natural resources, violent extremism,
natural disasters, social unrest, cyber-attacks, regional conflict, and
the proliferation of advanced weaponry and weapons of mass destruction.
The future operating environment will continue to be characterized by
challenges that will stretch the employment capacity of the U.S.
military and demand a force-in-readiness with global response
capabilities. With your continued unwavering support, Marine Forces
Reserve will continue to serve as the crucial shock absorber to the
Active Component. Semper Fidelis!
Senator Cochran. Thank you very much.
In deference to everybody's schedule, we're going to go
forward now with questions for members of the panel who are
here, in the order in which they arrived.
Senator Durbin will first be recognized for any questions
he might have of the panel.
NATIONAL COMMISSION
Senator Durbin. Thanks very much, Mr. Chairman.
I'll direct the question to General Grass, but others who
feel that they're affected by the question may want to add in
their thoughts.
The National Commission on the Future of the Army is
underway, and it has some pretty important work to do and a
reporting date of February 1 of next year.
I would like, General, if you would comment on what you
consider to be two things: First, those problematic areas that
you believe need to be addressed by this commission; and
secondly, whether you believe that we should try to suspend
making some decisions here in this appropriation bill until
this report is finished?
General Grass. Senator, thank you for a critical question
right now for us.
I think, getting to the second part of this first, the
turbulence that it's creating out in the force right now is
going to have an impact on readiness, on people's lives, on our
full-time manning. So as we look at this commission report, and
I look back at the success of the Air Force commission report
and the guidance that's given us and the implementation of that
report, I think this commission on the future of the Army has
to look out 10 to 20 years and look at the Army, the ground
force of the United States of America, under sequestration and
determine if that's what we need as a Nation in an Active-
Guard-Reserve mix.
If we could wait until the commission reports out to make
any changes, which I think the first time this body has an
opportunity to impact that is in NDAA (National Defense
Authorization Act) 2017, that will reduce the turbulence at
almost no cost, if we just locked it down now.
With the turbulence of just the 8,000 that General Kadavy
had mentioned, the cost of that is about an offset of what we
will save by reducing those numbers in 2016.
So that would be my main concern, making sure that Congress
has an opportunity to look at this commission report and report
out in 2017 where you want us to go.
And, again, don't look at it just as a Guard, a Reserve or
an Active. Look at all three components and look at what it
does to us 10 to 20 years from now.
Senator Durbin. What I'm really driving is this: We're
going to make decisions in this appropriations cycle that will
be implemented and underway about halfway through to the
reporting date of this commission.
The question is: What decisions do you think we should
suspend or withhold--important, costly decisions--waiting for
the commission to make their ultimate report?
General Grass. And, Senator, to get real specific, I mean
definitely lock down the end-strength of the Army National
Guard at 350,000. I think we're in a good place with the Air
National Guard right now--350,000 end-strength on the Army. The
Air is in a very good position right now.
We would go ahead and abide by NDAA 2015, which we're
already beginning on the Apache and turning over an additional
36 Apaches to the Army. We've already fed their modernization
line with 12. And then hold out until the commission report to
look at what we're going to do with the other 6 battalions,
until the 2017 NDAA.
Senator Durbin. Thank you.
Mr. Chairman, in deference to my colleagues, who I'm sure
face tough schedules, too, I'm going to submit the rest of my
questions for the record.
Senator Cochran. Thank you, Senator.
Senator Moran.
KANSAS NATIONAL GUARD AND AIR NATIONAL GUARD CYBERSECURITY
Senator Moran. Chairman, thank you very much.
Gentlemen, ma'am, thank you for being here. Let me talk
briefly initially about cybersecurity.
Both General Clarke and General Grass and I have had
conversations about this, and the role that the Air National
Guard, Kansas National Guard, plays in our State and in our
country in cybersecurity.
We've had concern that I've expressed to both of you about
reorganization, downsizing the role of the Guard in
cybersecurity. But my understanding, Generals, is that there
has been an agreement reached between the Kansas National Guard
and the Air National Guard regarding how to maintain and
perhaps even expand the talent pool in Kansas in regard to
cybersecurity.
This seems to me, obviously, to be a front and center
issue, and the Department of Defense from Secretary Ash Carter
just recently in his comments about the need to grow
cybersecurity, I think we have a great interest in trying to
accomplish that.
And my question to either General Clarke or General Grass
is I'd like to know, this understanding, what's the timing for
getting it into a more formal circumstance on a piece of paper,
a memorandum of agreement between the Air National Guard and
the Kansas National Guard.
General Clarke. Senator, we're prepared to do this in
fiscal year 2016, and we're in agreement with the adjutant
general (TAG) of Kansas on the formal construct of two
squadrons, one essentially that's a blue squadron and one
that's a red squadron, and a group headquarters on top of the
two squadrons in Kansas.
We're looking forward to the opportunity to play the blue
squadron into the cyber mission forces that we'll be providing
for U.S. Cyber Command on a normal rotational basis. And we're
looking forward to leveraging the red team to do the efforts
they've been doing in the past to kind of make us flex our
bicep in security and cyber overall for the Nation.
And so the answer to your question is in 2016.
Senator Moran. General, when you say in 2016, that's when
the consequences of this agreement will occur, but the
agreement in writing should occur sooner than that? It could
occur now, right?
General Clarke. Oh, yes, sir. Absolutely, absolutely. In
fact, when this NDAA is signed, that's when I consider it in
writing that we can move forward.
Senator Moran. And when do you expect that signature or
those signatures to take place?
General Clarke. I would say you're marking up all the way
into May. Sometime in May, late May.
Senator Moran. All right. Thank you, General.
General Grass, you have visited the fusion center in
Kansas. I have recently been back to the fusion center. I
wanted to hear from you your perspective on what's taking place
there and the unique opportunities that the Guard has to play
in cybersecurity in the facility that fusion center can
participate in.
General Grass. Senator, during my visit about a year ago, I
actually sat in on an update that was going on between law
enforcement, both State, Federal, as well as National Guard
sitting in on the meeting, as well as private and public
entities that were in that session. And the real value of your
fusion center, you bring all elements, all sectors together in
one place to look at security issues, and then they can go off
in their compartmented areas and communicate on their own
secure systems.
It's been really a model. We've actually sent some
representatives from the Department of Defense out to take a
look at it. We're really interested in working closely with DHS
(Department of Homeland Security) to say that this may be a
model of something that DHS may want to look at for the future
across the Nation and advise other adjutants general to take a
look.
Senator Moran. I appreciate that, General.
K-46A TANKERS AT MC CONNELL AIR FORCE BASE
We'll have Secretary Jeh Johnson at the fusion center in
May, Secretary of the Department of Homeland Security. So your
efforts certainly reached the attention of the Secretary.
Let me pass my final question to General Jackson. I wrote
the Chief of Staff of the Air Force, General Welsh, in August
2013, regarding the potential for the 931st air refueling group
at McConnell Air Force Base to be designated as a wing. And
this is based upon the arrival of the K-46A tankers, which
would increase about 420 in personnel.
My question to you, General, is transition from a group to
a wing still a priority for the Air Force? And what timing
could you suggest in which this may occur?
General Jackson. Senator, thank you very much for the
question. We're very proud to be a partner with Air Mobility
Command to stand up the first mobilization one site for the KC-
46A at McConnell Air Force Base. The 931st has a long history
of excellence at that location. And as you mentioned, as part
of the strategic basing process that the Secretary ran for that
first decision for mobilization one, it was to go ahead and
grow that organization to a wing structure so that we can do
two things.
The first thing is to make sure that we can go ahead and
retain the experience on the Air Force Reserve side to help
train all the Active Duty maintainers and folks who are going
to be coming in to McConnell as we grow both those
organizations at that location.
The other part is that we'll be able to sustain that
excellence in training and also be able to deploy on a very
frontend with the KC-46. So our increased manpower that we're
putting in place in 2017, I believe is the number, but I'll go
ahead and get that back to you, on the growth, we have a glide
slope to get up to a wing structure by 2017 and 2018.
Senator Moran. Thank you, sir.
Thank you, Mr. Chairman.
[The information follows:]
The 931st Air Refueling Group at McConnell AFB is programmed to
grow from 664 manpower authorizations to approximately 945 in fiscal
year 2019. However, the 931st Air Refueling Group is programmed to
achieve a minimum wing authorized manpower population threshold of 750
in fiscal year 2017 or 2018 with 793 manpower authorizations planned,
depending on Air Force Reserve endstrength allotment for each year.
Senator Cochran. Thank you, Senator.
The Senator from Montana, who was the next to arrive, is
recognized.
Senator Tester. Thank you.
AVIONICS MODERNIZATION PROGRAM
I want to thank you all for being here and your service and
your concise opening statements. I very much appreciate that.
It is my understanding for the past 13 years the Avionics
Modernization Program, or AMP, has been the program of record
to upgrade our C-130H fleets. It's also my understanding that
the AMP program has failed to successfully deliver a single
operational C-130 since 2001. During that time, this program
has cost the taxpayers more than $1.5 billion.
General Clarke, is that statement correct? Are they
accurate?
General Clarke. Yes, sir, I'd say that's fairly accurate.
Senator Tester. Is it also accurate to say that the
Pentagon and the TAGs are in agreement that we need to pursue a
reduced scope program for safety and compliance upgrades, if we
were to meet the deadline of the new 2020 FAA (Federal Aviation
Administration) airspace regulations?
General Clarke. Yes, sir.
Senator Tester. Full-scale AMP is too costly and would
prevent us from meeting those 2020 deadlines. Is that correct?
General Clarke. Yes, sir.
Senator Tester. So my fear is that we end up with a fleet
of 130s that are incapable of operating in domestic airspace,
and they'll end up sitting on a runway somewhere until they're
mothballed.
Apparently, there are others, many of whom take every
opportunity to decry Government spending, who want the Air
Force to pursue the more costly route that ensures we don't
meet any of these upcoming deadlines.
Moving forward, I want you to know that I'm going to be
introducing a bipartisan piece of legislation that does a
couple of things. It affirms that, for the purposes of
modernizing our C-130 fleet, the Air Force has the authority to
undertake safety and compliance upgrades in place of the AMP
program to meet the 2020 FAA deadline. It also repeals the
provision in the 2015 Defense Authorization Act that imposed a
financial penalty on the Air Force Secretary's Office unless
the Air Force spent down the money specifically on the AMP
program. And it calls for the Secretary of the Air Force to
work closely with the FAA administrator to meet applicable
safety and compliance airspace regulations by the required
deadline.
For both of you, General Clarke, and you, General Grass,
does that sound like something that you would support?
General Grass. Senator Tester, yes, I would.
General Clarke. Yes, sir.
RED HORSE SQUADRON
Senator Tester. Well, I really look forward to working with
you and with the chairman of this committee and my colleagues
to ensure the Air Force has the flexibility and the tools it
needs.
I have to tell you, as I look at the AMP program, this is
about as close to the definition of insanity as I've ever seen.
We need to get this fixed.
I want to talk a little about Red Horse as you guys
probably would imagine I would. Both to Generals Grass and
Clarke, we previously discussed the Air Force considering
consolidation of the 819th Squadron at Malmstrom and the Red
Horse Squadron at Guam.
From your perspective, is there a value in housing the
819th Red Horse Squadron along with the 219th as a Guard
associate at Malmstrom? Either one, General Grass or Clarke.
General Clarke. Sir, wherever we have the opportunity to
partner with the Air Force to get the best of both the Guard
and the regular Air Force, it works. And we do a great job of
it. So the Red Horse, wherever you want to bed it down----
Senator Tester. Okay. That synergy is an asset to both the
Air Force and, in your case, the Guard? Is that correct?
General Clarke. Yes, sir. That operational Reserve I was
talking about, that's the reason it works.
Senator Tester. What would be your concerns if the 819th is
moved to Guam? Would that mean the 219th would cease to exist?
General Clarke. It would continue to exist, sir, if we had
to put more resources there, like equipment.
Senator Tester. Okay.
I want to talk about cyber a little bit also. As the world
becomes more dependent on technology, protecting these networks
is going to be critical. It's my understanding the Air National
Guard will soon announce locations of four new cyber operations
squadrons.
What is the primary consideration for the placement of
these squadrons?
General Clarke. Senator, there are multiple considerations
for bed down the new cyber squadrons. Obviously, with limited
resources, we'd like to leverage as much of the existing force
structure that we have--facilities like skiff space, bandwidth,
the pipes, the fiber optic cables that support it. And we also
want to look at the region that we put it down, where there's a
population of people that we can recruit that are cyber
experts, so we can leverage that civilian expertise for cyber
for the military purposes.
Senator Tester. And I would assume that you're going to be
training airmen to fill the emerging high-skill mission. Is
that correct?
General Clarke. Yes, sir. Two parts. We do that, and we
also leverage any members who'd like to separate from services
into the National Guard that have been already been trained in
cyber.
Senator Tester. And so what can this committee do to ensure
that you have the resources so these folks can get the proper
training and schooling?
General Clarke. Sir, we need to make sure we have things
like the MilPers (Military Personnel) account healthy, so we
can send them to formal school training. Those are important.
Senator Tester. Okay. Just as a parochial side note, I will
say that the University of Montana is going to be holding its
annual cybersecurity competition on May 2nd.
Thank you all for your service.
