[Senate Hearing 117-]
[From the U.S. Government Publishing Office]
DEPARTMENT OF DEFENSE APPROPRIATIONS FOR FISCAL YEAR 2022
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TUESDAY, JUNE 22, 2021
U.S. Senate,
Subcommittee of the Committee on Appropriations,
Washington, DC.
The subcommittee met at 10 a.m., in room 192, Dirksen
Senate Office Building, Hon. Jon Tester (chairman) presiding.
Present: Senators Tester, Leahy, Baldwin, Shaheen, Shelby,
Murkowski, Blunt, Moran, Hoeven, and Boozman.
DEPARTMENT OF DEFENSE
Department of the Army
Office of the Secretary
STATEMENT OF HON. CHRISTINE E. WORMUTH, SECRETARY
opening statement of senator jon tester
Senator Tester. Good morning. Let me begin by welcoming our
witnesses. Christine Wormuth was recently confirmed as the 25th
Secretary of the Army. She is no stranger to breaking barriers,
and I look forward to working with her to tackle the tough
issues in store over the coming years. General James McConville
is the 40th Chief of Staff of the Army. He is a war fighter
first, having received too many awards and decorations to list
in this short opening statement. His expertise as a
distinguished helicopter pilot makes him uniquely qualified to
help oversee the Army's current aviation modernization efforts.
General, I want to thank you for your service, and we look
forward to your testimony.
As we continue our efforts to confront growing threats from
abroad, the Army has recognized the need to become a more
distributed and agile force. In plain English, this means being
able to fight on the move, across the ground, air, sea, space,
and cyber domains. There is always more room to collaborate
with other services working in these domains, and I commend the
Army for embarking on a historic change in how it will fight
the wars of the future. To do this, the Army is on an
aggressive pursuit of modernization, including ground combat
vehicles, soldier lethality, aviation, and long range attack
capabilities. The Army has tried this before, the last two
decades, tens of billions spent on R&D programs, but we have
little to show for it.
Today, we are beginning to see these modernization programs
not only in advanced development stages, but also initial
production. Secretary Wormuth and General McConville, this is
promising news. And I ask you to keep the Army on this good
track. The Army's budget took an overall top line reduction,
but still increased investment in its top priorities. As a
subcommittee, we need to know whether the dollars in this
budget are enough to continue development and increase
production on all of these new capabilities without
jeopardizing today's readiness.
We must also look down the road a few years and ask if the
Army is prepared to afford all these new systems that they are
getting ready to procure. High tech weapons are expensive, and
we must be able to buy them fast enough if budgets remain
stable. Once again, I want to thank Secretary Wormuth and
General McConville for appearing here today. I look forward to
your testimony and perspective on the fiscal year 2022 budget.
Senator Shelby.
statement of senator richard c. shelby
Senator Shelby. Thank you, Mr. Chairman. Secretary, warmest
welcome to your first hearing before our subcommittee in your
new role. Congratulations. General McConville, thank you also
for being here. You are no stranger to this place. I look
forward to hearing about the Army's budget proposal for 2022.
This discussion is particularly important, I believe, because
the Army's budget proposal reflects a 2 percent reduction from
fiscal year 2021.
The reduction is proposed despite the need to maintain
readiness and make progress on key modernization priorities
like the long range hypersonic missile and improve lethality
capabilities. You are both well aware that our adversaries,
including China and Russia, pose new and increasing threats
that erode our traditional technological and battlefield
advantages. They are making unprecedented investments in their
capability and capacity. And China specifically has stated--has
a stated object of surpassing us by the middle of the century.
They made a lot of progress.
We can't let them do that though. Given that the overall
funding request for the Department of Defense does not keep
pace with inflation, and the Army budget proposal reflects a
decrease from last year, I am concerned that we are sending the
wrong message to both our allies and our adversaries. I look
forward to hearing today regarding the 2022 budget request and
I look forward to question and answer time. Thank you.
Senator Tester. Thank you, Senator Shelby. We will start
out with your testimony, Secretary Wormuth.
summary statement of hon. christine e. wormuth
Secretary Wormuth. Chairman Tester, Vice Chairman Shelby,
distinguished members of the committee, thank you so much for
your continued support for our Army and our people, and thank
you for the warm welcome today. I am very glad to be here. It
is a real privilege to be with you today, and I would like to
very honestly and earnestly take a moment to thank General
McConville for his lifetime of service to our Army and to our
Nation. In my about month of time in the job, he has been a
great partner and we are off to a running start.
I am honored to be serving as the Secretary of the Army and
to be working with Secretary Austin and Deputy Secretary Hicks
once again. I thank them for their continued leadership. As I
have stepped into the role, I am surprised--I am impressed but
not surprised to see the State of our Army and its
professionalism, the hard work of our soldiers and families,
and the continued sacrifice that our soldiers and leaders make
every day as part of our--the world's greatest land fighting
force. I would like to highlight a few key observations on the
state of our Army as I see them today.
First, the Army must continue to heavily invest in the
development of its people. People are the strength of our Army.
We are steadily working to enhance our force structure, build
inclusive leadership, and invest in quality of life
initiatives. Like my predecessors, I can assure you that the
character, culture, and climate within our formations at every
installation will reflect a continued focus on placing people
first.
The harmful behaviors of sexual assault and harassment,
racism, and extremism cannot and will not be tolerated. We will
purposefully work to stem the tide of suicides that we have
experienced in our Army in the last few years. Our
responsibility is to ensure every soldier and civilian has the
right leadership, policies, and resources to be safe and
successful among their teams so that they can continue to be
successful in our Nation's defense. Second, the Army is now a
leader in new technology. From Army future's command to cross-
functional teams to the Rapid Capabilities and Critical
Technologies Office, to fielding next generation soldier
equipment for individual unit members, the Army is prototyping
and experimenting with new capabilities and concepts.
The Army is at the forefront of developing and fielding new
technology in counter UAS (Unmanned Aircraft Systems) directed
energy, hypersonic weapons, next generation assured positioning
navigation and timing devices, pushing software coding to the
edge, and many other areas. Third, the Army is opening doors in
the Indo-Pacific, Europe and beyond. The Army can be relied
upon to engage with our allies, foster partnerships, maintain
deterrence, and set conditions for success prior to or while
engaging in conflict.
Deterrence requires boots on the ground, and our Department
of Defense must be present to succeed in crisis. The Army is
recognized as an enduring, reliable partner that can directly
contribute by bringing resources, training, and expertise to
countries in regions around the world. Our partnership can lay
the groundwork for access and cooperation and contingencies in
crisis. Fourth, the next fight will be in all domain conflict.
Future conflict will be in across all domains with ground
forces to secure terrain, penetrate defenses, and achieve
objectives. The Army's transformation is directly aimed at
supporting joint war fighting that will depend on joint all
domain command and control, expeditionary joint logistics, and
joint maneuver across domains.
As the Army continues to modernize, we will maintain our
overmatch against near peer adversaries, helping make future
conflict less likely by ensuring that the cost to our
adversaries outweigh any benefit. And finally, the Army's
readiness, gains, and modernization procurement requirements
must be prioritized to continue. The Army recognizes the need
to modernize concepts and capabilities to sharpen our global
competitive edge. Working in close coordination with you all in
Congress, we established a deliberate, achievable path to
deliver a ready, modernized Army.
Significant progress has been made, but success can only be
assured through continued transformation. The Army has already
made and will continue to make tough decisions to ensure the
best use of resources to adapt to and stay ahead of the
capabilities of our adversaries, whether they are near peer
nations or newly emerging threats. The Army will also compete
successfully below the threshold of conflict. The President's
budget will help us to care for our people, maintain and
enhance our readiness, and innovate and modernize. With your
continued support, we will pivot to next generation
capabilities to ensure we can win now and in the future.
Our Army is in great shape, but we have important work
ahead. I want to use this window of opportunity in the next few
years to make certain that the Army will continue to provide
modernized and ready forces capable of responding globally.
I join General McConville in striving to ensure we provide
the Army with the resources it needs to succeed. I know the
Chief is eager to share his thoughts as well, and I look
forward to your questions. Thank you.
Senator Tester. Thank you, Secretary Wormuth. General
McConville.
STATEMENT OF GENERAL JAMES C. McCONVILLE, ARMY CHIEF OF
STAFF
General McConville. Well, thank you. And I would like to
thank the Secretary for her leadership during this critical
time in the Army. Chairman Tester, Vice Chair Shelby,
distinguished members of the committee, thank you for the
opportunity to be here today and your continued support for our
Army and our people, our soldiers, our families, our civilians,
and our soldiers for life, our retirees and veterans.
The Army currently has 485,000 active duty soldiers in a
little more than 1 million in the total force. That is roughly
the same size Army that we had on 9/11. Army soldiers are
presently supporting combatant commanders around the world and
in more than 140 countries. They form the most lethal and
decisive land force in the world, and they stand ready to fight
and win the Nation's wars as part of the joint force. I could
not be more proud of each and every one of them.
Since last October, the Army's priorities have been people,
readiness, and modernization, making us well aligned with
emerging national security guidance. Putting people first means
recruiting and retaining the best talent our Nation has to
offer, maximizing their potential, and taking care of them. We
are building a culture of cohesive teams that are highly
trained, disciplined, and fit where everyone is treated with
dignity and respect. And that is how we prevent the harmful
behaviors that hurt our soldiers and break trust with the
American people. These being sexual assault and harassment,
acts of racism, extremism, and death by suicide.
All three of my children, two sons and a daughter, plus my
son in law, are currently serving in the Army. Providing a safe
and secure environment for our soldiers is not only my
responsibility as chief of staff the Army, it is also a deeply
held personal commitment. We win through our people. The best
fighting forces in the world ensured their soldiers and units
are masters of their craft. That is why we are shifting to a
foundational readiness model that prioritizes training at the
company level and below first.
The Army has rebuilt a high level of readiness with the
support of Congress, but that readiness level is fragile. We
must sustain that high level of readiness while continuing our
most comprehensive transformation and modernization efforts in
over 40 years. That is the only way we will maintain our
overmatch against our near peer competitors and would be
adversaries. This year, we are turning our multi domain
operations concepts into real doctrine. We are not only
developing but delivering on our six modernization priorities,
including our 31 plus 4 signature systems.