Senator Cochran. Thank you, Senator.
The Senator from Montana.
AVIONICS MODERNIZATION PROGRAM
Senator Daines. All right. Thank you, Mr. Chairman. You're
going to get Montana from the left and Montana from the right
here this morning.
So thank you, Senator Tester.
And I wanted to tell you, a month ago today, I was with
Leader McConnell and several Senators. We were in Baghdad and
Irbil, followed by a visit to Kabul and Jalalabad.
I think we were all struck, profoundly struck, by the men
and women who are serving our country over there, and we could
not have been prouder, truly, of seeing what they're doing in
accomplishing the mission.
Back to the question of the C-130, kind of building on what
Senator Tester asked, I think we all have concerns with the AMP
program that we'll FAA-certified by 2020. What is a better path
that you might suggest we go down to make sure that these
planes are certified and flyable by 2020?
General Clarke. Sir, we have been working with the Air
Force closely to leverage what we could off of the existing AMP
program, take the best of that, and then put it into the
airplanes as we go down first in one increment of safety and
compliance, kind of what Senator Tester was referring to. And
then there's another increment that follows on for more
modernization efforts.
But that safety and compliance piece is the part that gets
us to that 2020 mandate for both domestic airspace purposes and
international purposes.
Senator Daines. So, General, do you see a path forward then
perhaps? I guess the other concern right now with our airmen in
Montana is we just don't see a path right now to certify by
2020. Do you see a clear path there?
General Clarke. This is one hot topic, and we have been
really burning the midnight oil to get this right. And thanks
to the cooperation with the entire Air Force, we're there. We
believe we have a very solid plan now to get this done.
And it's supported by the bodies of adjutants general who
have seen the plan. They like it, and they agree that we can
move forward.
Senator Daines. All right. That's good news. Look forward
to working with you on that, General, on what we can do to help
you accomplish that goal.
C-130S
Following up on the 130s, and maybe this is for both
Generals Clarke and Grass, there's a concern that we would soon
be looking at a scenario where the older C-130H models are in
the Guard and all the newer model Js are in Active Duty.
General Clarke. Yes, sir. In time, we've taken a front seat
on newer airplanes either in the Guard or the regular Air
Force. It has gone back and forth.
We do own the legacy fleet largely now in the Air National
Guard and, to a certain degree, also the Air Force Reserve.
But the reason that we want to retool this AMP program, we
don't want to put a lot of modernization money into airplanes
that, eventually, we'd like to recapitalize.
To give you a simple analogy, we're still running races
with Richard Petty-era cars, but we're still winning the race.
But at some point, you need to replace that car with something
that's faster, modern, new, and is going to keep up with the
rest of the competition. And the airplanes we're flying now are
old.
In January, the Secretary of the Air Force and I flew on a
1972 model C-130 that was originally bought by U.S. Navy, then
retired and put in the boneyard, pulled back out, now flown by
the New York Air National Guard to do a ski mission in
Antarctica, austere conditions.
And we put the Secretary of the Air Force on that airplane.
We had that much confidence we can keep this airplane going
now.
I don't think that's the future, though. We need to replace
these airplanes at some point.
So minimum modernization to a certain degree, and then
recapitalization with new airplanes down the road, that's the
pathway that I think is best.
Senator Daines. Senator Tester brought up the 219th and
819th Red Horse issue we have in Montana. Any suggestions what
we should be doing to make this case to Secretary James in
terms of the synergy between those two units, because I think
it really is a one plus one equals three type of synergy we
have in Montana.
What suggestion might you have we can make the case to
Secretary James that we keep the unit there?
General Clarke. Sir, I have full faith and confidence that
Secretary James will do the best she can to make sure that
there is something there for the guardsmen in Montana with the
Red Horse unit, and General Welsh as well. They believe in the
ability of what we can do in support of things around the world
and at home, should there be a disaster. And Red Horse mission
is one those great dual-purpose missions for us.
So I have the confidence that she will continue to support
efforts for Red Horse at large. And when it comes to Montana,
we'll work out a solution, hopefully, that will allow us to put
the guardsmen to work there in a Red Horse squadron.
Senator Daines. One of the important missions of the C-130,
certainly, we see that in North Carolina, is the MAFFS (Modular
Airborne FireFighting System), the firefighting systems.
Given that we have a lot of wildfires out West, just look
at acreage, millions of acreage oftentimes, do you think it
might make sense to maybe move some MAFFS capabilities out
West, perhaps the C-130s?
General Clarke. Sir, this is another one of those
requirements that we only see growing and particularly this
year is going to be quite problematic. So if we have the
ability to move MAFFS equipment for firefighting purposes
further west, I think that's probably a good idea.
Senator Daines. All right. Thank you, General Clarke.
Senator Cochran. The Senator from New Mexico, Mr. Udall.
Senator Udall. Thank you, Chairman Cochran. Really
appreciate you calling this distinguished group together here.
And thank you all for your service.
In New Mexico, our TAG Brigadier General, General Salas,
and the entire Army and Air National Guard are serving the
State of New Mexico in my opinion in an exemplary manner. As in
all 50 States, they're at the forefront of serving the
community, in the first line of defense in the event of natural
disaster or some other emergency.
And in border States like New Mexico, they're providing
important counterdrug operations along the U.S.-New Mexico
border.
Furthermore, reservists continue to answer our Nation's
call when they're needed. As you well know, during over a
decade of war, both reservists and guardsmen served alongside
our Active Duty forces with distinction.
GI BILL
And this is one of the reasons I've been working to correct
the problem in the GI bill and ensure that guardsmen and
reservists who served in Iraq and Afghanistan are able to
receive full educational benefits, like their Active Duty
counterparts.
I would assume that everyone on this panel would support
such efforts?
Yes, let the record reflect they're all nodding, Mr.
Chairman. Rather than turn it into a question, I just assumed
that that was true. Thank you.
WESTERN WILDFIRES
I want to follow up on Senator Daines' question, when he
talked a little bit about Western wildfires. We have a
situation in the Western United States where record drought,
snow pack during the winter was low, rivers are drying up,
Western forests are facing increased fire risks.
In your opinion, does the Guard in the Western United
States have the resources and funds they need to respond to
what could be a really dangerous fire season?
General Grass. Senator, if I could take that, every year,
we prepare ahead of time. Many of the States have training
underway, especially the MAFFS units. They've already certified
for the season I believe. But also our Black Hawks and Chinooks
that carry the Bambi Buckets, they're out training.
The ground crews, they're tied very closely to the National
Interagency Firefighting Center at Boise, Idaho, to get their
certifications in through the States.
I'm not concerned about the number of forces and the
training level now, but I am concerned about the future, going
out to full sequestration, and less units, less training at the
unit level, which it takes leaders. You have to grow leaders
that can go out and fight a fire--or manage a fire. You don't
fight it. You manage a fire.
And we will lose that capability over time.
Senator Udall. And what can this committee do to make sure
that capability is there?
HOMELAND MISSION
General Grass. Senator, I plan on, when I meet with the
commission on the future of the Army, to talk to them about the
homeland mission in great depth. That's why I think it's very
important, if we can lock down any changes to the National
Guard until NDAA 2017, so we can get a good serious look at
this homeland mission.
Senator Udall. Great. Thank you.
My understanding is that the Air Force Special Operations
is interested in increasing its coordination and training with
the Air National Guard.
Can you talk about how this would benefit the Air Guard and
Active Duty?
General Clarke. Yes, sir. So being a seamless part of the
total force--the Air Force Reserve, the Air National Guard, and
the regular Air Force--we operate the same equipment, and we
meet the same standards. We take the same inspections. We do
all of that seamlessly.
With regard to Special Operations, what they are looking
for is to capture experience that they're losing off the
regular Air Force to help them with operations and maintenance
of the airplanes that they have. That's true across all of our
portfolio, but the Air Force Special Operations Command is
looking at ways to do that more than we're doing today.
Senator Udall. Good, good. My understanding is this would
free up Special Operations for missions while allowing the
Guard to train new operators, strengthen their ability to
support the Active Duty force.
Do you agree with that assessment?
General Clarke. Yes, sir.
Senator Udall. Yes.
I see my time is very close to running out, so why don't I
just submit the rest of these questions for the record. I
appreciate your service. Thank you for being here today.
Senator Cochran. Thank you, Senator.
The Senator from Alaska, Ms. Murkowski.
Senator Murkowski. Thank you, Mr. Chairman.
Gentlemen, ma'am, welcome to the committee this morning.
Thank you for your leadership.
ARCTIC
I just came back from a visit to Iqaluit, Nunavut
Territory, in Canada with Secretary Kerry, where the United
States assumed the chair of the Arctic Council. We will have
that position for the next 2 years. It's our opportunity as an
Arctic Nation to lead as one.
So the question to you, General Grass, this morning is kind
of big picture here, but focused on what we have been able to
do with the National Guard State Partnership Program. As you
know, in Alaska, we have a very strong partnership between the
Alaskan National Guard and Mongolia. We continue to see great
things out of that, and I'm encouraged by that.
But it caused me to just kind of reflect about what may or
may not be appropriate with the National Guard in building out
from the State Partnership Program with our allies among other
Arctic nations and perhaps the opportunity to participate in
NATO (North Atlantic Treaty Organization) exercises involving
Arctic and cold-weather scenarios.
I heard you mention, General Clarke, that C-130s were sent
down to Antarctica for some cold testing. We can give you some
pretty cold stuff up North, too, if you want to go to the other
end of the pole.
But can you address whether or not any thought has been
given to whether it would be appropriate to have these types of
State partnerships with our friends in the Arctic?
General Grass. Senator, first let me say that we work very
closely with Northern Command right now and the Canadians on
two missions. One is looking at what capabilities we'll need in
the future to respond to an environmental disaster that occurs
in the Arctic. The second one is search and rescue. And then we
actually lean heavily on the New York Air National Guard unit
that's been flying for 40 years into Antarctica, what they've
learned about the effects on the aircraft, the communication
system, the nav system.
So we are using them as well, but working very closely
through NORTHCOM on this issue.
MONGOLIAN PARTNERSHIP
Ma'am, on the Mongolian partnership that you have, one of
the best no doubt, they've actually deployed together. Their
first deployment into Afghanistan, I think they had two Alaska
noncommissioned officers embedded in their formation. And they
did a number of rotations together.
So it's a very tight partnership, focused on warfighting
capability but also focused on responding to the needs of their
citizens both from Alaska, what we learn, and the Mongolian
military.
I think there are possibilities for us to continue to
expand that in the future.
Right now, one of the main issues that we're dealing with
on the partnership program, we have 74 countries now, so many
States have two, some have three partners. And we'll probably
stand up two more in Africa this year. So now we're up to 76,
but the budget has been pretty constant. So that's the real
limiting factor I think going forward.
SEXUAL ABUSE AND SEXUAL MISCONDUCT
Senator Murkowski. Okay. It would be something that we'd be
interested in speaking with you a little bit more and just
understanding where we go with it.
A question then regarding the very comprehensive review
that was conducted last year with the Alaska National Guard of
the command climate as a consequence of the reporting of sexual
abuse and sexual misconduct. The Office of Complex
Investigations did this comprehensive review. They found some
significant issues. There have been some movements. The
adjutant general was replaced.
But I understand that the National Guard Bureau played a
significant role in terms of providing assistance to identify
where the Alaska Guard can remedy some of these identified
deficiencies.
Can you describe for the subcommittee this morning what the
plans for remedying those findings were, and where we are in
terms of encouraging the Alaska National Guard to implement
those recommendations? And also whether you felt that the
readiness of the Guard units there were impacted by all that
was going on, not only before but during the course of this
investigation, and if you're satisfied that the readiness issue
has been addressed now?
General Grass. Senator, let me first start by saying that
the problems that Alaska experienced were caused by a small
number of folks. Your National Guard, I've seen them around the
world. There's probably not a week that goes by that they're
not rescuing someone, the rescue unit there.
Senator Murkowski. We're very proud of them, too. Thank you
for saying that.
General Grass. Very talented. And when the Governor
requested our Office of Complex Investigations to send a team
up, we devoted months of going up and looking at the
organization. We came out with 35 recommendations in five
areas. I won't go into great detail. We can come and brief you
on that.
But the key point was that there was education. There were,
in some cases, leadership changes that occurred. And then the
third part of that was prosecution. And the prosecution
probably dragged out much longer, but that wasn't within our
control.
One of the things we learned in the process is that the
military code for Alaska Guard was a bit weak and needed to be
beefed-up. So last fall, I sent a one-star General up and he
had access to anyone he needed. He worked with the Governor's
office, with the adjutant general's office, the acting adjutant
general at that time, and began to build implementation plans.
We are still working that. He came home in December, but
we're still continuing to follow up with General Hummel now
that she's in place. This will go on for a while.
Some of that will take legislative changes in State, but
we're working very closely with the Governor's office as well.
Senator Murkowski. Good. I appreciate that update. I know
that the State legislature has worked to address that. I don't
know whether they were successful in this session, but thank
you for your attention to it.
I know that structurally, we want to make sure that, moving
forward, we don't have incidents of this nature, not only in
the Alaska Guard, but throughout our various State Guard units.
So thank you for your leadership.
Thank you, Mr. Chairman.
Senator Cochran. Thank you, Senator.
The Senator from Missouri, Mr. Blunt.
Senator Blunt. Thank you, Mr. Chairman.
C-130S AND UPGRADES
General Clarke, I think we've already had several questions
on C-130s, but is the current status that the upgrades of the H
models will meet the deadline to all be transitioned where they
need to be by the time that either they be transitioned or no
longer in use?
General Clarke. Yes, sir. Working with the regular Air
Force and Air Force Reserve Command, we've come up with a plan
that's solid, and I 100 percent believe that we're going to
meet the mandates.
Senator Blunt. And I know you're well aware of what happens
at Saint Joseph, at Rosecrans, the training for our allies
around the world that come there for training. I believe we're
now at a place where we're going to have two C-130 multi-
mission crew trainers move to Saint Joe. They are also going to
relocate in a relocatable shelter, a simulator shelter there.
Do you know what the timeframe on that will be?
General Clarke. Sir, the first simulator arrived roughly at
the end of calendar year 2015, so not long, and the one after
that will follow not too long after that.
And thanks to this body, we purchased that with NGREA
money.
Senator Blunt. Great. Well, I'm pleased about that. I know
the community that is very supportive of the base is, too. And
one of the things that we've been hoping we'd see there was the
simulator capacity to train even beyond where we were with the
planes that were there.
A-10S TRANSITION IMPACTS
General Clarke or General Jackson, either one, on the
transition from the A-10s, I've been concerned that everybody
we see from the ground perspective believes that the A-10
continues to be a great plane and does what it does better than
anything else would do it.
But I'd want you to talk a little bit about where that
transition is, General Jackson, and also your sense of how the
replacement plane will do what the A-10 does on the ground and
then other things it may do as well.
General Jackson. Senator, thanks for your question. As
you're well aware, the 442nd Fighter Wing is the Air Reserve
Wing at Whiteman Air Force Base, Missouri that flies the A-10.
They recently deployed. They returned from deployment and did
an outstanding job in support of our members on the ground, and
we're very proud of that unit.
The discussion once again revolves around whether or not
the
A-10 will be able to be divested from the Air Force, which
includes the Air Force Reserve and Air National Guard. The plan
for doing that, the re-flow plan, is being discussed with you
right now.
When it comes to backfilling requirements, if the A-10s out
of Whiteman would be removed, they would be backfilled if F-
16s, as the F-35s come onboard. And the discussion of that
timeline basically has gone back and forth from all the way up
to 2018 back 2017, up to 2019 and back to 2016.
So what I would say about the aircraft, sir, is that
General Welsh does a great job of telling the story of the A-10
and why we're making this difficult decision.
He has flown the A-10. I have not. I have flown the F-16,
just like he has. And I can tell you that from the F-16
perspective, which would be the replacement airframe at
Whiteman, as an example, we are dedicated to the CAS (close-air
support) support and the requirement to go ahead and do that
mission set.
Currently, the F-16s and F-15Es do the preponderance of
that type of close air support in the U.S. Central Command Area
of Responsibility, with an addition of some B-1s, B-52s. But
that platform, the F-16 that I have flown, is extremely capable
and able to do the CAS mission as the A-10 is.
Having to make this difficult choice, I'm very happy that
the Chief and the Secretary have decided to go ahead and
continue to keep that Air Force Reserve experience in that
fighter platform with the CAS experience, even though we may be
doing it in the F-16 versus the A-10.
Senator Blunt. And how much retraining will be necessary
for our great A-10 pilots there now to transition to the other
plane?
General Jackson. Sir, what normally happens when a unit
goes into a conversation between two weapon systems, and I did
this when I was assigned to USAFE (United States Air Forces in
Europe) in Germany, is that we take the unit down for
conversion. Now, that is to train members, but most of those,
as an example in the 442nd, well over 30 to 35 percent of our
pilots have flown the F-16 before. So the bottom line is
they'll have to go through a reduced training requirement.
The maintainers, about 30 percent of those have maintained
F-16s at other locations or on Active Duty. So, once again,
they'll go through a reduced training requirement.
If you have to go through a long course, it's going to be
about 150 days, but that's for a brand new lieutenant that's
never flown a fighter aircraft that would have to go and get
fully trained in the F-16.
Senator Blunt. Mr. Chairman, I have another question. I
can't quite tell on my time, I think my time is running the
other direction. I'm pretty sure of that.
I'm going to ask one more question.
REDUCTION IN FORCE
General Grass and General Talley, both, General Jackson
mentioned as you all are dealing with all the time the
difficult choices, and obviously we see a lot of those going on
right now as we deal with numbers, defense numbers, that
everybody would like to be higher.
It does seem to me, as we make those difficult choices,
that actually instead of the Guard and Reserve taking a
proportionate share of those, it would seem to me that it would
actually be the time to be looking at building the Guard and
Reserve, so that they are there when we need them.
Either one of your views on that or both your views on
that? General Talley, do you want to start with that? And then
General Grass. And that will be my last question.
General Talley. Yes, sir. Senator, thank you for the
question.
I agree with you, to be frank. Force structure in the Army
Reserve, as I had mentioned in my opening statement, was
changed in the 1990s by General Sullivan, who was the great
32nd Chief of Staff of the Army, and put most of that combat
support and service support that was in the Army, it's no
longer in the Army and the Army National Guard, unless it's
organic or brigade combat. It is all in the Army Reserve.
So the Army can't execute its mission globally daily,
contingent or combat, without the Army Reserve. So if we de
facto become strategic--and I'm becoming strategic as we speak
because of funding reductions. So I'm more worried about
funding reductions and less resourcing to train and maintain
that readiness because the Army will fail its mission if I
can't have my CS and CSS ready to go.
So we can't afford in the Army to have the Army Reserve
strategic. But for me, it's really more of an OPTEMPO funding
issue as it is a force structure and an end-strength. Although,
I agree we probably should, I would argue, put a pause on
reducing the total Army at all. I think we ought to hold the
total Army where it is, I mean just looking at what's going on
around the world.
Thank you, sir.
Senator Blunt. General Grass.
General Grass. Senator, General Talley laid it pretty well.
If I could add, I've been to 40 States now, and I'm sure
whether it's Guard or Reserve, if you look at this young force
we have today--experienced, well-trained, equipped, ready to
go--I think it's exactly what the Nation needs to take a
serious look at right now as a strategic edge in a very
uncertain world with the fiscal challenges we face.
Senator Blunt. I would think the point you're both making
that I agree with is, if you are downsizing the full-time
force, even more important to have a substantial Reserve and
Guard backing up that full-time force.
Mr. Chairman, I think it's something we ought to be
thinking about. My time is up.
Senator Cochran. Thank you, Senator.
The Senator from Vermont, Mr. Leahy.
Senator Leahy. Thank you, Mr. Chairman.
I welcome all the witnesses. With many of you, we've talked
over a number of these matters before.
As co-chair of the Senate's National Guard Caucus, I'm a
strong believer in the value the Reserve components provide our
country. In fact, we will not prevail in any major conflict
without the strength of the Guard and Reserve. Certainly, in
the last few years, that's been brought home over and over
again. I don't think we have to worry about this committee
wanting to keep you strong.
Incidentally, the Guard caucus is a strong bipartisan
caucus. Senator Lindsey Graham and I have kept it that way.
General Grass, I know I chatted with you the other day.
You're going to Vermont this weekend. I think you just said
that you've been to 44 States. Well, it'll be 45 now.
You're going to see a wonderful Army aviation facility in
South Burlington, some of my favorite Guard people there. The
men and women who work there will make you proud.
In just meeting them, you'll see these are people dedicated
to their country, dedicated to the mission. They're flying
Black Hawks, flown overseas, rescue missions, in combat.
Given all the talk of the transfer of every Apache attack
helicopter out of the Nation's Reserve components, which I
don't really agree with, should States that do not have an
Apache unit but Black Hawks, like we do, do we have to start
worrying, too?
General Grass. Senator, as we begin to draw down even in
the first round of the two battalions that will leave in 2016,
the attack battalions, Apaches, as we begin to draw down, we
will reallocate resources from across, and a full ARI
implementation of the Apache will affect about 22 States,
because you just can't close down. You have to move both full-
time manning, you have to move aircraft to fill in when you
take 24 aircraft out of one State.
Senator Leahy. Should we be worried about our Black Hawks?
General Grass. Senator, every State should be worried about
the redistribution of assets now.
Senator Leahy. All right. You may be asked this question
again when you get to Vermont. But you might want to talk with
them about some of the combat missions they've had. These are
the most advanced Black Hawks. One of things, when they're in
an area like Afghanistan or Iraq, as they're out in the
mountains, they could pick up somebody and then get back to
altitude very, very quickly.
STATE PARTNERSHIP PROGRAM
We've also seen in Vermont a tremendous impact of the State
Partnership Program. We've done this with Macedonia, which I've
actually visited them there, and Senegal, which I haven't. But
we've heard the challenges, particularly the complexity of
operating through half a dozen funding streams.
How can the funding for the program be streamlined to be
more efficient and give our combatant commanders more effective
results? I'm trying to think of cutting down, trying to look at
this and this and this, whether they're actually getting
something done.
General Grass. Senator, last year, we conducted over 700
engagements on behalf of the combatant commands through our 74
State partner countries. And I mentioned earlier that we're
going to grow two more this year in Africa.
But the money is very tight, very tight right now. And it's
competing against very high priorities. So I think if this body
were to add money to our State Partnership Program, realizing
that our overhead for the 74 countries and 700 events is about
$12 million. It dropped a bit in 2015. But if that money was
fenced in some way, then we would apply it to our overhead and
expand our partnership engagements.
Senator Leahy. I like the idea of these partnerships. I
like the number of countries they go in.
This is a very clear U.S. presence, which is welcomed by
the country. I like seeing our folks there, the U.S. flag
there.
As you know, there are other countries that don't share
some of the interests that we do, in everything from democracy
to security. A number of those countries, they would love to
make the inroads, they would love to be welcomed as we are.
Just from a national security point of view, as well as the
view of the United States, we want to increase this not
decrease it.
If I have other questions, I'll submit them for the record.
But, General Grass, I applaud you and everybody lined up
here with you who work so hard on these programs.
And on behalf of my son, General Mills, I do have to say
semper fi. I'm not taking sides, but for this young marine, I
say semper fi.
Thank you, Mr. Chairman.
Senator Cochran. Thank you, Senator.
The Senator from Kansas, Mr. Moran.
CYBER
Senator Moran. Mr. Chairman, thank you very much.
General Grass, I want to follow up with my conversation
with General Clarke. We shook hands this morning, and you
congratulated us on the success of reaching agreement between
the Kansas National Guard and the Air Guard.
What concerns me about what I heard this morning is that
there's something necessary to happen with NDAA or the
appropriations process. My question is: Is there anything that
now prevents the Guard from entering into some formalized
agreement between the National Guard and the Kansas Guard
related to cyber?
What you were congratulating me about and indicating the
success that has taken place, why can't that be put in writing?
To my knowledge, there's nothing in NDAA that's necessary for
us to formalize, for you to formalize that agreement. Is there
anything preventing you from signing an agreement now?
General Grass. Senator, one of the things we looked at in
cyber a year ago, and all the Governors have been very
outspoken about this, that we expand cyber capability across
the Guard. And my concern was that we needed a strategy to do
that. I think General Clarke laid out that strategy of how we
would look at the capabilities from civilian skills as well as
the upward mobility of folks that grow in those units.
But my bigger concern was the strategy of where we put
those units. So General Clarke and General Kadavy meet
periodically. This summer, we're going to announce the
stationing to the adjutants general of another 11 units, four
Air and seven more Army. We just announced in February three
more Army.
But the intent is to work it together, because whether it's
an Air Guard or Army Guard unit, I told them I didn't want to
wake up one day and see them all piled up in one region of the
country.
Our goal was first to have a cyber capability in the Guard
in every FEMA (Federal Emergency Management Agency) region, and
we're on a path to hit that. Then the next step is every State
that could support it would have a cyber capability, and that's
my commitment to the Governors.
The bigger issue, though, Senator, and I think definitely
the Secretary Work is working this right now at the Pentagon.
He's established the working group. It's the authorities that
we've got to get after. We can build the forces, and we're
going to do this. And Secretary Carter has made this a
priority. I see more for all the Reserve components for the
future, of growing capability.
But it's the authority of what we can do in State Active
Duty versus a Federal authority, and where are the boundaries?
So those authorities will actually probably come to the
Congress at some point to work through.
So we're really taking that on now to identify what we need
to be able to function from the Governors' call as well as the
President's call. And General Clarke can talk specifically
about the red team and that you have and the blue team, and the
group, how soon we can get those.
Senator Moran. But you're suggesting, General Grass, that
something is required from NDAA or from Congress before you can
formalize the agreement?
General Clarke. Senator, when I say that, I don't even
promise people capabilities for existing things we have until
an NDAA is signed, because we have to have the authority to
execute mission based on what the Congress authorizes money
for. So the plan, including the cyber for Kansas, is based on
the authorities given to us, written into the NDAA, that says
this is what the Congress is willing to stand up for and pay
for. It might be Apache helicopters, A-10s, whatever it is out
there, including cyber capabilities.