With new doctrine, organizations, and equipment, the Army
is offering multiple options to combatant commanders and
multiple dilemmas to competitors and adversaries. And we are
doing so alongside our sister services and alongside our allies
and partners. The U.S. Army never fights alone. We are the
strongest land force in the world and a great source of that
strength comes from our allies and partners. As a people based
organization, we are uniquely qualified to foster these
relationships.
Thank you for your continued support to America's sons and
daughters in uniform. I look forward to your questions.
[The statement follows:]
Prepared Statement of Hon. Christine E. Wormuth
and General James P. McConville
evolved priorities
America's Army remains prepared to compete globally and fight and
win the Nation's wars as a member of the Joint Force. As demonstrated
repeatedly over the past year, we also remain the Nation's principal
response force to protect our country and communities in the face of
unexpected crises. We thank Congress for the consistent, predictable,
and sustained funding you have provided. This funding enabled us to
deliver a ready Army that responded promptly and superbly to a dynamic
and unpredictable security environment, like the COVID-19 pandemic,
Middle East tensions, civil unrest, cyberattacks, and south-west border
mission. Our priorities are well aligned with the Interim National
Security Strategic Guidance: investing in people, sustaining readiness,
divesting of legacy systems to reinvest in cutting edge technologies
and capabilities, mitigating the impact of climate change, and
strengthening our alliances and partnerships.
Last October, the Army evolved its priorities to people, readiness,
and modernization. This evolution reflects the achievements of a multi-
year effort to rebuild readiness and accelerate modernization. Six
years ago, we recognized that readiness had declined precipitously
after years of reduced funding, uncertain budgets, and deferred
modernization. We also recognized the need for new concepts,
capabilities, and posture to compete aggressively in the Indo-Pacific
and Europe. With your support, we rebuilt tactical readiness in our
units and built strategic readiness in our power projection
infrastructure. We deliberately executed internal reforms over the last
four years by realigning over $35 billion within the Army budget to
self-fund modernization priorities in support of joint all-domain
operations.
Thanks to your continued support for Army modernization, we are
successfully pivoting from the incremental improvements of the past to
fulfilling the robust Army Modernization Strategy that Congress
prescribed in the 2018 National Defense Authorization Act. Because of
this strategy, and new Congressional authorities to streamline the
acquisitions process, we are already beginning to field new systems in
long-range precision fires, air and missile defense, and soldier
lethality, with more on the way in next generation combat vehicles,
future vertical lift, and the Army network. With these modernization
capabilities, we are able to deliver multi-domain concepts,
capabilities, and formations that will give the Joint Force asymmetric,
all-domain advantages against near-peer potential adversaries. Our
gains are real, but fragile. With Congressional support, we established
a deliberate achievable path to deliver a ready and modernized Army by
2028 and a transformed multi-domain Army by 2035. However, sustaining
today's readiness and modernizing for tomorrow's readiness is only
possible through your timely, adequate, predictable, and sustained
funding.
strategic environment
A dynamic global security landscape continues to challenge our
nation. These challenges include: (1) borderless threats, like COVID,
cyber, violent extremism, and climate change; (2) the global siege on
democracy to include an increasingly contested information environment;
and (3) the changing distribution of global power that draws new lines
and value propositions for many of our allies and partners. These
challenges require an agile, ready, modern, and multi-domain Army that
works alongside strong allies and partners. Strategic competitors and
regional actors are testing American norms, institutions, and
alliances. China, our pacing threat, increases its global
assertiveness, while Russia increases its disruptive behavior. Threats
from Iran, North Korea, and violent extremism and terrorism remain.
While America's Army maintains a tenuous overmatch, it is fleeting.
Future conflicts will manifest at longer range, across all domains, and
at much greater speed, both physically and cognitively.
Climate change is altering the Army's operational environment and
adding new mission demands; mitigating these effects has been an
ongoing priority for the Army for several years. Climate change impacts
Army installations globally and opens the Arctic as a new geographic
theater for competition. The Army must consider alternative energy
sources, improved energy storage, fuel-efficient design, more robust
power distribution, and new technologies, such as weather pattern and
terrain stability modeling to better inform operations.
The Army must also contend with threats from within. The harmful
behaviors of sexual assault, sexual harassment, racism, and extremism
hurt Soldiers and break trust with the American people. The Army is
working diligently to solidify a culture of cohesion and intervention
to protect our Soldiers, not only from the deliberate fratricide of
these behaviors, but from the invisible danger of mental and behavioral
health issues, and other stressors that can increase the risk of
suicide.
people first
Listening to Soldiers led to our very deliberate decision to re-
align our priorities. The Army's number one priority is now people. Our
people are our Soldiers from the Active, Guard, and Reserve components,
Army families, Army civilians, and retiree and veteran Soldiers for
Life. At every echelon, the Army must promote and build cohesive teams
(1) that are highly trained, disciplined, and fit, (2) that are ready
to fight and win, and (3) in which each person is treated with dignity
and respect. Cohesive teams are the foundation of all our people
initiatives and how the Army can best sustain readiness and transform
for the future. Three critical enablers from the 2019 Army People
Strategy continue to set conditions for putting people first: Army
Culture, Quality of Life initiatives, and a 21st Century Talent
Management System.
Army Culture
Last December, the Army stood up the People First Task Force to
address and implement the 70 Fort Hood Independent Review Committee
recommendations, with the understanding that the issues identified are
not unique to a single installation. Army leaders are stewards of a
special bond of trust and confidence with the American people. We held
accountable those leaders deemed to have broken that trust. We have
fundamentally transformed our command selection process in order to
improve the way we choose future leaders to assume positions with the
most influence over Soldiers. We are piloting independent climate
assessment teams of subject matter experts to identify unit climate
trends early and respond before systemic problems emerge. We are
listening to our people to learn and lead better. We conducted 96
listening sessions across 14 locations in addition to a special
``Solarium'' conference that asked junior- and mid-career leaders to
develop solutions. The Army is now working to change policies and
aspects of Army culture that impede prevention and response to harmful
behaviors. The first policy change introduced ``absent--unknown'', an
additional duty status code which affords missing Soldiers oversight
not present in ``Absent Without Leave (AWOL).''
``This is My Squad'' is the foundational principle for Army
culture. This initiative, led by the Sergeant Major of the Army,
promotes cohesion by encouraging Soldiers to better know those around
them, develop greater compassion, and intervene early to protect
others. Implementation actions include increased non-commissioned
officer professional military education, redistribution of experienced
leaders, and better reception processes for integrating new Soldiers at
each installation and unit.
Project Inclusion is a holistic effort to improve diversity,
equity, and inclusion across the force. As of March of this year, the
Army had conducted 83 Project Inclusion listening sessions with over
4,700 attendees. Separately, the Army reviewed its policy on official
photos and removed official photos from all promotion boards. The Army
later redacted race, ethnicity, and gender data from Soldier Record
Briefs in accordance with the Secretary of Defense's direction. The
Army is building relationships with influencers in diverse cities and
communities to better acquire, develop, employ, and retain the best
talent across the entire nation.
Quality of Life (QoL) Initiatives
Putting people first also means creating a duty and installation
environment that allows Soldiers to thrive. The Army continues to
prioritize the QoL focus areas identified in 2019. The COVID era only
reinforced how essential each of those initiatives is to the well-being
and readiness of our Soldiers and their families.
Housing and Barracks. We continue executing the Army Housing
Campaign Plan to shape policies, procedures, and processes at every
echelon. The Army implemented 14 of the 18 tenets of the Tenant Bill of
Rights in its Residential Communities Initiatives (RCI) projects. We
expect the remaining four (common tenant lease, 7-year maintenance
history, dispute resolution and rent segregation) to be available at
the majority of installations with privatized housing by June 1, 2021.
We implemented mechanisms that hold privatized companies accountable to
residents for proper maintenance and customer service, hired additional
personnel to provide quality assurance oversight, and implemented 100
percent change of occupancy inspections and quality assurance checks.
To address environmental hazards (mold and lead), we developed
educational materials, a response registry, and policies for
habitability and displaced residents. Through the RCI, we are
committing over $1.8 billion and reinvesting another $1 billion to
improve residential housing. Additionally, the Army is projected to
invest over $10 billion in the next 10 years, in both Restoration &
Modernization and Military Construction funds, which will renovate or
replace more than 1,200 barracks for all components and eliminate sub-
standard barracks.
Healthcare. Army Medicine is partnering with the Defense Health
Agency to deliver the best care for our beneficiaries across our
installations. We are focusing on readiness as the Military Health
System reforms. We will emphasize operationally oriented training,
modernized capabilities, and innovative operational concepts. We are
grateful to Congress for increases in Health Professional Officer
special pay caps. This necessary investment ensures Army Medicine can
recruit and retain the best quality healthcare professionals for the
sustainability of the force.
Childcare. Childcare professionals serve on the front line of the
Army's response to the COVID-19 pandemic as they allow mission
essential personnel to maintain Army readiness. The Army has a multi-
pronged strategy to maintain, and in some cases, increase access to
care. With continued Congressional support, we plan to build 21
additional Child Development Centers by FY30, adding approximately
4,000 spaces.
We appreciate Congressional support for the three centers funded in
FY21, two in Hawaii and one in Alaska. We continue to invest in these
professionals, adjusting compensation to recruit and retain quality
staff. We are incentivizing the family child care program, like a
$1,000 bonus for new providers and for families that stay in the
program after a move. We implemented revised DoD priorities for
childcare to grant more access to military families. Finally, we
continue to invest in fee assistance to buy down the cost of off-post
care when on-post care is unavailable.
Spouse Employment. With the support of Congress, the Army continues
to make improvements in spouse employment. The Army reimburses up to
$1,000 for professional licensing and certification in a new state,
with Army Emergency Relief offering an additional $2,500. We thank
Congress for its efforts to bolster the support of individual states in
granting reciprocity. We streamlined the Home-Based Business
application and approval system, improved policies for military spouse
hiring preference, strengthened the Employment Readiness Program, and
made the transfer of non-appropriated fund employees between
installations easier. We continue to work with the Office of the
Secretary of Defense (OSD) to promote workforce development
scholarships, improve state license reciprocity and professional
license compacts, and reduce overseas employment barriers.
Permanent Change of Station (PCS) Moves. Soldiers are now receiving
PCS orders an average of 120 days before their report date, an
improvement of 30 to 90 days. Families can now claim 100 percent of
their costs for reimbursement when conducting a personally procured
move. Our development and launch of the ``Army PCS Move'' app and
automation of several business processes, including the Smart Voucher
program, are helping families research, book movers, track progress,
and file claims, expediting reimbursement. Though COVID-19 heavily
impacted last summer's peak PCS season, we still executed over 70,000
moves with a 95 percent satisfaction rate.
21st Century Talent Management System
The Army continues to refine and implement its 21st Century Talent
Management System in order to effectively acquire, develop, employ, and
retain talent. We are maximizing the potential of each Soldier. We are
evolving our marketing and recruiting with initiatives like Army Hiring
Days and the ``What's Your Warrior?'' campaign to bring in the best
talent from across the country, including cities and communities with
populations who may be unfamiliar with the opportunities military
service affords. This year the Army launched cutting-edge digital
talent initiatives. Our Army Artificial Intelligence Center partners
with Carnegie Mellon University to grow data engineers and data
technicians, while our Software Factory leverages the extraordinary
existing talent in our Army to grow coders to solve Army problems.
At the heart of the Army's 21st Century Talent Management System
are new approaches, systems, and processes that leverage deep data
about unit needs and Soldier knowledge, skills, behaviors, and
preferences. The Integrated Personnel and Pay System--Army (IPPS-A) is
on track to go live across all three components by the end of this
calendar year. Release 2 is complete, having brought IPPS-A to the Army
National Guard across 54 states and territories. Release 3, currently
in testing, will integrate the active and reserve forces and complete
the Army's transition to a single system across all components capable
of identifying needed talent and managing Soldier careers from
accession to transition.
Talent management starts with having the right Army leaders at the
battalion and brigade-level. These are the Army's most consequential
leadership positions in terms of affecting retention and attrition. In
the biggest change to the Army's command selection process in fifty
years, the Army now uses a Commander Assessment Program to select
future battalion and brigade commanders, as well as command sergeants
major. This intensive five-day program evaluates individuals for their
temperament, cognitive fitness, physical health, and leadership skills.
We are also expanding to build a system to assess and select our Army
Acquisition Corps civilians at the same echelons. We are putting the
right people in the right place at the right time to remain ready
today.
Ready Today
The Army stands ready today to compete globally and fight and win
the Nation's wars in support of the Joint Force. This is only because
we recognized six years ago that readiness had declined precipitously
after three years of reduced funding and uncertain budgets. Since then,
and funding from Congress, we rebuilt tactical readiness and built
strategic readiness. However, readiness is fragile. We require
continued support to maintain it, in order to reliably meet the needs
of combatant commands without overstressing our people.
People are the Army's most important weapon system. The Army
represents 25 percent of the Defense budget, 35 percent of the active
force, and 45 percent of the active and reserve forces, but meets over
half of global demands. Today, the Total Army supports the Joint Force
by supplying Soldiers to combatant commanders in more than 140
countries. Over 69,000 Soldiers are in the Indo-Pacific, including over
25,000 forward deployed on the Korean peninsula. Over 30,000 Soldiers
are in Europe supporting NATO and the European Deterrence Initiative,
including the forward command post of our newly reactivated V Corps. We
remain dedicated to our counterterrorism and train, advise, assist
missions, providing over 21,000 Soldiers in support of the U.S. Central
Command theater. In our Nation's Capital this year, over 26,000
National Guard Soldiers mobilized from 28 states to assist with medical
evacuation, communications, security, logistics and safety support.
Last year, we executed 64 brigade-equivalent deployments and moved 45
thousand pieces of equipment through 55 ports of embarkation/
debarkation in support of worldwide missions.
This past year highlighted the need for the Army to defend the
Nation at home as well as abroad. In response, the Army continually
demonstrated its capability and capacity to provide timely and
effective support in crisis. The COVID-19 pandemic expanded the Army's
existing mission set as DoD's leader in protecting the warfighter from
biological threats and investigating infectious diseases that threaten
public health. Since last March, Army scientists, medical
professionals, engineers, and logisticians from all components have
deployed nationwide to aid COVID prevention and response efforts. For
its vaccine development and distribution initiative, America turned to
an Army logistician to lead operations. Our National Guard and Reserve
units across America supported both neighbor and nation in an
unprecedented level of mobilization, not only for COVID support, but in
response to civil unrest, hurricanes, and wildfires, all while
continuing to train for wartime missions.
In 2020, the Army demonstrated strategic readiness through its
series of DEFENDER exercises, despite the constraints of a pandemic
environment. Strategic readiness involves installation capabilities to
mobilize, train, and deploy formations and then sustain them from the
homeland. DEFENDER-Pacific 2020 witnessed the deployment of combat
credible forces across the breadth of the Indo-Pacific theater from
Guam and Palau to the Aleutian Island chain and mainland Alaska. Under
the command and control of U.S. Army Pacific, combined joint forces
executed strategic readiness operations that included cargo delivery,
forcible entry operations, rapid infiltration of High Mobility
Artillery Rocket System (HIMARS), operational maneuver of Army
watercraft, and fighter combat patrols. DEFENDER-Europe 2021 is
currently underway with over 30,000 multinational forces from 27
nations conducting nearly simultaneous operations across 30 training
areas. This year's exercise will incorporate Security Force Assistance
Brigades, the Army's new V Corps, and U.S. Air Force and Navy assets.
DEFENDER-Europe 21 is led by the Army's newly consolidated U.S. Army
Europe and Africa Command.
The foundation of Army readiness is our people. The Army is moving
to a foundational readiness model that prioritizes the training of
individuals and small units at the company level and below. The best
combat units in the world ensure their individuals and small units are
masters of their craft. To foster individual readiness, the Army is
also investing in holistic health and fitness. We continue to study the
impact of the Army Combat Fitness Test in accordance with Congressional
guidance in order to better connect individual fitness with combat
readiness. A solid foundation of readiness enables unit agility and
provides the greatest return on an investment of limited time and
resources. We will continue to use the combat training centers to bring
these highly trained, disciplined, and fit teams together for large-
scale collective training that validates the combat effectiveness of
our battalions and brigades.
The Army must balance the continuous demand for current readiness
from combatant command requirements with the imperative to secure
future readiness, all without overly stressing our people or our
equipment. To this end, the Army developed, tested, and rehearsed a new
unit lifecycle model that will go into effect October 2021: the
Regionally Aligned Readiness and Modernization Model (ReARMM). ReARMM
will harmonize historically conflicting Army priorities. It will take
care of people by reducing operational tempo and maximizing
predictability and stability to commanders, Soldiers, and families.
ReARMM will sustain readiness by carving out dedicated windows for
building readiness at echelon while aligning units with primary regions
and functions.
Regional alignment provides units deep wells of knowledge on the
terrain, culture, and people where their units are most likely to
operate. Joint force commanders also gain by leveraging habitual,
trusted relationships between Army formations and Allies and partners.
Finally, ReARMM will facilitate modernization by giving units dedicated
windows to integrate new equipment, reorganize formations, and train on
new doctrine. Adopting this model transitions the Army from small,
incremental, evolutionary modernization of platforms to large-step
modernization of our formations.
Army Modernization--Transforming for Tomorrow
The Army faces an inflection point that requires innovation,
creativity, and entrepreneurship in the application of combat power.
The battlefield is increasingly faster, more lethal, and more
distributed. Overmatch will belong to the side that can make better
decisions faster. To meet emerging challenges, the Army is transforming
to provide the Joint Force with the speed, range, and convergence of
cutting edge technologies that will generate the decision dominance and
overmatch required to win the next fight. We are leading the way in
developing and fielding advanced technology in support of the Joint
Force.
The Army's materiel modernization transformation--what we fight
with--is based on the six modernization priorities announced in 2018:
Long Range Precision Fires, Next Generation Combat Vehicle, Future
Vertical Lift, the Army Network, Air and Missile Defense, and Soldier
Lethality. The Army's conceptual transformation--how we fight--begins
with our Multi-Domain Operations concept, which we are currently
turning into doctrine. The Army is using Project Convergence, our
campaign of learning and annual capstone event, to shape future
concepts and capabilities. By 2035, the Army will realize its vision of
a multi-domain force.
The Army is committed to seeing our signature materiel
modernization efforts through to completion. Many are coming on line
according to, or ahead of, our accelerated development schedule and
being delivered to our Soldiers. Through continuous reform efforts, we
have been able to redirect scarce resources to these key modernization
efforts; however, we could not achieve this without Congressional
support and authorities. Army Futures Command is providing
unprecedented unity of effort across the modernization enterprise,
having changed our business model and culture through public-private
partnerships and a focus on Soldier-centered design. This allows us to
gain immediate operator feedback, accelerating the development process
and ensuring new systems are effective in operational environments.
These reforms, combined with early experimentation through Project
Convergence, are paying significant dividends. Judicious use of Middle
Tier Acquisition and Other Transaction Authorities enable progress from
characteristics to fielded capabilities in as short as three years,
versus the five to seven years it took just to prescribe requirements
in the past.
Long Range Precision Fires
Long range precision fires provide the capability to penetrate
Anti-Access/Area Denial (A2/AD) environments, suppress air defenses and
strike maritime targets at range from land, and establish our own A2/AD
capability to open windows of opportunity for the Joint Force to
exploit. In 2019, OSD directed the Army to develop a ground based long-
range hypersonic weapon. In FY23, the Army will field the first Long
Range Hypersonic Weapon (LRHW) firing battery. The Army is also
developing a ground-launched, Mid-Range Capability that will complement
the LRHW and the Precision Strike Missile (PrSM) capabilities. The PrSM
is on schedule to conduct its maximum range test in 3QFY21 and deliver
30 missiles in FY23. It will provide greater range, lethality, and
survivability at a lower cost per shot than ATACMS. The Extended Range
Cannon Artillery remains on schedule for delivery in FY23. It will
establish overmatch against peer adversaries in the close and deep
operational maneuver areas with an extended range out to 70km.