If you're looking for a written instrument that indicates
what the plan is, I can certainly do that with the TAG of
Kansas. So far, it's been verbal and email exchange with the
TAG of Kansas, saying he agrees with it. I have those emails,
if you'd like that for record. But he agrees with what we're
planning to do there.
[The information follows:]
General Clarke. But it's when the NDAA is signed and it's
official record in law, we can move forward on anything that
comes to the Department of Defense, including cyber.
Senator Moran. I have other questions or concerns about
this, but let's have this conversation outside.
General Clarke. Yes, sir.
Senator Moran. I appreciate the chance to have this
conversation with you, General Clarke, and you, General Grass.
Thank you.
Senator Cochran. The Senator from Missouri, Mr. Blunt.
CYBER
Senator Blunt. Well, following up on cyber, clearly, it's
one of our great challenges right now, to be sure we're
effectively combating cyber. I'm on the intel committee. We've
reported a bill out that would do some things--information-
sharing, some liability protections, other things that I think
are headed in the right direction.
But in terms of our cyber fighting force, here's another
area where I actually think that the combination of a private
sector job and the Guard and Reserve opportunity in cyber could
be really great in how those two things come together.
And so, General Grass, and then, General Clarke, your sense
of where the Guard and the Reserve can fill an important place
in the cyber fight would be helpful.
General Grass. Senator, one of the parameters that we do
use for basing is we look at the industry in the area. Is there
a capability there? So when the States submit a package that
they want to compete for a cyber capability, they will lay that
out for us.
My vision for the future is most of our cyber units,
probably be 80 percent to 90 percent of that unit will be drill
status guardsmen that will have civilian jobs in cyber. Ten
percent to 20 percent will be the full-time staff that's there
every day.
What we've found so far, and General Clarke can probably
talk more about it, is in some of those capabilities we stood
up in the network warfare squadrons, specifically two of them
that support Fort Meade and CYBERCOM (Cyber Command), they
actually are giving us money now to bring cyber warriors on
duty, additional, at different times, so we provide a surge
capability. Some of them actually become 3-year surge
capabilities.
Senator Blunt. General Clarke.
General Clarke. Yes, sir. The competitive advantages that
we offer in cyber are three parts.
One is, we're able to take people who have civilian skill
sets that do cyber for a living and put them to work. One of
the most clever slides I've ever seen in the Pentagon was a
slide that had the network warfare squadron designation at the
top, and the entire slide is covered with icons and patches of
corporations like Apple, Microsoft, Hewlett Packard, Boeing,
and others, NSA (National Security Agency). That's what they do
in their civilian careers in the IT world. Not that they just
work there, but they actually do IT stuff.
If you look at that from a different perspective, from the
individual perspective, huge networking opportunity, from the
Guard perspective, we're leveraging all of that expertise for
things that we need to do in the military world. And if you
look at it from the employer perspective, they said, ``Well,
let me get this right, at least once a month or more often,
they get to go to a conference with the rest of these people
doing IT and learning things about computer network defense and
sharing those skill sets and talking about that.'' That's a
huge competitive advantage in itself.
The other thing we do is we capture separating members of
the services, regular Air Force, for instance, who might decide
to leave. Then we can put them to work, so we capture that
experience, because people love serving in the Guard, love
being in the cyber portfolio.
The third part, and especially when it comes to being able
to work with industry and work with government, State and
local, you have someone who has affiliation with them
automatically, and they're allowed in the door to have a
relationship with them to help enforce their cyber
capabilities, which then helps the Governors, helps the mayors,
helps whoever in the State, in the local community.
Senator Blunt. I think that chart that you talked about,
you create here the opportunity for a level of what in the ag
world, that Senator Cochran and Senator Moran and I all care
about, you call hybrid vigor. You're bringing all of these new
ideas, different ideas and different backgrounds together with
frequency. And that creates a different dynamic than you likely
could create in any other way.
So I certainly think this is one of the perfect places for
the Guard and Reserve to play a role that brings a rapidly
changing area into a new level of vigor in performance that
would be hard for me to imagine you could get as easily
anywhere else.
I'm going to be continuing to look at what you're doing
there. I think there's a Missouri cyber unit that is standing
up now, and we're going to be watching that as well.
General.
General Grass. Senator, if I could, I know this committee
is definitely interested, and I would encourage either the
members or their staffs to come to Cyber Guard. It's hosted
every year. It's made up of Active, Guard, and Reserve. It's
right here. I think this year it's at Suffolk here in Virginia.
We bring it all together and they actually hammer out and
battle for 2 weeks in the cyber range, and it brings in DHS as
well. We bring in power companies to work as a part of this. I
think it's in the middle of June this year.
Senator Blunt. Thank you.
Thank you, Chairman.
General Talley. Mr. Chairman, if I could?
Senator, the Army Reserves' private-public partnership, we
have 3,500 cyber warriors, and 6,500 when you add in the
support. In the Army Reserve, because we're technical enablers,
we're the most connected to the private sector, in my opinion,
of any service or component.
We just had a signing up on the Hill and a large number of
the Members of the U.S. Senate and their staffs were there.
Eleven companies, to include Microsoft, six universities, and
our cyber folks formally partnering between the private sector,
the academic sector, and the Army Reserve, as we offer that
cyber in offense to support the National Security Agency,
defense with our two-star signal command in Georgia, and also
protecting the platforms. So I'd love to send you more
information on that.
Thank you, Mr. Chairman.
Senator Cochran. Thank you.
Let me just make an observation that we were very pleased
to hear the decision to bring the 815th Airlift Squadron back
to mission-ready status in Mississippi. We appreciate that
news.
I wonder, will there be associated with that any request
for supplemental funding or the need to authorize this in a
formal way? Or can we just leave this up to you, that the
necessary manpower is going to be returned to the 815th Airlift
Squadron as soon as possible?
General Jackson. Mr. Chairman, once again, we're very proud
of the 403rd wing down in Mississippi at Keesler Air Force
Base. And of course, the 815th is part of that outstanding wing
down there in Mississippi.
Part of the ability to restore parts of that organization
will require some manpower that we've already put into the
calculus for this fiscal year 2016 President's budget
submission.
In addition, our requested appropriation for O&M (operation
and maintenance) includes the required flying hours that we'll
need there also. But I'll go back and make sure that that math
is correct and get you an answer on that, sir.
Senator Cochran. Okay, thank you. Thank you very much.
Senator, do you have other questions? Senator Moran.
Senator Moran. No, Senator. Thank you for asking.
ADDITIONAL COMMITTEE QUESTIONS
Senator Cochran. Let me thank our panel, our distinguished
panel of heavy hitters in here today. We appreciate the
outstanding service that you are providing our country and our
national security efforts and requirements.
We want to thank you for your cooperation with our
committee in responding to the questions of Senators and others
in preparation for the hearing. We're grateful for your service
and your courtesies. And we look forward to maintaining a
continuing dialog, as necessary, through the fiscal year 2016
appropriations process.
We're going to permit Senators to submit and supplement the
record with any additional written questions they may have. In
that case, we may be submitting additional questions to you,
and we hope you'll be able to respond within a reasonable time.
[The following questions were not asked at the hearing, but
were submitted to the Department for response subsequent to the
hearing:]
Questions Submitted to General Frank J. Grass
Questions Submitted by Senator Patrick J. Leahy
Question. What modifications to the State Partnership Program would
you recommend to ensure effective coordination within the Department
and during in-country activities to best execute the mission and
communicate back the significant return on investment SPP provides?
Additionally, how can SPP funding be made more efficient for our
Guardsmen and those funding the program through the National Guard
Bureau and geographic combatant commands?
Answer. The Army Aviation Restructure Initiative plan establishes a
constrained operational Apache force while it builds a large ``spares''
(or float) account. The Aviation Restructure Initiative allocates 480
Apaches for 20 manned, deployable Attack Reconnaissance Battalions and
80 Apaches to the training base, which leaves 164 Apaches for spares,
depot maintenance, and the AH-64E Boeing remanufacture line. On the
other hand the National Guard proposal limits the size of the spares
account to provide greater operational Apache capacity. The National
Guard plan allocates 552 Apaches for 24 manned, deployable Attack
Reconnaissance Battalions and 80 Apaches to the training base, which
leaves 92 Apaches for spares, depot, and the remanufacture line. The
Army projects the Apache fleet will be 724 aircraft in fiscal year 2019
and has programmed a fleet of 690 AH-64Es in fiscal year 2025. The
Guard plan would program a fleet of 701 AH-64Es in fiscal year 2025,
requiring the conversions of 11 more AH-64Es for about $220 million.
The Army insists that the Active Component must have 20 Attack
Reconnaissance Battalions (not 18 as proposed in the National Guard
plan) and must retain a large spares account in excess of 130 Apaches.
This would require the Army to procure up to 104 additional Apaches.
The Aviation Restructure Initiative plan does provide funding for
Black Hawk requalification training of Army National Guard pilots and
mechanics--except for fiscal year 2015. The Aviation Restructure
Initiative plan does not fund the $2.6M Guard requirement in fiscal
year 2015 for school course costs, pay and allowances, and flying hour
operational tempo. We are trying to work through fiscal year 2015
options with Army Headquarters, but at this point in the fiscal year it
is unlikely that we will be able to meet the requirement. Likewise, the
Aviation Restructure Initiative plan covers most of the transportation
costs to move aircraft and equipment to and from the National Guard,
but Guard pay and allowance costs (approximately $1 million) directly
related to the inspection and movement of the aircraft and equipment
are not covered by the ARI plan and must be diverted from other Army
Guard tasks.
Question. As a planning organization, the military develops
extensive operational plans and concepts of operations for how to use
the personnel and equipment funded by the Committee, both likely and
catastrophic. What is the status on the development of plans for how to
use National Guard personnel and equipment also funded by this
Committee for complex, catastrophic events within the United States
under command of civil authorities, and why is the creation of such
plans important to the President's budget?
Answer. The National Guard Bureau is developing complex,
catastrophic event support plans for pre-identified catastrophic
scenarios in concert with the Federal Emergency Management Agency
(FEMA), U.S. Northern Command (USNORTHCOM), and U.S. Pacific Command
(USPACOM). Key to National Guard support in planning efforts is
accounting for the gaps identified by the Emergency Management
Consortiums (example: Central United States Earthquake Consortium and
Western States Seismic Policy Counsel for earthquakes).
The National Guard's 54 States, Territories, and the District of
Columbia developed their All-hazard plans, and coordinate, integrate,
and synchronize them during planning conferences and table top
exercises (example: New Madrid Seismic Zone Capstone 14). Testing these
plans during National Level Exercises ensures proper and timely
responses during catastrophic emergencies (example: Ardent Sentry 15--
Southern California earthquake response).
National Guard strategic planning serves as a shock absorber and
helps set the operational framework down to the local level. National
Guard planning ensures relief from Federal response and provides all
available National Guard forces for the Nation's best response.
Integrating National Guard plans reduces duplicate funding, increases
the visibility of capability gaps, and better focuses the whole of
government response during a complex, catastrophic event.
The creation of strategic level plans for the employment of
National Guard Resources and Personnel are important as they only
outline specific and applied capabilities, as well as the requirements
for maintaining those capabilities as well as unfilled requirements and
projected associated costs. Both of these items go before review and
budgeting process and therefore have the potential to influence budget
lines in the President's Budget for Military Operations concerning the
National Guard and specifically, during Domestic Operations.
For example, during fiscal year 2014, the Army National Guard
performed state missions in response to more than 116 events, including
the continued cleanup of the devastation caused by Hurricane Sandy
(October 2012).
TABLE 1: ARMY NATIONAL GUARD DEFENSE SUPPORT OF CIVIL AUTHORITIES AND
STATE MISSIONS
------------------------------------------------------------------------
No. of No. of
Event Type Events Event Type Events
------------------------------------------------------------------------
Key asset protection.............. 2 Search and rescue... 55
Law enforcement support........... 10 Water support....... 7
Winter storm response............. 46 Tornado............. 15
Flood............................. 16 Explosive ordnance 29
disposal.
Special Event..................... 12 Southwest border.... 1
Fire.............................. 25 Severe weather...... 7
Civil Support Team response....... 130 Counterdrug......... 2
Hurricane or Tropical Storm....... 7 Other............... 14
------------------------------------------------------------------------
In the Air National Guard's state role, units provided support for
civil authorities during fiscal year 2014. Examples include fighting
wildfires with the Modular Airborne Firefighting System (MAFFS);
providing recovery efforts following the tornado that destroyed Moore,
Oklahoma; conducting search and rescue operations by the Alaska Rescue
Coordination Center (saved 1,668 lives during 4,444 missions and
assisted an additional 701 persons to safety); protecting the police
command post in Ferguson, Missouri during civil unrest; clearing roads
to assist emergency vehicles during Hurricane Sandy; and conducting
counterdrug operations in the Rio Grande Valley of the Texas border.
TABLE 2: RECENT ANG INITIATIVES TO PROVIDE SUPPORT TO CIVIL AUTHORITIES
------------------------------------------------------------------------
Event Equipment/Capability
------------------------------------------------------------------------
2015 Boston Marathon JISCC deployment support
2015 Texas Flooding Eagle Vision in support of event
2015 Santa Barbara Oil Spill Eagle Vision in support of event
2015 Northern GA Ice Storm Eagle Vision is support of event
2014 Washington Mudslide, Two Fatality Search and Recovery
Snohomish Teams (FSRT) recovered remains and
County, Oso WA assisted coroner from 25 March
through 8 April. Refrigerated
trailers, tents and personal
protective equipment (PPE) were
used.