Next Generation Combat Vehicle
Next generation combat vehicles will increase the firepower, speed,
and survivability of land forces, allowing them to maneuver into
positions of advantage in the future operational environment. After
rebaselining the Optionally Manned Fighting Vehicle (OMFV) program last
year, the Army issued the final request for proposal for the concept
design phase on December 18, 2020. OMFV is an example of how our new
acquisitions process enabled the Army to learn early and recover before
programs become too big to fail. The Robotic Combat Vehicle (RCV)
effort envisions an unmanned platform that provides decisive mobility,
lethality, survivability, and increased situational awareness to
formations. RCV will undergo increasingly rigorous experiments and
capability demonstrations with a decision to procure by FY24. The
Armored Multi-Purpose Vehicle (AMPV) is an adaptable and more
survivable multi-variant vehicle that replaces the 1960s era M113
Family of Vehicles. Mobile Protected Firepower (MPF) is an armored
combat vehicle that will provide, large caliber, long-range direct
fires in support of Infantry Brigade Combat Teams. The first unit
equipped with MPF will be in FY25.
Future Vertical Lift
Future Vertical Lift platforms and technologies increase the
maneuverability, range, endurance, lethality, and survivability of Army
aircraft, providing joint commanders with increased operational reach
and effectiveness against near-peer competitors. Our new acquisitions
process has put the onus on industry to innovate and invest early,
allowing the Army to ``fly before we buy.'' The Future Armed
Reconnaissance Aircraft (FARA) closes the gap left by retirement of the
Vietnam-era Kiowa. Two prototypes will fly in FY23 followed by a year-
long flight demonstration. The Future Long Range Assault Aircraft
(FLRAA) will replace the UH60 Blackhawk with increased speed, range,
payload, and endurance. We expect initial FLRAA prototypes in FY25.
Future vertical lift will leverage advances in Unmanned Aircraft System
(UAS) technology to develop Air Launched Effects (ALE) with a wide
array of payloads and extended communication mesh networks with a
fielding plan in FY24.
Army Network
The Army network modernization underpins Project Convergence as the
Army's contribution to Combined Joint All-Domain Command and Control.
It provides necessary information technology (IT) infrastructure to
link the right sensors to the right shooters through the appropriate
command and control node. In FY21, we will field more than 150 units
with new technologies while simultaneously developing the next
capability set of equipment. The Army is also modernizing current
Global Position System (GPS) receivers to meet current and emerging
threats by providing the Joint Force with advanced assured precision,
navigation and timing (APNT) systems. Included are modernized receivers
that meet congressional mandates to transition to M-code GPS and
integrate alternative APNT technologies for our ground combat
platforms, dismounted Soldiers, precision weapons and munitions, and
aviation systems. We are fielding the first generation mounted APNT
systems to our forward deployed formations with a second generation
ready not later than FY23. Additionally, the Army continues to invest
in space-based technologies that close operational gaps in deep sensing
and targeting activities. We are coordinating with partners in the
Intelligence Community and private industry to enhance Army access to
Low Earth Orbit (LEO) space-based sensing and link with national-level
capabilities to provide tactical-level sensor to shooter capability to
combat formations.
Air and Missile Defense
Air and missile defense capabilities defend the Joint Force,
allies, and partners against manned and unmanned air and missile
threats. The Army's integrated air and missile defense capabilities
will protect joint forces from adversary aircraft, missiles, and drones
to protect the force and enable operations. This includes both theater
systems and tactical/short-range air defense like the Maneuver-Short
Range Air Defense (M-SHORAD) which defeats aerial threats to the
maneuver force with a mix of kinetic capabilities. The Rapid
Capabilities and Critical Technologies Office (RCCTO) is developing a
Directed Energy (DE) M-SHORAD variant that utilizes a 50kW class laser.
We will field four DE prototypes for experimentation and further
development. Indirect Fire Protection Capability (IFPC) will defend
fixed and semi-fixed assets primarily against cruise missiles and
Unmanned Aircraft Systems as well as fixed and rotary wing aircraft.
Based on the authorization in the 2021 NDAA, the Army is currently
preparing two Iron Dome batteries for operational deployment at the end
of FY22. This spring the Army will conduct a shoot-off to inform our
decision on the enduring IFPC solution. RCCTO is also working on two
IFPC variants, a High Energy Laser (HEL) and a High-Powered Microwave
(HPM). The IFPC-HEL uses a 300kW-class HEL to defeat Rocket, Artillery,
and Mortar (RAM) threats and is on track for demonstration. The IFPC-
High-Powered Microwave is being developed with the Air Force to produce
the Tactical High Power Microwave Operational Responder (THOR) in FY21
with a prototype expected in FY24. The Integrated Air and Missile
Defense Battle Command System (IBCS) initial operational capability is
3QFY22 with fielding. IBCS is a revolutionary command-and- control
system that streamlines sensor to shooter linkages for air and missile
defense engagements--and once fielded with enable optimized employment
of the Patriot force. This enhanced tracking system delivers an
unambiguous view of the operating environment, allowing commanders and
air defenders to make critical decisions within seconds. The Lower-Tier
Air and Missile Defense Sensor (LTAMDS) will deliver the next
generation sensor that leverages the capabilities of the Patriot
Missile Segment Enhanced (MSE) interceptor and is fully integrated into
IBCS.
Soldier Lethality
Soldier Lethality improvements to weapons, sensors, body armor, and
training will deliver decision dominance and overmatch at the level
where it matters most-, allowing individual Soldiers to quickly
understand and react to emerging situations. With ReARMM, we are
incorporating Guard and Reserve units into the fielding schedule much
earlier and more broadly than in past modernization efforts. The Army
seeks continued Congressional support for the rapid prototyping,
development, and procurement of the Next Generation Squad Weapon (NGSW)
Rifle and Automatic Rifle, Enhanced Night Vision Goggles (ENVG),
Integrated Visual Augmentation System (IVAS)--Heads-Up Display (HUD)
3.0, and the Synthetic Training Environment (STE). By 1QFY22, we'll
equip the first unit with IVAS. In 4QFY22, we will equip the first unit
with the Next Gen Squad Weapon Rifle and Automatic Rifle, as well as
General Purpose Ammo. STE efforts that complement IVAS include the
Squad Immersive Virtual Trainer (as part of IVAS) and the STE
Information System that includes: One World Terrain, Training
Simulation Software, and Training Management Tools.
In addition to our six priorities, the Army understands the need
for considerable investment in long-term research to deliver science
and technology solutions. The Army is aligning its laboratories towards
modernization and partnering with over 250 research institutions. The
Army's priority research areas are: disruptive energetics, Radio
Frequency (RF) electronic materials, quantum research, hypersonic
flight, artificial intelligence, autonomy, synthetic biology, material
by design, and advanced manufacturing.
The Army is also investing in deep sensing and analysis to provide
intelligence support to long range precision fires and commanders'
situational awareness during Joint All-Domain Operations. We will
continue to drive intelligence modernization by acquiring capabilities
and capacities across the Space, Aerial, Terrestrial, and Foundation
Layers nested with and in support of the Army's six modernization
priorities. We will continue to leverage the Intelligence Community
(IC), other Services', and commercial partner enterprise-level
Intelligence, Surveillance, and Reconnaissance collection programs to
provide timely, accurate, and relevant intelligence to support Army
targeting efforts and enhance commanders' decision making.
The Army is not just modernizing concepts and materiel. We require
continued budget support to modernize infrastructure and execute
workload in our Organic Industrial Base (OIB) of depots, arsenals, and
ammunition plants, along with our power projection and Mobilization
Force Generation Installations to better project power from and into
contested environments. We must be able to address the risk of new and
emerging cyber, information, and physical threats that can thwart our
ability to project power by disrupting installation operational
capabilities and the supply chains supporting our forces, whether from
malign actors or nature. Our installations must be resilient to
disruption and modernized in support of the modernized Army force. The
Army is investing significant time and resources to mitigate the
effects of climate change on our installations. We are establishing
energy and water resilience, efficiency, and affordability across our
installation enterprise. In the past five years, energy programs,
partnerships and initiatives recognized a cost avoidance or savings of
more than 14 percent, every installation has added a full-time energy
manager position, and 16 of 26 Army OIB depots, arsenals and ammunition
plants have transitioned from fossil fuels to clean energy
alternatives. We are also partnering with private industry to implement
energy and utility savings contracts that maximize the latest
technology to drive efficiency and reduced costs, with 99 agreements
currently in execution.
The Army is also not modernizing in a vacuum, but in partnership
with our sister Services. We have completed two Army-Air Force
Warfighter Talks and one Army-Air Force-Navy joint session to ensure
the Army's Project Convergence initiatives remains synchronized with
the Air Force's Advanced Battle Management System and the Navy's
Project Overmatch to meet the unique needs of each Service. As we work
to stand-up a Multi-Domain Task Force (MDTF) in Europe later this year,
our Indo-Pacific aligned MDTF continues to synchronize effects with the
Joint Force during multiple exercises. The MDTF's All-Domain Operations
Center enables Joint training, to include hosting Carrier Strike Group-
3 for the Navy's Fleet Synthetic Training--Joint exercise and
connecting to the Navy's Continuous Training Environment network.
During INDOPACOM's Pacific Fury 21, the MDTF validated its ability to
virtually synchronize long range fires and effects with the Joint
Force. The MDTF will participate in USINDOPACOM's upcoming Northern
Edge and Joint All Domain Command and Control (JADC2) Simulation
Experiment (SIMEX) in May before rotating into the Indo-Pacific later
this summer to participate in joint exercises with PACAF, PACFLT, and
MARFORPAC.
Strengthening Alliances and Partnerships
America does not fight alone. Alliances and partnerships are among
the greatest sources of our military strength. This global landpower
network is DoD's foundation for competition, creating inroads and
maneuver space for Joint and whole-of-government strategic engagement.
As a people organization, the Army is uniquely qualified to maintain
and expand this vital network, especially given that partner militaries
and their senior leaders are predominately land force-centric. Our
roadmap for building and strengthening relationships spans a range of
activities that include military and key leader engagements, education
and training programs such as the Department of State's International
Military Education and Training (IMET) and International Professional
Military Education (IPME), security assistance through Title 22 Foreign
Military Sales, and advise and assist capabilities. Boots on the ground
deter would-be adversaries, and small, scalable engagements with our
Allies and partners open doors to the access and presence we need to
compete effectively. The Army's new Security Force Assistance Brigades
(SFAB) demonstrate our commitment to alliances and partnerships and our
capability to compete.
Last year we completed the activation of all six SFABs, five in the
Regular Army and one in the Army National Guard. Since then, 5th SFAB
has already completed missions with multiple partners across the Indo-
Pacific theater, including elements of the Thai, Indonesian, and Indian
armies. Later this year, many of those partners will join their
American counterparts in combined exercises at the National Training
Center. Engagements such as these are vital, not only for
interoperability, but in recognition that Cold War-era exclusive
allegiance to a single great power no longer exists. Many if not all of
our allies and partners maintain concurrent relationships with both the
United States and our competitors and potential adversaries. We cannot
take for granted these relationships and the vital access and presence
they provide us.
closing
The men and women of the United States Army are the greatest
Soldiers in the world. The Army is cultivating cohesive teams,
maximizing talent, sustaining tactical and strategic readiness,
progressing through our greatest transformation in over 40 years, and
strengthening our alliances and partnerships. We are leading the way in
developing and fielding high technology for the Joint Force. We are
opening operational and strategic doors in the Indo-Pacific and Europe.
We are succeeding through calibrating our force posture around the
globe to assure our partners and deter would-be adversaries. And we
need your continued support. With timely, adequate, predictable, and
sustained funding, we will remain ready to fight and win our Nation's
wars--now and into the future.
Senator Tester. Thank you, General. Appreciate the comments
of you and the Secretary. First off, I want to thank the Army,
especially the soldiers of the National Guard, for their
efforts in supporting the capital security mission over the
last several months. While there has been discussion on a much
needed supplemental appropriations bill to cover these costs, I
am getting nervous about what will happen if those funds are
not approved and approved soon.
So, Secretary Wormuth, can you give us some insight on how
much the Army is insured across its components from that
mission? What sort of tradeoffs you are going to have to make
as you push funds around to cover those costs in the short
term?
Secretary Wormuth. Yes, Chairman Tester. Right now, the
resources basically to pay for the support that the National
Guard has provided to the Capitol, and I want to take a minute
also to just recognize their enormous contribution, is about
$450 million. So that is the bill associated with the support
that they provided in this execution year.
If we are not able to cover that, right now the Army Guard
is basically in a situation where they are concerned about
their ability to pay for training for the rest of this year. So
without that, those resources, the Guard, for example, and you
know, and this is in States all around the country, will find
themselves with training issues that are going to affect, you
know, both their aviation readiness, for example, their ability
to have readiness with their ground vehicles, they are going to
have, you know, again, many of the training exercises that they
have put off because of everything else they have been doing in
support of COVID, in support of the Southwest border, in
support of being here in the capital.
All of that regularly scheduled training has been postponed
and now is at risk of not being able to be funded. And so it is
definitely a concern and something that will impact our Guard
all around the Nation.
Senator Tester. So has training been postponed already?
Secretary Wormuth. Senator, no. My sense of the situation
is at this point, they have been--they are in a position where
they don't want to with--spend funds for the remainder of the
year because then they will be basically at a point of being in
violation of the Anti-deficiency Act. So it is really looking
at the summer months, July, August, September.
Senator Tester. That is when it will kick in?
Secretary Wormuth. Yes.
Senator Tester. That is good to know. General McConville,
one proposal that is being floated openly is the idea of a
standing military quick reaction force for capital security.
How do you feel about this mission, and do you think it is
appropriate for the Army?
General McConville. Well, my best military advice, Senator,
is law enforcement should be conducted by law enforcement
agencies and the military should be the last resort when it
comes to law enforcement.
Senator Tester. I appreciate your direct answer to that.
Thank you very, very much. Shifting to the Pacific, where we
are driving a lot of modernization priorities to fight China.
The Army's going to need helicopters with increased range and
speed and missiles, very long ranges. This year's budget
request includes an increase in investments in the Army's
modernization priorities from $9.5 billion to $11.3 billion.
General McConville, can you give a quick overview of your
increased investments in fiscal year 2022 and how they support
the shift to the Pacific?
General McConville. Yes, Senator. We have about $1.9
billion focused on the Pacific. That does not include the pay
for the 69,000 soldiers that operate the Pacific. The key to
what we are providing the combatant commanders out there is we
provide the new organization Security Force Assistance
Brigades, which allows them to work closely with our allies and
partners in the region and build up their capacity. We are
developing a multi-domain task force that provides really two
capabilities, long range precision effects, which is very, very
important in the competition, because they can do intelligence,
they can do information operations, they can do cyber
electronic warfare, and space operations.
They also have the capability which we are developing, it
is long range precision fires, which helps with deterrence
because it gives us the ability to potentially penetrate any
type of anti-access area denial capability that is set up by
potential competitors in the region. We are also doing multiple
exercises, so we have a chance to work with our allies and
partners, and we are present throughout the region, which is
very, very important to reassuring our fellow land components
that will be there when they need us.
Senator Tester. Thank you, General. Senator Shelby.
Senator Shelby. Thank you, Mr. Chairman. The Army's fiscal
year 2022 budget request for research and development continues
to focus on six modernization priorities, yet the 2022 budget
proposal for research and development funding is $1.3 billion
less than last year. Madam Secretary, now that you have taken
the helm and begun to review these modernization efforts, are
you considering any changes to the focus areas or the approach
that the Army has taken to its modernization priorities?
Secretary Wormuth. Vice Chairman, Generally, I am very
comfortable with the modernization priorities that the Army has
at this time. And as General McConville was just speaking to, I
think the kinds of capabilities we are looking at in terms of
long range precision fires, future vertical lift, you know,
next generation vehicles, and air and missile defenses also are
all very appropriate to the kinds of near peer challenges that
we are facing. So broadly speaking, I am comfortable with where
we are heading.
I think, you know, we are going to have to continue
carefully balancing between our modernization emphasis while
also maintaining our readiness and taking care of our people.
But I think we are going in the right direction on
modernization, sir.
Senator Shelby. Would you deem research and development a
very high priority, period?
Secretary Wormuth. Yes, it is very important that we
continue to emphasize development.
Senator Shelby. For tomorrow's weapons----
Secretary Wormuth. Yes, exactly. And we have got about 74
percent of our R&D account focused on our 31 plus 4 priorities
for modernization.
Senator Shelby. General McConville, could you provide a
General overview, knowing we are not in closed session, on the
progress of the Army's six modernization priorities and outline
what risk that the Army is accepting by reducing its research
and development funding as it pursues those priorities? It is a
dangerous road, you know.
General McConville. Yes. Well, as the Secretary said, we
have done some tremendous work, we call it night court, to take
a look at our modernization priorities and make sure that we
align the resources with them and the research development. So
we have moved a tremendous amount of money, about 74 percent of
our research and development funds focused on those
modernization priorities. They are moving along very, very
well. As you know, Senator, hypersonics is moving extremely
quickly. We expect our first battery and in 2023, our mid-range
capabilities, moving along very capability, we expect to be
able to send ships in 2023.
Our present strike missile capabilities is moving along
very capable. We expect to have the first battery around 2023.
Our next generation combat vehicle is moving out. That is going
to come in about 2028. And future vertical lift, we have two
different aircraft that we are developing, both are flying
models right now. Again, this is exceptionally fast, delivering
that to the troops. We want to fly before we buy and that is
coming in around 2028. We are making great strides in air and
missile defense so we can counter unmanned aerial systems. We
are making great strides in convergence with our network and
bringing together our sensors and shooters, so we have the
overmatch we need.
And finally, for our soldiers, we are getting them the
lethality they need through an integrated visual augmentation
system, a new carbine that can be much more lethal on the
battlefield, and a new squad automatic weapon system. So we are
very, very pleased with the progress that we are making on the
six modernization priorities and really very pleased the way we
are working with industry in a different way.
Senator Shelby. Sir, the Army's Rapid Capabilities and
Critical Technologies Office is leading the development of the
long range hypersonic weapons. This program is scheduled to
conduct several test events in 2022. What do you expect to
learn, that you talk about in this session today, to the test
of the schedule next year, and how will this data from test
events lead to decisions for the program? And how is
development going on the thermal protection system, which I
think is very important there?
General McConville. Well, Senator, as you know, we had a
very successful test last year. We are getting ready to do
another test over the upcoming months. That test is, again, is
going to confirm a lot of the systems. It is going to make sure
that the range--that, you know, we are going to get a much
better idea of what type of range the system can work. We know
the precision is there. So what we are going to take away from
the testing is more assurity when it comes to what is the
range, you know, the max range, the system, what is the
precision of the system, and so far, we are very pleased with
the progress.
Senator Shelby. General, how is the development going on in
the sensor integration display for the heads up display
component of the system?
General McConville. Well, the heads up display for--I want
to make sure----
Senator Shelby. The integrated visual augmentation--
General McConville. Well the integrated visual augmentation
system is transformational. It is coming along very, very well.
It is probably one of the most transformational systems that we
have in that we are able to fuse night vision capability with
an infrared capability. But more importantly, it provides
situational awareness to our soldiers that we have never had
before. And the future will be that soldiers will be able to
fight with this system, they will be able to rehearse with this
system. They will actually be able to train with this system in
virtual reality.
Senator Shelby. Madam Secretary, quickly, in the area of
production, some of us are concerned that some of the proposed
delays in building things with our industrial base, you know,
this could be a problem. What is the Army doing to ensure that
the industrial base will remain viable for these programs if
you slow-walk some of them?
Secretary Wormuth. Well, Senator, very quickly, I would say
I think the primary thing we are doing is having Army Materiel
Command undertake a 15 year plan to essentially try to align
our future requirements and make sure that our organic
industrial base and the commercial industrial base can meet
those needs over time. That is the primary----
Senator Shelby. Keeping that industrial base together is
very critical, is it not?