2013 Presidential Inauguration Two Disaster Relief Mobile Kitchen
Trailers (DRMKT) were used at
McKinley and Wilkinson H.S. to feed
1,800 soldiers from 18 January
through 22 January.
------------------------------------------------------------------------
TABLE 3: SELECTED NATIONAL GUARD AND RESERVE EQUIPMENT APPROPRIATION-
FUNDED AIR NATIONAL GUARD COMMUNITY RESPONSES
------------------------------------------------------------------------
Event Equipment/Capability
------------------------------------------------------------------------
2015 Baltimore Riots Mobile Emergency Operation Center,
Tactical Command Package, and Non-
Lethal Capability Sets, and Less-
Than-Lethal Supportive Sets
2015 New York Snow Storm Debris Removal Equipment
2014 Washington (State) Mudslides Fatality Search and Rescue Team,
Disaster Relief Bed-down Sets,
Refrigerated Trailers, Tents and
Personal Protective Equipment
2014 California RIM Fire Mobile Emergency Operation Center and
Tactical Command Package
2014 South Dakota Forest Fire Mobile Emergency Operation Center and
Tactical Command Package
2013 South Dakota Flood Mobile Emergency Operation Center and
Tactical Command Package
2013 Arkansas Tornado Mobile Emergency Operation Center and
Tactical Command Package
2013 Presidential Inauguration Disaster Relief Mobile Kitchen
Trailers
Southwest Border Joint Incident Site Communication
Capability
------------------------------------------------------------------------
______
Questions Submitted by Senator Barbara A. Mikulski
national guard c-130j flying mission
Question. General Grass, Lieutenant General Clarke, Major General
Kadavy, and Lieutenant General Jackson, while the Air Force divests in
the A-10, it has announced its intention to transfer from the A-10 to
C-130J's in Maryland in 2018. However, there have been no plans
submitted to support this, nor has there been an announced plan to
augment the National Guard's fleet with C-130J's. When will the Air
Force have a ``Bed Down'' plan for location of the C-130J's, and what
factors are being considered for that ``Bed Down'' plan?
Answer. Presently, the Air Force is awaiting Congressional approval
to divest the A-10. Pending that approval, Air Mobility Command (AMC),
as the fleet manager for the Mobility Air Force (MAF) C-130J aircraft,
will be able to provide a bed down for Warfield (Martin State) Air
National Guard Base in Maryland. AMC maintains the C-130J ``Bed Down''
plan for the Active Duty, Air National Guard and Air Force Reserve
Command.
Currently, all C-130J aircraft have been assigned (including Martin
State) and assignments are not expected to change. Unless additional
funds are provided, additional Mobility Air Forces (MAF) C-130J
aircraft are not funded for production. The fiscal year 2014 Program of
Record is to procure 134 Combat Delivery aircraft; approximately 104 of
these aircraft have been delivered as of early fiscal year 2015. ANG
(as of May 2015) possesses 16 previously delivered C-130J aircraft,
with another 8 to be delivered for Martin State in the future.
force structure of the army
Question. General Grass, Major General Kadavy, Lieutenant General
Clarke, Lieutenant General Jackson, and Lieutenant General Talley: I
have supported plans for a comprehensive review of the Army's force
structure to determine how important capabilities can be maintained in
these tough budget times. What are the factors that you have considered
in determining the appropriate size of the total force and the mix of
active duty and reserve forces? What is the cost difference between the
active duty and reserve forces?
Answer. The Army National Guard is a full participant in the Army's
Total Army Analysis, which is the Army's force structure analysis
process. We work closely with Headquarters, Department of the Army as
the combat reserve of the Army to activate, inactivate and convert
units based on the results of Total Army Analysis to support both the
combatant commanders and National Defense Strategy requirements. We
then work with state adjutants general to allocate units throughout the
54 States and territories in areas that can generate and maintain
readiness for those capabilities and simultaneously provide critical
support to governors.
The exact cost difference between active and reserve forces varies
depending on the frame of reference. Many studies conducted by the Army
and others overwhelmingly conclude that reserve forces are:
--Significantly less expensive to the taxpayer when not mobilized or
deployed; and
--Almost, but not quite as expensive as active forces, when used in
an active duty status.
The two most often-cited cost analyses for the cost difference
between active and reserve forces (to include all of the military
services) are the 2013 ``Unit Cost and Readiness for the Active and
Reserve Components of the Armed Forces'' conducted by the Secretary of
Defense in response to Section 1080A of the National Defense
Authorization Act fiscal year 2012 (Public Law 112-81) and the 2013
``Report of Reserve Forces Policy Board on Eliminating Major Gaps in
DOD Data on the Fully-Burdened and Life-Cycle Cost of Military
Personnel.''
The NDAA report states that, at the individual Soldier level, the
cost of a Reserve Component (RC) Soldier in a part-time status is
approximately 16 percent of the cost of the Active Component (AC)
counterpart. In a mobilized or active duty status, that same RC Soldier
is approximately 95 percent of the cost of their active duty
counterpart. The reduced cost of an activated RC Soldier lies primarily
in lower utilization of benefits and reduced retirement annuity costs.
(pp. 17)
The Reserve Forces Policy Board study determined: ``The cost of an
RC service member, when not activated, is less than one-third that of
their AC counterpart . . . the RC per capita cost ranges from 22
percent to 32 percent of their AC counterpart's per capita costs,
depending on which cost elements are included.'' (pp. 5)
______
Questions Submitted by Senator Brian Schatz
Question. NPR did a series on the National Guard. One of its
reports noted that members of the National Guard face challenges in
getting care for PTSD. That report asserted that Soldiers and airmen in
the National Guard might be more likely to suffer from PTSD in part
because they do not have regular access to the kind of support network
you might find with the Active Duty. And while the Guard tries to do
the same things that the Active Duty does to screen for individuals
returning from deployment, one of the challenges of PTSD is that
symptoms of war can appear long after returning home, when these
Guardsmen may not be around that regular support network.
Do you agree that members of the National Guard face a different
set of challenges with getting care for PTSD and other mental health
needs?
Answer. Yes. A recent RAND study highlighted the challenges of the
National Guard/RC accessing mental healthcare including PTSD due to our
geo-dispersed population. The study specifically highlighted initial
access and follow-up barriers if travel for services >30 minutes.
The ANG and ARNG recognize the unique challenges given our
geographically dispersed population and therefore we continue to work
closely with established DOD programs and established an enduring
psychological health workforce at each ANG Wing and across the ARNG.
The ANG has 93 Title 5 full-time embedded psychological health
personnel, at all 89 ANG Wings, 1 at the Air National Guard Readiness
Center, 1 at 254 Air Base Group, Guam and 2 additional DPHs ( Florida
and Hawaii) to support their large numbers of Geographically Separated
Units. The ANGs DPH to SM ratio is 1:1200. The ANG also leverages a
unique partnership with the Active Component AF and AF Reserve via a
``Total Force Liaison'' initiative, which allows cross component DPH
support mitigating some of the geo-dispersed barriers to care noted by
RAND. The ARNG has 175 full time embedded psychological health
personnel as they are transitioning from a national contract to a
Federal Government workforce supported by some local contracts. The
goal is to reach a 1:2000 provider to SM ratio.
These mental health professionals provide psychological health
support and leverage community capacity and access to care.
Question. Can you describe what the National Guard is doing to
bridge the gap so that these Soldiers and airmen are not falling
through the crack when it comes to getting care for PTSD and other
mental health needs?
Answer. (ARNG) Yes, here are the following programs:
Behavioral Health:
--Work closely with established DOD programs
-- Defense Suicide Prevention Office, Vets4Warriors, VA Military
Crisis Line, Military One Source, DOD SAFE HELPLINE and Defense
Centers of Excellence for Psychological Health & TBI.
--ARNG Psychological Health Coordinators (PHCs) and ANG Directors of
Psychological Health (DPH): Established in 2009 as expert
advisors to leadership on psychological health issues, support
resilience efforts and build community relationships.
Psychological Health prevention, crisis intervention, referral
and follow up case management.
--Outreach efforts deliver psychological health and resiliency
information and resources to the user based at their location.
Psychological health educators promote open dialogue and
focused training to increase awareness and reduce stigma of
seeking counseling.
Suicide Prevention:
--Current Trends: Decreasing, likely influenced by unit-level suicide
prevention and resiliency programs tied to community resources.
-- Suicides: 2009 = 79; 2010 = 134; 2011 = 116; 2012 = 132; 2013 =
134;
2014 = 84
-- NG suicide demographics similar to civilian and AC: Single 17-29
Caucasian males.
-- Prevention NG applies a holistic, evidence-based, community
approach to prevent suicides and care for members and families.
-- ARNG's Community Health Promotion Council (CHPC) and the ANG's
Community Action Information Board (CAIB) and Integrated
Delivery System (IDS) at each Joint Force Headquarters.
-- Annual Unit Risk Inventories and Climate Surveys to identify
high risk indicators.
--Unique RC Problems: Unemployment and Behavioral Health Treatment
payment
-- Addressed through the National Guard Employment Network,
Transition Assistance Advisors, Yellow Ribbon Programs, and
Veterans Opportunity for Work are in place to address this
problem.
-- RC Service members without Veteran status must pay for
behavioral health treatment out of pocket. This is cost
prohibitive and could potentially discourage a Service member
from seeking assistance.
Yellow Ribbon:
--Helping Service Members and their Families in the National Guard
connect with their local support community before, during, and
after deployments.
-- Informational events and activities, referrals, and proactive
outreach services throughout the phases of deployment or
mobilization
-- Effectively, efficiently, and as close to the home as possible,
ensuring they are informed, and self-sufficient, thus enabling
them to sustain the rigors associated with deployment or
mobilization
--How They Help:
-- TRICARE benefits and dental plans
-- Referrals to counseling services such as Financial Counseling
and Child & Youth Counseling services
-- Veterans Affairs (VA) Benefits and VA enrollment
-- Substance Abuse Awareness and Counterdrug Programs
-- Safety Awareness
-- Domestic Violence and Sexual Assault Awareness
-- Emotional, Psychological and Behavioral Services
-- Marriage and Singles enrichment
-- Employment Issues
In Transition:
--A free, voluntary program with coaches who provide psychological
healthcare support to Service members, Veterans and their
healthcare providers during times of transition.
-- DOD developed--addresses Mental Health Task Force recommendation
for care during transition
-- Defense Centers of Excellence for Psychological Health and
Traumatic Brain Injury manages the program and its support
--In Transition offers:
-- Each member has a one-on-one Transitional Support Coach,
available by phone, who is a master's-level, licensed
behavioral health clinician
-- Support for members' mental health and wellness through the use
of motivational interviewing, readiness, and action planning to
identify and address challenges
-- Information for members about their mental healthcare and how to
successfully change providers at the time of transfer or
discharge
-- Assistance with referrals to and follow-up with new providers to
ensure continuity of care for members
-- Information about local community resources, support groups,
healthy lifestyle options, benefit enrollment and other health
resources
Answer. (ANG) Yes, here are the following programs:
Behavioral Health:
--Case Management and Tracking: ANG DPHs have the ability to
electronically track, support and encourage compliance
throughout the treatment cycle.
--Annual Web Health Assessment: Computer based forum allows SMs the
opportunity to note PTSD related concerns. Medical staff can
partner with DPH to follow-up with SMs indicating PTSD
symptoms. The ANG is partnering with DOD to create an annual
Mental Health assessment solely focused on early identification
and referral for Mental Health issues which includes PTSD.
--Work closely with established DOD programs
-- Defense Suicide Prevention Office, Vets4Warriors, VA Military
Crisis Line, Military one Source, DOD SAFE HELPLINE and Defense
Centers of Excellence for Psychological Health & TBI.
--ANG Directors of Psychological Health (DPH): Established in Oct
2010 as expert advisors to leadership on psychological health
issues, support resilience efforts and build community
relationships. Psychological Health prevention, crisis
intervention, referral and follow up case management.
--Outreach efforts deliver psychological health and resiliency
information and resources to the user based at their location.
Psychological health educators promote open dialogue and
focused training to increase awareness and reduce stigma of
seeking counseling.
Suicide Prevention:
Current Trends: Over the past 5 years, the ANG rate has decreased,
likely influenced by unit-level suicide prevention and resiliency
programs tied to community resources.
Suicides: 2009 = 15; 2010 = 19; 2011 = 17; 2012 = 22; 2013 = 14;
2014 = 14
--Prevention NG applies a holistic, evidence-based, community
approach to prevent suicides and care for members and families.
--Community Action Information Board (CAIB) and Integrated Delivery
System (IDS) at each Joint Force Headquarters.
--Annual Unit Risk Inventories and Climate Surveys to identify high
risk indicators.
Unique RC Problems: Unemployment and Behavioral Health Treatment
payment
--Addressed through the National Guard Employment Network, Transition
Assistance Advisors, Yellow Ribbon Programs, and Veterans
Opportunity for Work are in place to address this problem.
--RC Service members without Veteran status are personally
responsible to pay for behavioral health treatment. This is
cost prohibitive and could potentially discourage a Service
member from seeking assistance.