Secretary Wormuth. Absolutely. We have to be able to have
that industrial base to make all of the new next generation
systems that the Chief was mentioning. And as you know,
ensuring, frankly, the cybersecurity of our suppliers and our
industrial base is also a key issue that we have to get after.
Senator Shelby. Part of it. Thank you. Thank you, Mr.
Chairman.
Senator Tester. Thank you, Senator Shelby. Senator Leahy.
Senator Leahy. Thank you very much. And thank you for
having the hearing. And thank you both for appearing. General
McConville, You may find it unusual that in an Appropriations
committee meeting there may be questions that sounds parochial,
but I think this has a broader meaning. The Vermont National
Guard's Mt. Calvary Battalion opened every position to women,
it can recruit women directly to any position. I believe it is
the first Army National Guard Cavalry Unit at that level in the
Nation do so.
I visited Bravo Troop from that battalion. They were here
at the U.S. Capitol following the January 6th insurrection. And
now they are deployed overseas. It is a remarkable feat I
think. Anyway, I am very impressed by it. The challenging
nature reminds me why many of us supported the removal of
barriers to women serving as well as all sorts of soldiers of
different walks of life. I have always felt the Army is
strongest when it finds the best soldier for the job, not the
soldier who meets certain preconceived notions.
So how does the Department's budget request support the
recruitment and retention of soldiers from diverse backgrounds
to a unit like Vermont's Mt. Calvary?
General McConville. Yes, sir, I think the point is well
taken. You know, we are in a competition--in fact, we are in a
war for talent in the United States. We want the best and
brightest to come into the military. We want the military to
represent the diversity of the Nation. And we are doing that by
having the right leadership with the right background. So if
you want to take a look and see who is commanding, recruiting
command is a person of diversity so people can look up to see
people like them.
Our recruiters come with diversity so someone can talk to
them if they want to be in the infantry, if they want to be in
the armor. And from where we sit is we want everyone to have an
opportunity, and we are appealing to them, and we are giving
opportunities at every level so people can look up and see
people who look like them. And that is how we keep the
diversity in the Army.
Senator Leahy. I appreciate that. I look at a place like
New England where it is getting harder and harder to recruit. I
would urge you to empower local recruiters and Adjutants
General as much as you can. Madam Secretary, the U.S. military
has long been at the forefront of energy revolutions. We all
know making energy cheaper and less supply line intensive makes
a military force more capable.
The President has been investing in clean energy and energy
efficient technology a priority for every part of the U.S.
Government. This Committee has even supported research with the
Army Corps on energy efficiency technology over the years
because it would free up money for other things. How does your
request support development of clean energy and energy
efficient technology?
Secretary Wormuth. Thank you, Senator. Within our budget,
we are trying to do a few different things to try to help us
advance clean energy, and particularly in terms of our vehicle
fleets. You know, we are exploring where we can look at hybrid
vehicles potentially, how we can increase electrification in
our vehicle fleet. We are looking at trying to use battery
powered where we can. So there are a variety of efforts that we
are trying to look at across all of our different types of
vehicles to work with clean energy.
We are also, you know, again, looking at other ways that
our installations can be more energy efficient. We are doing
quite a bit to look at where we can use solar power, for
example, or wind power at our installations. I was just at Fort
Hood and saw the solar panel fields there, for example. So we
have a number of different places where we are trying to
advance and go more towards clean energy.
Senator Leahy. And the solar panel field, you wouldn't have
seen a few years ago?
Secretary Wormuth. That is probably true. I actually grew
up in Texas and I don't recall seeing solar panels there.
Senator Leahy. Thank you. Mr. Chairman, I have a question
which I will submit for the record for the General. It is
about--it is a little bit involved on construction issues, but
I really do want an answer. And I know you will supply one.
General McConville. Yes, Senator, I sure will.
Senator Leahy. Thank you.
Senator Tester. Thank you, Senator Leahy. Senator Moran.
Senator Moran. Chairman, thank you. Madam Secretary,
General McConville, welcome. Congratulations on your new
position as Secretary, and for your long distinguished service,
General McConville. I am going to visit Germany and Poland in
the near future, and I will see transnational training
exercises focused on Russian deterrence. We face lots of
challenges around the globe. Our focus is sometimes shifted by
necessity and by changing circumstances. What should be my take
away? What do you hope I see and come back confirmed of the
importance of what we are doing?
Secretary Wormuth. I want to make sure my mic is on. Well,
Senator, I think what I would hope that you would see is, is a
couple of things. First of all, I hope you will see the close
partnerships we have with our land forces in Europe. And
obviously, you know, NATO (North Atlantic Treaty Organization)
is our center of gravity there. You know, our enhanced forward
battalions with NATO are very important. And from an Army
perspective, I hope you will see the value added that the
forward element of the 5th Corps that we have now put in
Poland, what that is doing to again bring our partners together
and present a strong deterrent to the Russians. That is what I
would ask that you look. Chief may have additional----
General McConville. I agree with the Secretary. I hope you
see peace through strength, and that strength comes from a
strong military, a strong Army, and strong allies and partners.
And I was just over there last week. We hosted a conference for
European armies, had 32 Chiefs of Staffs from all the countries
coming together. They want American leadership. They want to be
good allies and partners with us. They want to have a strong
friendship.
And I think the way we deter others who wish us harm is by
having all that come together. And in the training is
important. Just like any professional team, you have got to
train, you have got to rehearse, you have got to prepare, and
that is where that strength comes from.
Senator Moran. Thank you both. General McConville, given
the rapid modernization of Russia and China's armed forces, I
have some concern that the Army's budget dropped significantly
below what is necessary to modernize a full brigade of Abrams
tanks each year. If Congress provides additional funding for
Abrams production, can you assure us that you will keep the
Abrams production, at least at the level of one brigade a year?
General McConville. What I can assure, Senator, is on my
unfunded requirement list. And if we do receive additional
money, we will prioritize that and go after those unfunded
requirements.
Senator Moran. What is our capabilities of ascertaining or
making certain that the active and guard units that are
scheduled to upgrade those tanks receive them on time?
General McConville. Well, that is why we want--you know,
that is why it is part of my unfunded requirement is to make
sure--you know, we have had to make some tough decisions in the
Army based on priorities. And we are--when I look at the Abrams
tank that is not legacy to me. I see that as an enduring
requirement. We also have modernization requirements which are
the six modernization priorities. But the Abrams tank is going
to be here for a while. And we have incrementally improved it
and we need it for the future. But we also need to modernize
the Army. And we are going to have to make the, you know, tough
decisions based on the resources we get. And we will do that on
the priorities.
Senator Moran. Secretary, digital design and engineering
has become an important resource for weapon system development
and sustainment. It has already proven its ability to increase
sustainment efforts on legacy platforms and I think we will
play a major role in the design of future defense programs. Can
you discuss the importance of making these digital designs more
accessible to service members to give them the tools to
increase readiness on legacy combat vehicles? And how does the
Department plan to invest in this new technology as we develop
this next generation of warfighting platforms?
Secretary Wormuth. Senator, what I would say is certainly
incorporating digital designs into our prototyping and
modernization process is very, very important. And frankly, we
are trying to bring in as many different types of new
techniques to help us be more innovative as possible. So, for
example, I think that we are using digital design as we look at
the new optionally manned fighting vehicle, for example. And
there are undoubtedly other programs within our 31 plus 4 where
we are making use of that. I have not been able to dive in-
depth into how we are using digital design, but again, I know
we are trying to be much more innovative.
We are collaborating with various universities, for
example, with companies, you know, smaller startup companies in
Austin, for example, where we have Austin--or where we have
Futures Command. So we are very much trying to bring things
like digital design into our process.
Senator Moran. I hope to have you as a guest in Kansas
where we can demonstrate that technology.
Secretary Wormuth. I would welcome that.
Senator Moran. Thank you, ma'am.
Senator Tester. Thank you, Senator Moran. I will get you as
you entered the room, Senator Shaheen.
Secretary Shaheen. Well, thank you, Mr. Chairman, and thank
you, Secretary Wormuth and General McConville, for your
service. One of the new potential areas of conflict, and
certainly of a lot of other activities, is the Arctic. And so
it is very important that we know as much as possible and have
as much research as possible about the Arctic. One of the labs
in this country that does that research is in Hanover, New
Hampshire. It is the Cold Regions Research and Engineering Lab.
So can you just speak to whether, I guess this is for you,
Secretary Wormuth, whether you think the Army Corps of
Engineers labs are uniquely situated to confront the challenges
that the Army and the joint force are going to be facing in the
Arctic?
Secretary Wormuth. Senator, I think, yes, the Corps of
Engineer labs are very helpful to us as we explore these new
environments and what kind of requirements they are going to
present to us. The Arctic is absolutely becoming an arena of
competition between the Russians and the Chinese, for example.
You know, Russia in particular has been enhancing its military
posture in the region. China is definitely engaging in
exploration more oriented towards natural resources.
And as we think--as you know, the Army has put forward an
Arctic strategy. And as we think about building that out and
what kind of formations and gear that we are going to need, I
think we will want to leverage the Corps of Engineer labs, and
again, other, you know, partnerships with universities to help
us think that through.
Secretary Shaheen. But yet the budget request cuts the
Army's research and development. So can you speak to how we are
going to continue the research that we need to do if we are
making those cuts?
Secretary Wormuth. Senator, I think, you know, again, I
would want to look carefully at what exactly the labs have to
offer, and the resources associated with that. I was not yet in
the Secretary position, as you know, when our budget was made.
But we have had to make very difficult choices. Again, as we
balance readiness, people, and modernization, we have had to
make some difficult choices. But I would certainly look into
that and be happy to talk with you.
Secretary Shaheen. Thank you. General McConville, do you
have anything to add to that?
General McConville. Well, I do have is, as the Secretary
said, you know, we have put a new strategy for regaining
dominance in the Arctic. It is a place that we really haven't
taken a hard look at. You know, we have got a great State of
Alaska. We have troops up there. But we see us operating more
in the Arctic than we have in the past. So we are going to have
to have that capability.
We are developing equipment, we are developing
organizations that can do that. We are going to recruit the
right people that can operate in that environment, make sure
they have the right clothing, and the right capabilities. But
we see that as a place in the future that we need to be. And as
I said, I have met with our European allies and the Arctic
States are very interested in working with us on those
capabilities.
Secretary Shaheen. Thank you. The enhanced night vision
goggles, the vernacular ENVG, is currently being fielded and it
has received really positive reviews. I know about this because
we make it in New Hampshire, but I understand the fiscal year
2022 request is approximately $218 million, which is less than
what we had been projecting. So can you tell me, does the Army
still plan to make those investments for the ENVG in 2023?
General McConville. Well, Senator, as you know, those--the
troops really like those goggles. They are extremely good. And,
you know, we are developing two systems, the enhanced night
vision goggles, Bravo, which that is called, which our troops--
it is great investments. We are also developing the IVAS
system, which is a more sophisticated system. But that enhanced
night vision goggles process is still going to be around. It is
very, very good. It fuses both night vision and flare
capabilities. Some incredible videos out there of the troops
talking about it. So we are committed to moving forward there.
Again, there are tough decisions being made on the budget and
they are reflected in our budget.
Secretary Shaheen. I have a question which I will submit
for the record on IVAS (Integrated Visual Augmented System),
but on Afghanistan just briefly because I have only a little
bit of time left, will there be a change in our budget
requirements for Afghanistan because we are going to be leaving
earlier than anticipated? I understand we expect all troops to
be out by the end of July.
Secretary Wormuth. Senator, our budget reflects, you know,
the expected savings from the retrograde out of Afghanistan. I
think as the Department determines exactly what the posture is
going to look at in support of the over the horizon
requirements, you know, we may have to look at what the
resources are going to be attached to that.
Secretary Shaheen. And can you tell me what the savings
are?
Secretary Wormuth. I don't have that----
Secretary Shaheen [continuing]. don't immediately put those
dollars into the over the horizon.
Secretary Wormuth. I don't have that number off the top of
my head, Senator, but I am happy to take the question for the
record and get back to you.
Secretary Shaheen. Okay, thank you. Thank you, Mr.
Chairman.
Senator Tester. Thanks, Senator Shaheen. Senator Blunt.
Senator Blunt. Thank you. Thank you, Chairman. Secretary
Wormuth, congratulations on your nomination and confirmation as
Secretary. Look forward to the work you will be doing there.
Our biggest base in Missouri is Fort Leonard Wood. It is in
many ways the schoolhouse for a lot of the military right now,
principally Army still, but I think on any given day, there are
probably more people from different services there than any
base in the country. I hope you can get that on your list to
visit and you will find the community incredibly supportive of
the fort and what happens there. And General McConville, thank
you again for your service and for being here today. With the
future budget necessities, I don't think that includes, is
likely to include a basic combat training reduction or not. I
would like both of your thoughts on that.
And if there is a basic combat reduction there, we are
talking about Fort Leonard, where the original goal at Fort
Leonard Wood was basic training. We have gone way beyond that,
but still an important part of what happens there. There are
three other basic training facilities. If there is a reduction,
I think people representing those four facilities, certainly
me, would advocate that that reduction be proportional rather
than eliminating training in one base.
So one, do you think there will be a reduction? And two, do
you have thoughts on what would happen in those four bases in
training if there is a reduction? General.
Secretary Wormuth. Senator, to my knowledge at this time,
we are not contemplating a reduction in basic training at this
time, but I think, you know, certainly if we had to do that, it
would be concerning. But I think we would want to look at what
makes most sense in terms of efficiency and effectiveness in
terms of managing our resources.
So I would want to look at the four places where we do
basic training and basically run the numbers to see where, if
we had to reduce basic training, how we could do that most
efficiently. It might be that doing that proportionately would
be most efficient, but it might be that it made more sense to
perhaps consolidate our training in, you know, some less than
all four locations. So I think I would want to look at that.
Senator Blunt. General, do you have a view of that?
General McConville. Yes, Senator. My view is, as I
discussed, you know, we have got an active strength of 485,000,
a little over 1 million. We think that is required. We think
the training to support that is required. And so we do not
anticipate, unless we have some type of resource reduction, to
cut basic training. I think we need the Army we have given the
situation that we see around the world.
Senator Blunt. Well, if you do cut a location, we could
discuss at that time. But clearly, if you get into an up tempo,
again, having to start another location from what would have
become a dramatic reduction would make a difference. And while
we are on Fort Leonard Wood, we have made substantial
commitments there in the last four budgets toward the Fort
Leonard Wood Community Army Hospital. It was the number--it was
number one on the Surgeon General--on the Army Surgeon
General's list and the overall Force Surgeon General's list for
a long time. And we are well into that process.
I think the monies being requested for fiscal year 2022 to
finish that hospital really matters to the base and really
matters to the community. On the--General, as we withdraw from
Afghanistan, what impact is that going to have on our rotation
of forces which have been Afghanistan, Korea, Europe and
elsewhere? Still thinking rotating--is the best way to handle
that?
General McConville. I think, Senator, you know, what is
being done is really a global posture review. We will take a
look at what type of forces we need. There is some value in
having rotational forces. There is value in having permanent
forces. There is value in having what we call prepositioned
stocks, so the troops rotate in and fall on those equipment.
And we are in the process of--the Administration is having that
discussion. And what we will do is lay out those options based
on what it looks like. And so when you look at Afghanistan,
there is discussions of what is over the horizon, you know,
what does the future look like in the Middle East.
So that has to be looked at. The Administration is taking a
look at what does the Indo-Pacific look like and then certainly
what Europe looks like. All those will come into discussion,
and we will provide the appropriate best military advice on how
to accomplish that mission. But I do see some rotational
forces. I don't see all rotational forces.
Senator Blunt. Alright. At least one of the questions I
will ask for the record would be as we pull the contingency
overseas account into the regular budget, what impact that has
on our flexibility when we have something we don't anticipate?
And I am out of time, so I will ask that for the record and
look forward to your response on that. Thank you, Chairman.
Senator Tester. Thank you, Senator Blunt. Senator Baldwin.
Secretary Baldwin. Thank you, Mr. Chairman. The upcoming
JLTV (Joint Light Tactical Vehicle) recompete provides an
opportunity to seek upgrades and to improve the vehicle's
capabilities. I am particularly interested in efforts to
transition the JLTV to electric power trains, considering the
advantages it would provide in future environments and because
it would support the President's interests in promoting green
energy. I know you just had a little discussion about
electrification within the Army. Why is that JLTV program not
pursuing a more aggressive transition to electrification? And
is this something that you are considering for the recompete?
Secretary Wormuth. Senator Baldwin, again, I have not had
the opportunity to dive deeply into some of these programs. I
know that the follow on production for the JLTV is on track and
we are looking at, you know, how to move forward with that
particular contract. I would ask General McConville to try to
speak to your question of how the Army has been thinking about
it in terms of electrification efforts.
Secretary Baldwin. Please.
General McConville. I think the Senators, what we are
seeing--you know, we have efforts going for electrification. We
have got a reconnaissance vehicle that we are actually trying
to make fully electric. These tend to be smaller vehicles
rather than larger vehicles. So, you know, and there is value
in that. And first of all, reduces our ability to divide fuel,
which we like to do. That keeps, you know, trucks off the road
in those type things. But they are also very, very quiet, which
is helpful when you are maneuvering on the battlefield.
Some of the bigger vehicles in the joint light tactical
vehicle--first of all, that is a great vehicle. It is very good
for the troops. Is we are looking at probably a hybrid, you
know, how do you reduce fuel in a hybrid? You know, and we are
looking at bigger vehicles too. You go to hybrid first. We are
concerned and we have people looking at electrification, but on
the larger combat vehicles, what can you do in the near term?
What can you do in the long term?
And in some cases, we are not sure we can get to fully
electrification, but can we get to a hybrid that cuts fuel by
25 percent? Can we reduce how they operate at idle, which, you
know, saves fuel? And so we have folks taking a look at that.
But as far as going to a full electrification of that vehicle,
I don't think we are there yet.
Secretary Baldwin. Okay. On modernization, I know the Army
is divesting from legacy programs to fund other priorities, but
the JLTV certainly is not a legacy program or platform. Yet
over the last 4 years, the Army has often characterized the
platform as a smaller MRAP (Mine Resistant Ambush Protected) or
designed for the last war. The requirements that drove the
creation of the JLTV do not support this claim, and the program
was never designed to be the next MRAP for Iraq and
Afghanistan. To their credit, the Marines have looked to the
JLTV in their shift to supporting the Navy against peer
adversaries, using the JLTV as the platform to support new
shore to ship and long range fire capabilities. Are you
familiar with these Marine Corps initiatives, and are you
exploring any similar efforts at this point in time?
General McConville. Yes, I am aware what the Marine Corps
is doing. They have got some innovative ideas with the joint
light tactical vehicle. What we are looking at is how we bring
it into the force. And our numbers are significantly larger
than what the Marine Corps is doing with the joint light
tactical vehicle. That we have goals set up there. And really
what happens, that is an enduring vehicle. That is not a legacy
vehicle.
I just want to make sure people--because we have kind of
had it characterized there is legacy, there is enduring, and
there is the modernization efforts we have. So I see you really
three categories as we discussed. The joint light tactical
vehicle is an enduring vehicle. It is something that we need in
the future. But it all comes down to, we are trying to give you
all the best Army we can give you with the resources we have.
Secretary Baldwin. Okay, I just would point out that JLTV
continues to sort of act as a bill payer for other programs in
the PB (President's Budget) 2022, resulting in about $120
million unfunded requirement for the Army. So that is of
concern. Let me just add, I think I have limited time left,
that Senator Shelby asked earlier about the industrial base.
And I believe, Secretary, you said that there was a report in
the works from Materiel Command. I would like to get briefed on
that report when it is available. And so I look forward to
receiving that.
Secretary Wormuth. Yes, Senator, it is in development now
and we would be happy to discuss it when it is complete.
Secretary Baldwin. Alright, thanks.