Yellow Ribbon:
Helping Service Members and their Families in the National Guard
connect with their local support community before, during, and after
deployments.
--Informational events and activities, referrals, and proactive
outreach services throughout the phases of deployment or
mobilization
--Effectively, efficiently, and as close to the home as possible,
ensuring they are informed, and self-sufficient, thus enabling
them to sustain the rigors associated with deployment or
mobilization
How Yellow Ribbon Helps:
--TRICARE benefits and dental plans
--Referrals to counseling services such as Financial Counseling and
Child & Youth Counseling services
--Veterans Affairs (VA) Benefits and VA enrollment
--Substance Abuse Awareness and Counterdrug Programs
--Safety Awareness
--Domestic Violence and Sexual Assault Awareness
--Emotional, Psychological and Behavioral Services
--Marriage and Singles enrichment
--Employment Issues
In Transition:
A free, voluntary program with coaches who provide psychological
healthcare support to Service members, Veterans, and their healthcare
providers during the transition from military to civilian status.
--DOD developed--addresses Mental Health Task Force recommendation
for care during transition.
--Defense Centers of Excellence for Psychological Health and
Traumatic Brain Injury manages the program and its support
In Transition offers:
--Each member has a one-on-one Transitional Support Coach, available
by phone, who is a master's-level, licensed behavioral health
clinician
--Support for members' mental health and wellness through the use of
motivational interviewing, readiness, and action planning to
identify and address challenges
--Information for members about their mental healthcare and how to
successfully change providers at the time of transfer or
discharge
--Assistance with referrals to and follow- up with new providers to
ensure effective continuity of care for members
--Information about local community resources, support groups,
healthy lifestyle options, benefit enrollment and other health
resources
Question. Active Guard Reserve (AGR) fulltime manning supports
administrative, training, supply/maintenance, medical, and recruiting
functions necessary for the Hawaii National Guard to achieve
established unit readiness and deployment standards. The inability to
meet established readiness standards results in a failure to meet
mobilization and deployment requirements. The National Guard Bureau is
reducing the Hawaii Army Guard AGR fulltime manning even while the
Hawaii Army Guard continues to grow in force structure, and there could
be implications for the Guard's ability to meet readiness standards to
support the Active Component, as well as to support State Civil Defense
needs. The Hawaii Army Guard's AGR workforce shrunk from 280 to 276
between fiscal year 2014 and 2015, while the total force structure grew
from 2,925 to 3,172 during that same time. I am concerned that the
National Guard Bureau is not meeting the Hawaii Army Guard's Active
Guard Reserve fulltime manning requirements to support the increasing
force structure in the state. I would strongly urge you to fully
support the Hawaii National Guard's AGR manning requirement given its
growing force structure. In a geographically isolated State like Hawaii
where we cannot just reach over the border to get additional support,
we need our Guard to be at the highest readiness level and these AGR
are critical to that.
Why is NGB considering further reductions in AGR fulltime manning
while our force structure is increasing given the damage it could do to
readiness?
Answer. The Department of Army's fiscal year 2015 budget submission
provided the resources necessary to achieve established unit readiness
and deployment standards, although at increased levels of risk for some
units relative to the planned funding levels in the fiscal year 2014
budget. Sequestration-level cuts resulted in the programmed reduction
of Army National Guard forces from 350.2K to a total force of 315K.
Based upon the programmed reduction of ARNG end strength, the fiscal
year 2015 budget submission reduced the ARNG AGR authorization level by
675 with an additional reduction of 2,252 AGR and over 2,800 technician
authorizations through fiscal year 2019.
In order to reduce turbulence associated with Full-Time Support
(FTS) reductions across the country, a ``no-growth constraint''
methodology was applied to the distribution of fiscal year 2015
authorizations. No State or territory was allowed to increase AGR end
strength, regardless of force structure gains, in order to ensure the
ARNG would not exceed the NDAA ceiling of 31,385 AGRs by the end of
fiscal year 2015. Without the implementation of the ``no-growth
constraint'', States with the largest percentages of loss would not
have been able to meet their respective end strength limitation within
the fiscal year, thereby causing the ARNG to exceed the end strength
ceiling set forth in the NDAA.
______
Questions Submitted to Lieutenant General Stanley E. Clarke III and
General Frank J. Grass
Question Submitted by Senator Roy Blunt
Question. LTG Clarke stated during the hearing that Rosecrans Air
National Guard Base (ANGB) would receive two new C-130 simulators.
However, I was under the assumption that the simulator would be a full-
motion simulator, which would meet the needs of Rosecrans ANGB. A full-
motion simulator would enable Rosecrans to more effectively meet their
training mission requirements and the requirements of the partner
nations who train at Rosecrans, at a fraction of the cost of flying
actual C-130 aircraft. While the Multi-Mission Crew Trainer (MMCT)
scheduled to arrive at Rosecrans by the end of calendar year 2015, with
another following in early 2016, is a good first step in providing
simulator capability, the MMCT still falls short of meeting the
comprehensive needs of Rosecrans ANGB. When is it likely a full-motion
simulator will arrive at Rosecrans ANGB and does the provision of these
two MMCTs delay the arrival of a full-motion simulator? What is the
installation priority of fielding for full-motion simulators in the Air
National Guard?
Answer. We currently do not have a projected date for arrival of a
full motion simulator at Rosecrans Air National Guard Base. Air
Mobility Command is the lead command for fielding the C-130 Weapons
System Trainers (full motion simulator). The C-130H Weapons System
Trainers locations are based on the needs of Formal Training Units
(schoolhouse units with the initial aircrew training mission) and to
those locations situated to serve multiple units (RegAf, AFRC and ANG)
cost-effectively. Existing facilities, infrastructure, and access are
additional considerations.
The Multi Mission Crew Trainer (MMCT) is an initiative funded
through the National Guard and Reserve Equipment Account to provide
crews with a platform to practice some, not all, procedures needed for
aircrew training. As you noted, it is not a full motion simulator and
was not intended to replace the need for that capability. The two MMCTs
at Rosecrans will not impact the decision or delay the arrival of a
full motion simulator.
______
Questions Submitted by Senator Brian Schatz
Question. In my view, the National Guard State Partnership Program
is key to putting the Asia-Pacific rebalance into practice. Vice
Admiral Frank Craig Pandolfe, Director of Strategic Plans and Policy
for the Joint Staff, noted that ``the vision for the State Partnership
Program in the Asia Pacific is to reassure our allies through increased
presence at nominal cost...helping build our partners' capabilities and
capacity to respond to natural and man-made disasters and to strengthen
collaboration on regional security interests.'' In the face of emerging
threats in the region and budget constraints that demand that the U.S.
military be able to do more with less, the State Partnership Program
makes sense.
In your judgment, what capabilities can the National Guard help our
partners and allies in the Asia-Pacific region develop to support our
shared regional security goals?
Answer. Our capabilities cut across the entire military spectrum.
Additionally, the National Guard offers a whole-of-government
capability. Merging our T10 mission-ready war-fighting skills along
with our State response skill sets, the National Guard can assist our
partners and allies in the Asia-Pacific region as they face emerging
regional threats and disaster preparedness and response. Specifically,
our expertise in civil support combined with humanitarian assistance
and disaster relief is a core capability readily found in every State's
National Guard.
In the face of emerging threats and the clear understanding that
interoperable partners have a greater capacity to share in regional
security goals, we need to pinpoint the areas where the National Guard
can assist in meeting the CCMD's desired end states. With an expansion
in authority, the National Guard could participate in Foreign Military
Finance. This would offer immediate, tactical expertise as well as
long-term assessment given our sustained presence.
The Asia-Pacific region could directly benefit by expanding
authorities for the National Guard to be more effective in the whole-
of-government process overseas. If we broaden the scope of partnering,
we can expand the number of countries where we can engage. The concept
of a traditional SPP does not fit many larger countries, particularly
near-peers. An expanded scope of partnering could establish mil-to-mil
and mil-to-civ events, primarily within the National Guard core
competencies, aimed at assisting the CCMDs emerging theater security
cooperation requirements.
Question. What challenges do the Army and Air Guard face with
investing more in the State Partnership Program and growing the
capacity to support engagements in the Asia Pacific?
Answer. The Army and Air National Guard face challenges trying to
balance the needs of a trained and ready force with worldwide security
cooperation demands.
The funding process relies on the Army and Air Force to potentially
decrease force readiness in order to maintain or increase security
cooperation funding. The SPP budget has been substantially reduced in
past fiscal years and faces continued pressure from both services in
future years.
Centralized funding directly from OSD will establish a direct
priorities and effects relationship. Focused solely on security
cooperation, the priorities would focus on theater security objectives
established by the GCC rather than an emphasis on training. Centralized
funding would be budgeted for current partnerships plus planned growth.
Question. There has been a general decline in funding for the State
Partnership Program. In fiscal year 2014 the program received $18.78
million. In fiscal year 2015 it received $9.138 million. I was glad to
see that funding increased this year to $12.9 million. One of the
challenges that I have seen is uneven investment from the military
services. The general trend has been a decrease in the overall Army
funding of the State Partnership Program. The Air Force funding has
remained consistent at $3.7 million. I wonder if you might both speak
to those funding trends.
Answer. Security Cooperation is all about relationships, and the
most important result of a mature relationship is trust. Inconsistent
funding and activities lead to unkept promises which ultimately
undermine trust, particularly in countries where the cultural
``memory'' is longer than ours. Funding should be consistent and
sustainable to ensure a robust calendar of engagements and activities
each year that foster and preserve the relationship.
Understandably, security cooperation funding does not compete well
against training activities. The funding process relies on the Army and
Air Force to potentially decrease force readiness in order to maintain
or increase security cooperation funding. The SPP budget has been
substantially reduced in past fiscal years and faces continued pressure
from both services in future years.
To ensure stability and establish a consistent and sustainable
budget, the SPP budget needs to be centrally funded through OSD, not
the Services. While the Services might plus-up SPP, OSD needs to
provide the baseline budget through the Program Objective Memorandum
process. It should also account for overhead and administrative costs,
essentially the total cost of the program plus planned partnership
growth. Security cooperation activities should not center on training
like the Services, but should focus on regional security stability and
the security cooperation effects that need to be achieved.
With the proper programming and funding, we could allocate and
assign appropriate manpower to meet CCMD objectives and requirements.
This would include a Bilateral Affairs Officer assigned to each
Partnership overseas, a State Partnership Coordinator for each
partnership in the State, and the administration personnel at the
National Guard Bureau, the Joint Staff, and Office of the Secretary of
Defense.
Security Cooperation is all about relationships, and the most
important result of a mature relationship is trust. Inconsistent
funding and activities lead to unkept promises which ultimately
undermine trust, particularly in countries where the cultural
``memory'' is longer than ours. Funding should be consistent and
sustainable to ensure a robust calendar of engagements and activities
each year that foster and preserve the relationship.
The funding process relies on the Army and Air Force to potentially
decrease force readiness in order to maintain or increase security
cooperation funding. The SPP budget has been substantially reduced in
past fiscal years and faces continued pressure from both services in
future years.
To ensure stability and establish a consistent and sustainable
budget, the SPP budget needs to be centrally funded through OSD, not
the Services. It should also account for overhead and administrative
costs, essentially the total cost of the program plus planned
partnership growth. Security cooperation activities should not center
on training like the Services, but should focus on regional security
stability and the security cooperation effects that need to be
achieved.
With the proper programming and funding, we could allocate and
assign appropriate manpower to meet CCMD objectives and requirements.
This would include a Bilateral Affairs Officer assigned to each
Partnership overseas, a State Partnership Coordinator for each
partnership in the State, and the administration personnel at the
National Guard Bureau, the Joint Staff, and Office of the Secretary of
Defense.
______
Questions Submitted to Major General Timothy J. Kadavy
Questions Submitted by Senator Richard J. Durbin
aviation restructure initiative--guard and reserve as an operational
force
Question. Earlier this week, the GAO released its analysis of the
Army's Aviation Restructure Initiative, as well as the Guard
counterproposal. Importantly, it found that either plan allowed the
Army to accomplish its mission. But there was a continued disagreement
over cost. The Army insists that the Guard proposal would require the
purchase of 104 Apaches, at a total cost of $3.96 billion, and points
to that cost as the primary reason for the ARI. But the Guard says
those 104 Apaches aren't needed. Unfortunately, the GAO analysis
documented the disagreement but did not solve it.
Perhaps the Army Commission can solve the dispute over 104 Apaches.
In the meantime, can you explain the Guard's position that these 104
Apaches are not needed? In addition, I understand that the Army ARI
proposal does not account for expenses that the Guard will incur, like
having to retrain its old Apache pilots on Blackhawks. Could you
provide the Subcommittee with some sense of these costs?
Answer. The Army Aviation Restructure Initiative plan establishes a
constrained operational Apache force while it builds a large ``spares''
(or float) account. The Aviation Restructure Initiative allocates 480
Apaches for 20 manned, deployable Attack Reconnaissance Battalions and
80 Apaches to the training base, which leaves 164 Apaches for spares,
depot maintenance, and the AH-64E Boeing remanufacture line. On the
other hand the National Guard proposal limits the size of the spares
account to provide greater operational Apache capacity. The National
Guard plan allocates 552 Apaches for 24 manned, deployable Attack
Reconnaissance Battalions and 80 Apaches to the training base, which
leaves 92 Apaches for spares, depot, and the remanufacture line. The
Army projects the Apache fleet will be 724 aircraft in fiscal year 2019
and has programmed a fleet of 690 AH-64Es in fiscal year 2025. The
Guard plan would program a fleet of 701 AH-64Es in fiscal year 2025,
requiring the conversions of 11 more AH-64Es for about $220 million.
The Army insists that the Active Component must have 20 Attack
Reconnaissance Battalions (not 18 as proposed in the National Guard
plan) and must retain a large spares account in excess of 130 Apaches.
This would require the Army to procure up to 104 additional Apaches.
The Aviation Restructure Initiative plan does provide funding for
Black Hawk requalification training of Army National Guard pilots and
mechanics--except for fiscal year 2015. The Aviation Restructure
Initiative plan does not fund the $2.6 million Guard requirement in
fiscal year 2015 for school course costs, pay and allowances, and
flying hour operational tempo. We are trying to work through fiscal
year 2015 options with Army Headquarters, but at this point in the
fiscal year it is unlikely that we will be able to meet the
requirement. Likewise, the Aviation Restructure Initiative plan covers
most of the transportation costs to move aircraft and equipment to and
from the National Guard, but Guard pay and allowance costs
(approximately $1 million) directly related to the inspection and
movement of the aircraft and equipment are not covered by the ARI plan
and must be diverted from other Army Guard tasks.
Question. The President's fiscal year 2016 budget requests that the
Army Guard be reduced by 8,200 soldiers. Such a reduction would likely
require that one or more ground units in the Army National Guard be
disassembled. In the past, Mississippi's 155th Armored Brigade Combat
Team is one of the brigades that was identified for possible
elimination. This unit was recently deployed, and is counted as one of
the more modernized brigades in the National Guard--having fielded the
M1A2 SEP Abrams Main Battle Tank, the M2A3 Bradley Fighting Vehicle,
and the most up to date digital communications equipment. Its proximity
to the Army Guard mobilization station, Camp Shelby, also allows the
155th to quickly mobilize and deploy when needed.
Given the highly modernized nature of the 155th ABCT and its close
proximity to Camp Shelby, what specific characteristics about this unit
lead the Army National Guard to consider eliminating it?
Answer. No decision has been made to inactivate the 155th Armored
Brigade Combat Team at this time. The National Guard Bureau was
directed by the Army to plan for reduction of the Army National Guard
force structure and end strength to 335,000 by fiscal year 2017, and
315,000 by fiscal year 2019.
Question. Are there other units with legacy or less modern
equipment not being considered for elimination?
Answer. The preliminary plan to inactivate units across the Army
National Guard including brigade and Brigade Combat Team structure is
based on analysis of multiple readiness factors over a 5 year period.
While the 155th Armor Brigade Combat Team is one of two Armor Brigades
in the Army National Guard with the most modern equipment, the unit
scores low in the aggregate of readiness reporting over time.
Question. If yes, What is the rationale for eliminating a unit such
as the 155th ABCT in which heavy modernization investment has occurred,
rather than units that require further investment to achieve the same
level of manning, equipping, and training?
Answer. When any unit inactivates, the equipment is redirected to
continue modernization throughout the Army National Guard. In the end,
the decision on the number and type of Brigade Combat Teams that the
Army National Guard inactivates is completely dependent on the scope of
sequestration. Under current budget restrictions the Army National
Guard will be reduced to 335,000 personnel with two Brigade Combat
Teams inactivating. Full sequestration, by fiscal year 2019, would
cause the Army National Guard to further reduce to 315,000 personnel
which may require the inactivation of two additional Brigade Combat
Teams.
______
Question Submitted by Senator Patrick J. Leahy
Question. While I support maintaining the attack aviation mission
in the National Guard because it is clear the Nation needs a reserve in
case our planning assumptions about the shortness of the next war are
wrong, as they often are, the reality is that the National Guard does
have a dual mission and also provides a first response capability to
governor's in times of need. What does an attack aviation unit provide
to the governor to meet his needs?
Answer. The National Guard is very proud of its unique dual mission
as an operational combat force and first military responder at home.
Like all Army Guard units, such as artillery and tank battalions,
Attack Reconnaissance Battalions do offer more than just 400 Soldiers
capable of providing mission command and control capability, a chain of
command, and operational and maintenance facilities to provide disaster
response or security and protection. The Attack Reconnaissance
Battalion dual-use equipment includes approximately 140 trucks and
trailers, more than 100 radios, 21 generators, chemical and radiation
monitoring equipment, individual and crew weapons, limited medical
capabilities, limited feeding capabilities, and refueling systems. The
governors rely on these Guardsmen and this equipment to support State
response requirements and our citizens. More importantly, retention of
the Attack Reconnaissance Battalions in the Army National Guard also
provide the capability to ensure fully integrated readiness training
for ground force commanders and unit leaders-a training requirement for
ARNG BCTs.
______
Questions Submitted by Senator Brain Schatz
Question. In my view, the National Guard State Partnership Program
is key to putting the Asia-Pacific rebalance into practice. Vice
Admiral Frank Craig Pandolfe, Director of Strategic Plans and Policy
for the Joint Staff, noted that ``the vision for the State Partnership
Program in the Asia Pacific is to reassure our allies through increased
presence at nominal cost...helping build our partners' capabilities and
capacity to respond to natural and man-made disasters and to strengthen
collaboration on regional security interests.'' In the face of emerging
threats in the region and budget constraints that demand that the U.S.
military be able to do more with less, the State Partnership Program
makes sense.
In your judgment, what capabilities can the National Guard help our
partners and allies in the Asia-Pacific region develop to support our
shared regional security goals?
Answer. Our capabilities cut across the entire military spectrum.
Additionally, the National Guard offers a whole-of-government
capability. Merging our T10 mission-ready war-fighting skills along
with our State response skill sets, the National Guard can assist our
partners and allies in the Asia-Pacific region as they face emerging
regional threats and disaster preparedness and response. Specifically,
our expertise in civil support combined with humanitarian assistance
and disaster relief is a core capability readily found in every State's
National Guard.
In the face of emerging threats and the clear understanding that
interoperable partners have a greater capacity to share in regional
security goals, we need to pinpoint the areas where the National Guard
can assist in meeting the CCMD's desired end states. With an expansion
in authority, the National Guard could participate in Foreign Military
Finance. This would offer immediate, tactical expertise as well as
long-term assessment given our sustained presence.
The Asia-Pacific region could directly benefit by expanding
authorities for the National Guard to be more effective in the whole-
of-government process overseas. If we broaden the scope of partnering,
we can expand the number of countries where we can engage. The concept
of a traditional SPP does not fit many larger countries, particularly
near-peers. An expanded scope of partnering could establish mil-to-mil
and mil-to-civ events, primarily within the National Guard core
competencies, aimed at assisting the CCMDs emerging theater security
cooperation requirements.
Question. What challenges do the Army and Air Guard face with
investing more in the State Partnership Program and growing the
capacity to support engagements in the Asia Pacific?
Answer. The Army and Air National Guard face challenges trying to
balance the needs of a trained and ready force with worldwide security
cooperation demands.
The funding process relies on the Army and Air Force to potentially
decrease force readiness in order to maintain or increase security
cooperation funding. The SPP budget has been substantially reduced in
past fiscal years and faces continued pressure from both services in
future years.
Centralized funding directly from OSD will establish a direct
priorities and effects relationship. Focused solely on security
cooperation, the priorities would focus on theater security objectives
established by the GCC rather than an emphasis on training. Centralized
funding would be budgeted for current partnerships plus planned growth.
Question. There has been a general decline in funding for the State
Partnership Program. In fiscal year 2014 the program received $18.78
million. In fiscal year 2015 it received $9.138 million. I was glad to
see that funding increased this year to $12.9 million. One of the
challenges that I have seen is uneven investment from the military
services. The general trend has been a decrease in the overall Army
funding of the State Partnership Program. The Air Force funding has
remained consistent at $3.7 million. I wonder if you might both speak
to those funding trends.
Answer. Security Cooperation is all about relationships, and the
most important result of a mature relationship is trust. Inconsistent
funding and activities lead to unkept promises which ultimately
undermine trust, particularly in countries where the cultural
``memory'' is longer than ours. Funding should be consistent and
sustainable to ensure a robust calendar of engagements and activities
each year that foster and preserve the relationship.
The funding process relies on the Army and Air Force to potentially
decrease force readiness in order to maintain or increase security
cooperation funding. The SPP budget has been substantially reduced in
past fiscal years and faces continued pressure from both services in
future years.
To ensure stability and establish a consistent and sustainable
budget, the SPP budget needs to be centrally funded through OSD, not
the Services. It should also account for overhead and administrative
costs, essentially the total cost of the program plus planned
partnership growth. Security cooperation activities should not center
on training like the Services, but should focus on regional security
stability and the security cooperation effects that need to be
achieved.
With the proper programming and funding, we could allocate and
assign appropriate manpower to meet CCMD objectives and requirements.
This would include a Bilateral Affairs Officer assigned to each
Partnership overseas, a State Partnership Coordinator for each
partnership in the State, and the administration personnel at the
National Guard Bureau, the Joint Staff, and Office of the Secretary of
Defense.
______
Questions Submitted to Lieutenant General Jeffrey W. Talley
Question Submitted by Senator Patrick J. Leahy
Question. This year the U.S. Army Reserve created a cyber public
private partnership initiative with universities and employers. What is
the value of such partnerships and what is your vision for what role
the Reserve Components, particularly the Army Reserve, can play in the
cyber domain?
Answer. The Army Reserve Cyber Public Private Partnership (Cyber
P3) was created to enhance USAR Cyber Individual, Leader and Unit
Readiness through academic cyber networks, employment networks,
community outreach, collective cyber training and education research
and strategic communications. The value of Cyber P3 is leveraging
academic partnerships to build cyber development programs for our
Soldiers and units. These partnerships are designed to enhance cyber
Soldier skills by identifying equivalent cyber training and education
requirements in standing and developing cyber curriculum that meet
joint and Army training standards. These efforts serve USAR Soldiers in
their military and civilian careers and are mutually beneficial and
recognized.
Employment networks for the Cyber P3 effort are providing regional,
national and local employment opportunities for USAR cyber skilled
Soldiers at the entry, novice, journeyman and master level with an
expanding number of industry partners. The USAR and our Industry
partners have the same critical requirements for personnel with
advanced cyber skills and hiring USAR cyber Soldiers provide well
qualified employers with the added benefit of leadership skills,
military experience and in many cases security clearances.
Overall, the USAR Cyber P3 value is its innovative, effective way
to integrate public and private partnerships to recruit, train,
educate, develop and retain critical cyber skills at the Soldier,
leader and unit through partner collaboration, information sharing and
training together to enable and support the USAR and Army operational
cyber force.
The Army Reserve is fully engaged in the cyber domain. The USAR is
heavily engaged in developing 10 Cyber Protection Teams under the Army
Reserve Cyber Operations Group (ARCOG) at locations around the United
States in support of DOD and Army cyber mission requirements. Today,
the ARCOG has 396 Soldiers assigned (with the intent to grow total
strength to 469) and supports an annual rotational force of
approximately 22 Soldiers to perform cyber defensive operations for
United States Army Central (USARCENT) out of Camp Arifjan, Kuwait. It
has fulfilled this mission continuously since 2007. The ARCOG also
trains and participates in a number of cyber exercises, to include:
USCYBERCOM Cyber Guard and Cyber Flag, USAR Cyber Endeavour and Cyber
X-Games, and ARNG Cyber Shield.
The USAR will continue to grow and evolve the cyber force through
structure, training, equipment and partnerships across the DOD and
civilian workplace. Ultimately, the Army Reserve will leverage cyber
skills and resources gained in from the civilian sector to build the
world's most formidable cyber force.
______
Questions Submitted by Senator Barbara A. Mikulski
force structure of the army
Question. General Grass, Major General Kadavy, Lieutenant General
Clarke, Lieutenant General Jackson, and Lieutenant General Talley: I
have supported plans for a comprehensive review of the Army's force
structure to determine how important capabilities can be maintained in
these tough budget times. What are the factors that you have considered
in determining the appropriate size of the total force and the mix of
active duty and reserve forces? What is the cost difference between the
active duty and reserve forces?
What are the factors that you have considered in determining the
appropriate size of the total force and the mix of active duty and
reserve forces?
Answer. Total Army Analysis (TAA) is the recognized Army process
that links strategy to force structure and serves as the bridge between
OSD/JS guidance and the Army's planning and program building processes,
balancing the Army's force structure requirements against available and
planned resources. TAA is a collaborative process involving all
components of the Army, the Active (Compo 1), the Army Reserve (USAR)
and the Army National Guard (ARNG) to help shape the future composition
of the Army. This interaction is representative of the incorporation of
the Army's Total Force Policy (ATFP) when allocating force structure
across the Army. Our strategic plan focuses on the Army Total Force
Policy and is informed by lessons learned during the last 13 years of
war. We considered Combatant Commander warplan requirements,
operational commitments, future requirements, costs, and necessary
readiness levels. The result is a plan that recognizes the unique
attributes, responsibilities, and complementary nature of our force
structure to the joint fight. Previous programming decisions eliminated
or shifted significant portions of Active Component (AC) sustainment
structure into the U.S. Army Reserve (USAR). The USAR is resourced
heavily with Maneuver Support and Sustainment Support capabilities
complimentary to the Total Army's mission requirements. Recent AC/
Reserve Component (RC) force mix studies concluded that cost and
capability of force output are the two most significant considerations
impacting force mix. Formations that are complex and high cost are more
heavily sourced in the AC, while less complex and lower cost formations
are more often resourced in the RC.
Question. What is the cost difference between the active duty and
reserve forces?
Answer. The Army has struggled with the question on cost
differences between active duty and reserve forces. There have been
multiple studies on this issue with varying results depending on the
perspective of the questioner. First, it must be recognized that there
are certain activities that the AC performs which benefit the RC, but
the costs are not applied to the RC. For example; the AC conducts
Research, Development, Test, and Evaluation (RDTE) activities for the
Army regardless of component. For the most part, the AC procures
equipment for the Army regardless of component. Furthermore, the RCs
benefit from the use of AC installations, ranges and facilities.
Perspective 1: Comparing the cost difference between two like
units, one in the AC the other in the Army Reserve. The obvious
difference is Soldier pay (Base, Basic Allowance for Housing and Basic
Allowance for Subsistence): An Active Component Soldier is paid for 365
days a year, whereas the average Army Reserve Drilling Soldier is paid
for approximately 52 days (AT, IDT and ADOS-RC). However, there are
other differences which must be considered. For example, AC Soldiers
require barracks and military housing; AC units conduct much more
training than RC units, thereby using more fuel/POL products,
ammunition, spare parts, second destination transportation and OPTEMPO
funding; AC Soldiers, being on duty 24/7/365, consume more food,
travel, medical, religious, and morale support activities; and many
Professional Development Education (PDE) course have been compressed or
converted to distance education for RC Soldiers.
Perspective 2: Comparing the Boots On Ground (BOG) cost of an AC
capability to an RC capability. DODI 1235.12, Accessing the Reserve
Components, limits RC mobilizations to 12 months, which only affords RC
BOG time of approximately 9 months on average. AC units operate on a 12
month BOG schedule. Furthermore, the goal of BOG-to-dwell ratio of RC
units is ``1 to 4'' (1 year mobilized to 4 years at home station). The
AC works on a BOG-to-dwell ratio of 1 to 2 (1 year mobilized to 2 years
at home station). For AC units to provide consistent Boots On Ground
capability over a prolonged period, three units of that capability
would be required. Over a prolonged period of time, it would require
six RC units of that capability due to 9 months of actual BOG time. In
this type of comparison the cost difference between the active duty and
reserve forces is reduced.
There are virtues and variables to each perspective; however I
submit to you, the cost difference between the AC and RC is only one of
the considerations for determining the optimal mix of Active Component
and Reserve Component forces. Within the Army's constrained resources,
there is no one answer that fits all capabilities. We use a codified
process to determine the appropriate force size and mix in order to
meet National Defense Strategy goals and timelines.
______
Questions Submitted to Vice Admiral Robin R. Braun
Question Submitted by Senator Susan M. Collins
Question. VADM Braun, last year personnel reductions of 11 percent
created risk in reserve mission capacity and capability. This is
especially true of surge or emergency relief missions. Can you provide
information about how additional cuts to personnel end strength will
affect your ability to execute such missions in the future?
Answer. The Navy has increasingly emphasized Active-Reserve
Integration over the last decade to enhance warfighting capability. As
a result of these purposeful design efforts, the Navy's Active and
Reserve Components have become inexorably linked and the impact of any
potential future Reserve Component personnel cuts would have to be
evaluated holistically within the context of the operational and fiscal
environments facing the Total Force at that time. Although it is true
we experienced another end strength adjustment last year, the Navy
Reserve was able to meet all assigned surge and emergency relief
missions. In general, it is fair to say that Reserve Component
personnel cuts directly erode the overall capacity and support of the
Total Force.
______
Questions Submitted by Senator Brian Schatz
Question. The Navy Reserves is responsible for the Navy's worldwide
intra-theater medium lift, supporting rapid response logistics of cargo
and people across the world. The unit that supports that mission in the
Pacific is Fleet Logistics Support Squadron FIVE ONE--VR-51, more
commonly known as the ``Windjammers.'' And they are truly logisticians.
They are not transporting CODELS around the pacific. In fiscal year
2015, VR-51 averaged less than 3 percent of their flights as VIP
missions. They are hauling cargo for the Navy's theatre missions.
Unfortunately, this unit has been operating aging C-20G aircraft that
have been flown extensively the past decade. The C-20G average 23 years
old and has surpassed its service life of 20,000 flight hours. At some
point, this unit will need recapitalization to ensure that they can
continue to effectively execute their mission in the Pacific,
particularly as we continue to rebalance to this part of the world.
Can you please discuss the importance of the role of VR-51 to the
Navy's airlift capabilities in the Pacific?
Answer. VR-51 is a Navy Unique Fleet Essential Airlift (NUFEA)
squadron based at Marine Corps Air station (MCAS) Kaneohe Bay, HI. The
squadron operates C-20Gs, a cargo-modified derivative of the Gulfstream
G-IV aircraft--it is not configured for VIP requirements. U.S. Code
Title 10 specifically authorizes NUFEA assets, which are used to
provide organic air transportation that is essential to Navy's unique
operational peacetime and wartime requirements. NUFEA aircraft
primarily support the logistics requirements of the fleet with
flexible, short-notice airlift of personnel and cargo. NUFEA assets
fulfill an important and high demand operational role by providing
intratheater lift to Navy airheads for interface with Carrier Onboard
Delivery and Vertical Onboard Delivery and combat logistics force
ships. Due to the expeditionary nature of Navy operations and the
unpredictable schedules of deployed units, effective air logistics
support often requires the posture and flexibility to respond to short
notice tasking in isolated areas not serviced by Air Mobility Command
(AMC) channel, AMC Special Assignments Airlift Mission (SAAM) or
commercial flights.
VR-51 is the only NUFEA squadron homeported in the Pacific Area of
Responsibility (AOR), enabling the Pacific Fleet to respond to
unpredictable, high priority, short-notice logistics demands thereby
enabling Combatant Commanders to counter emerging threats.
Question. In its fiscal year 2016 unfunded priority list, the Navy
requested two C-40A aircraft to support the Navy's ``minimum wartime
requirement'' for unique airlift.
Could you discuss the benefits of the C-40A, and would those C-40A
aircraft be allocated to VR-51 to replace its aging fleet?
Answer. The C-40A is the designated replacement for legacy cargo/
passenger C-9B and C-20G Navy-Unique Fleet Essential Aircraft (NUFEA).
The C-40A is not configured for VIP requirements; rather it is a cargo/
passenger variant of the Boeing 737. This aircraft offers increased
range, payload, reliability, cost effectiveness and the unique
capability of carrying hazardous cargo and passengers simultaneously.
The Navy retired the last C-9B from the inventory on June 30, 2014. Two
legacy C-20G aircraft are operated by VR-51 at MCAS Kaneohe, Hawaii.
The two C-40A aircraft on the CNO's Unfunded Priority List (UPL) would
replace the C-20G aircraft, which are currently 23 years old and
operating on a Maintenance Life Extension.
The capability provided by a NUFEA C-40A was exemplified during a
recent PACOM mission. The C-40A was tasked with transporting ammunition
and explosives for a forward deployed Naval Special Warfare Unit.
During this first mission, the C-40A was additionally tasked to
evacuate U.S. Navy personnel ahead of a super-typhoon from the
Philippines to Kadena Air Base, Japan. Immediately after completing the
first mission, the C-40A crew began the second mission. The time from
receiving the original mission tasking to completion of the second
mission was less than 24 hours.
Navy C-40As continue to be the responsive, flexible, cost-effective
air transport capability needed to meet dynamic fleet operational
schedules and critical war fighter requirements.
______
Questions Submitted to Lieutenant General James Jackson
Question Submitted by Senator Barbara A. Mikulski
force structure of the army
Question. General Grass, Major General Kadavy, Lieutenant General
Clarke, Lieutenant General Jackson, and Lieutenant General Talley: I
have supported plans for a comprehensive review of the Army's force
structure to determine how important capabilities can be maintained in
these tough budget times. What are the factors that you have considered
in determining the appropriate size of the total force and the mix of
active duty and reserve forces? What is the cost difference between the
active duty and reserve forces?
Answer. In January 2013, the Secretary of the Air Force and Chief
of Staff of the Air Force established the Total Force Task Force (TF2)
to conduct a comprehensive review of the Total Force to balance the
strengths of each component and develop strategic options on the
appropriate Total Force capabilities mix to meet current and future Air
Force requirements. This effort transitioned to the Total Force
Continuum (TFC) in October 2013, to continue the TF2 efforts and refine
the analytic tools used to analyze each mission area. The TFC office is
conducting ``Balance'' analyses across the Air Force. Each analysis is
used to identify options that optimize the mix between Active Component
and Reserve Component (AC/RC) forces within a particular Air Force
mission set or platform. To identify, analyze, and recommend these AC/
RC mix options, the TFC office designed the High Velocity Analysis
(HVA) model which builds on the Directorate for Studies, Analyses and
Assessments (AF/A9) Decision Support Tool (DST) and Deputy Chief of
Staff for Manpower, Personnel, and Service (AF/A1) Personnel Readiness
Review (PRR) results.
The HVAs accomplished to date demonstrate that, relative to the
OSD's approved Integrated Security Construct (ISC) planning
requirements, the Air Force is already taking substantial risk in
almost all of the analyzed mission areas due to insufficient capacity
in the total force. To reduce risk without stressing the force beyond
the SECDEF-approved deploy-to-dwell (1:2 for AC forces) and
mobilization-to-dwell (1:5 for RC forces) ratios, the Air Force must
either grow per Congressional authorization to increase the supply of
manpower/aircraft available to meet the demand, or reduce the demand
placed on the force by the OSD-directed ISC requirements. Growth in the
Air Force Reserve provides an immediate, effective, and affordable
option to reduce risk and meet near-term demand.
The HVA model combines quantitative and qualitative analyses to
derive force mix options of varying organizational efficiency. By
evaluating the ability of total force capacity and capability to meet
demand during surge and rotational operations, the HVA provides various
AC/RC mix options and associated cost comparisons.
Additionally, the Air Force Reserve utilizes a High Confidence
Model (HCM) to measure mission area execution effectiveness and
prioritize mission areas where Air Force Reserve forces have the
greatest comparative advantage over AC forces in cost and competency.
Thus, the HCM specifies the mission areas where Air Force Reserve
forces add the most value to the total force.
The cost advantages found in the Air Force Reserve can be
attributed to the fact that over 75 percent of Air Force Reserve
Citizen Airmen serve part-time, making the Air Force Reserve an
exceedingly cost-efficient force. This is especially true when
factoring in the intrinsic value derived from the dual-experience
gained from a civilian and military career. Traditional Reserve
officers cost about 23 percent of AC officers annually and Traditional
Reserve enlisted Airmen cost about 30 percent of AC enlisted Airmen
annually.
Comparative annual cost of Airmen:
----------------------------------------------------------------------------------------------------------------
Air Active
Active Traditional Reserve Guard and
Component Reservist Technician Reserve
----------------------------------------------------------------------------------------------------------------
Officer.......................................................... $160K $36K $153K $201K
Enlisted......................................................... $76K $23K $76K $107K
----------------------------------------------------------------------------------------------------------------
Recently, the Air Force developed and employed the Individual Cost
Assessment Model (ICAM) that provides high-fidelity estimates of
individual Active Duty, Air National Guard, and Air Force Reserve
Airmen pay, benefits, and compensation costs. ICAM models Airmen
through their careers from accession to end-of-life and calculates the
annual and burdened life-cycle manpower cost. ICAM analysis shows that
an Air Force Reserve Traditional Reservist costs approximately 42
percent for officers and 40 percent for enlisted compared to their
Active Duty counterparts on average over the entire life cycle of the
Airmen. This comparison includes pay and benefits over both the career
and retirement. Applying ICAM estimates at the unit level, analysis
shows that the home station operations and maintenance manpower costs
for a 24-ship Air Force Reserve F-35 squadron ($23.5 million) are
approximately 59 percent the cost of an equivalently manned AC squadron
($40.1 million). This is attributed to the significantly lower costs
associated with the part-time traditional reserve workforce
Today 92 percent of Air Force Reserve manpower is available for
deployable operational support. This leaves only 8 percent dedicated to
foundational requirements such as training, test, and BOS. In raw
numbers this equates to having 65,000 of the 70,000 Reservists
available to deploy today. Considering the Air Force Reserve annual
budget is approximately $4.3 billion, or roughly 4 percent of the total
AF budget, Air Force Reserve forces provide a significant comparative
cost advantage over AC forces.
SUBCOMMITTEE RECESS
Senator Cochran. The subcommittee will reconvene on
Wednesday, May 6, at 10:30 a.m., to receive testimony from the
Secretary of Defense and the Chairman of the Joint Chiefs of
Staff.
Until then, the subcommittee will stand in recess.
[Whereupon, at 10:24 a.m., Wednesday, April 29, the
subcommittee was recessed, to reconvene at 10:30 a.m.,
Wednesday, May 6.]