Senator Tester. Thank you, Senator Baldwin. Senator
Boozman.
Senator Boozman. Thank you, Mr. Chairman, and thank you all
for being here, and we really do appreciate your service to our
country in so many different ways. As ranking on MILCON
(Military Construction) of the Appropriations subcommittee, I
know the importance of investing in quality of life projects
such as barracks and family housing, as well as the impact of
increased morale among the soldiers and their families, that
that generates.
The strength of the Army is people, and certainly I know
that you all agree that that should be right at the top of the
list regarding priorities. Madam Secretary, given a tough
budget cycle this year, how do we adequately address the
funding for America's family housing and other quality of life
issues that are so important?
Secretary Wormuth. Senator Boozman, you are absolutely
right that housing for our soldiers and our families is very,
very important. And the Army has undertaken a number of
initiatives in the last few years to try to make sure that we
are providing the kinds of housing for our families and
soldiers that they need. You know, we have consolidated, for
example, oversight of our privatized housing with Army Materiel
Command and Installations Command. In terms of barracks in
particular, we have a plan to invest about $11.5 billion over
10 years to refurbish those barracks that are not as in good
condition as some of the others.
And for example, I was just at Fort Hood a week or two ago
and I saw some of our newer barracks, which I thought were
quite satisfactory. But some of the barracks, frankly, that
need to be modernized. And we are trying to do that as quickly
as we can in the context of a flattening budget.
So there have been some difficult choices. I think there
are some barracks facilities, for example, on General
McConville's unfunded requirements list. But we do have a plan
to try to move forward as quickly as possible to make sure that
our soldiers have the housing they deserve.
Senator Boozman. Very good. And we appreciate the list,
General. You all are not bashful at all, and hopefully we can
be of help in securing some additional funds along those lines.
General, over the past 4 years, the Army has worked tirelessly
to restore its readiness levels, which again is so important.
It is fragile, if not adequately sustained. It can decline very
quickly, as we have seen at different times in the past.
You mentioned the Army is implementing a foundation
readiness model that will prioritize training at the company
level. I guess the question is, do we have enough training
capacity and resources on the active duty installations, or do
we need to perhaps augment those installations with regional
maneuver training centers to meet the intent of your
foundational readiness model?
General McConville. Well, Senator, I think we have the
appropriate amount of training areas available. You know, what
we are finding is this is a time for soldiers to train. And
what we are trying to do is we are trying to focus--you know,
if you only have so much time and so much resources, where do
you spend those resources? I argue that you do that when you
have new troops. You have new troops coming in units.
We bring in about 125,000 soldiers every single year. They
have to get the basics. They have to get the training. They
live in our organizations we call squads. And so you get the
squad straight, you get the platoon straight, you get the
company straight, and then we can take our battalions and
brigades to our national training centers and our combat
training centers and making sure they get the higher level type
training. But if you don't get the foundation right, it is like
building a house on a poor foundation.
It may look good in the top, but it is not good in the
bottom. So that is the shift we are doing right now with the
time and resources we have available.
Senator Boozman. So with Afghanistan coming down, will the
up tempo decrease or will it be maintained or----
General McConville. Well, the amount of troops we have in
Afghanistan is pretty small. I mean, we are talking, you know,
2,500 troops at the time. That is not a tremendous amount of
troops when you take a look at where we were at. So a lot of
people say, hey, is that going to change a whole lot of things?
Not too much for the Army. The 2,500, you know, brigade plus,
you know, brigade minus is not a huge amount of troops.
Senator Boozman. Very good. Thank you, Mr. Chairman.
Senator Tester. Thank you, Senator Boozman. Senator Hoeven.
Senator Hoeven. Thank you, Mr. Chairman. General, the Army
National Guard is expected to deploy and fight alongside the
active duty counterparts. Army currently trains on the MQ-1C
Gray Eagle out of Fort Huachuca in Arizona. And I understand
there you are having trouble getting enough training for the
active duty members, just the volume. And so my understanding
is, it is also difficult to get Guardsmen through that
training. So are we training enough soldiers to operate the
Gray Eagle in a timely fashion? My first question.
General McConville. I think so, Senator. I am sure we could
train more, but at least the amount of aircraft we have, which
is the trade off, is that those are going to use them--you
know, the other thing with the Gray Eagle as we look to the
future is that, and we see it contested air defense
environment, we are going to have to take a look at what the
utilization of that aircraft is.
As we take a look at our intelligence, surveillance, and
reconnaissance aircraft that we have in the Force, many were
designed for what we call irregular warfare, counterterrorism,
counterinsurgency, where there is not a big air defense
capability. So as we look in the future, we are going to take a
hard look at what type of aircraft we have doing that mission.
Senator Hoeven. Right. But the Army National Guard doesn't
have its own MQ-1C aircraft or great--what are they called,
Gray Eagle, excuse me, aircraft. They don't have it.
General McConville. That is right.
Senator Hoeven. So it seems to me you have got bit of a
bottleneck in terms of just getting your active duty forces
through level and training guard. Then the Guards are supposed
to support that mission, which they do tremendously well, and
many others, but they don't have the Gray Eagle. So both in
terms of training and then actually having units that have the
Gray Eagle, how do we address that? Because you get both the
training issue, but you also have an equipment issue when you
want the Guard supporting your active duty forces and you have
to have that equipment to train on.
General McConville. Well, that is what we are taking a look
at, Senator, and we can take that for the record and come back
to you, because I think--I saw, you know, as I look at where we
are going in the future, we have got to come up with a--as the
strategy has changed, we need to come up with the way we are
going to do that.
Senator Hoeven. Right. But you got that equipment across
all your battle groups, active duty, but nothing in the Guard
have you got training. So it is something we do need to help
you address.
General McConville. Yes, we will take a look at it.
Senator Hoeven. Thank you, General. Appreciate that. Madam
Secretary, so obviously unmanned is a big issue, and then also
countering unmanned aircraft, and then various forces deal with
it, you know, in different ways. Obviously in the Army sphere,
you have got the small, unmanned aircraft that you have to deal
with for your troops. You operate the Joint Counter Small
Unmanned Aircraft System Office, which works with DOD
(Department of Defense) to counter small unmanned UAS--we have
one of the UAS sites--as a matter of fact, the first one
established in North Dakota, the upper plains, the test site,
or Great Plains test site I should say.
We work a lot with Customs and Border Protection, too,
because we have got 900 miles of border responsibility on
counter UAS. So how are you working that issue? And how can we
be helpful to and continue to develop this counter small UAS
arms issue?
Secretary Wormuth. Thank you, Senator. Certainly we are,
you know, the entire Department of Defense is concerned about
the UAS problem. All you have to do is look at and see how
drones were used in Nagorno Karabakh, for example, to see the
potential threat that they pose both, to our forces overseas,
but potentially here at home. We are the executive agent for
the joint program office that is responsible for looking at
counter small UAS capabilities, and the Office of the Secretary
of Defense, which we work with closely, is actually responsible
for liaising, if you will, with the interagency, for example,
with Department of Homeland Security and the Customs and Border
Patrol.
But we are working very closely with them, as well as with
the FAA (Federal Aviation Administration) to look at how best
to counter those kinds of threats. And I think the Center of
Excellence can be very helpful to us as we continue to work
that hard problem.
Senator Hoeven. So who would we link in with at your office
or Army, who would be the right person for us to connect with
to really talk about how we can do some partnering or provide
some assistance in this effort?
Secretary Wormuth. Well, you could certainly talk to us in
our joint program office. And I think in terms of looking
towards other partners in the Federal family, you would
probably want to talk to the OSD (Office of the Secretary of
Defense) Homeland Defense Office.
Senator Hoeven. I mean, we have a ton of partners. I mean,
Guard, active duty, military forces, Customs and Border
Protection, the State--I mean, we have got a ton, NASA
(National Aeronautics and Space Administration). So I am just
trying to understand the best point person to make sure we have
clicked in with you in terms of what Army's needs are.
Secretary Wormuth. Yes, I think our joint program office is
the best belly button.
Senator Hoeven. Thank you, Secretary. Thank you, Mr.
Chairman.
Senator Tester. Thank you, Senator Hoeven. Senator
Murkowski.
Senator Murkowski. Thank you, Mr. Chairman. Madam
Secretary, General, welcome. Thank you, Madam Secretary. I
haven't had an opportunity to personally congratulate you so we
did it over the phone. But nice to have you here. I appreciated
the conversation that we had last week regarding the Arctic.
And as Chairman, I feel like I have arrived when the Senator
from New Hampshire asks the first Arctic question for the
hearing. It is like, hallelujah, we are here. We have been here
for a long while. And the military has recognized that,
certainly the Army has recognized that. We have had an
opportunity to talk about the Arctic strategy document that has
been released. This is probably for both of you with regards to
where--in the strategy, we note that the current unit
distribution and alignment for Arctic operations may require
configuration.
The Army will evaluate and adjust its necessary tactical
and operational headquarters and unit relationships to best
support. So where are we in this? What specifically and when
specifically can we see this evaluation moving forward, where
in the organization is this review being considered, and let me
know where we are with this alignment for Arctic operations?
Secretary Wormuth. Senator Murkowski, it is nice to see you
as well, and thank you for those congratulations. We are having
now issued the Army Arctic strategy. We are really in the
process of looking at exactly its implications in terms of what
kind of units we might want to see in the Arctic, exactly what
kinds of equipment they would need to carry out those roles.
And I have to be briefed, frankly, in more detail myself in
terms of where we are precisely in our thinking. So why don't I
ask if General McConville can speak in a little bit more detail
to your timelines.
General McConville. Senator, as we lay out in the strategy,
we have an administrative headquarters right now in Alaska. We
see that becoming an operational headquarters. How that
actually kind of works out, we have got other operational
headquarters similar to maybe what is in Italy right now. It is
not a division, but it is an operational headquarters, has the
ability to respond and command and control troops. That is what
General Eifler will set up and that is in the process of being
done.
We are taking a look at how we equip really the Striker
Brigade with the appropriate equipment, because the strikers
are a great capability, but it is not really designed to
operate 12 months a year up in Alaska. So we are taking a look
at what that looks like and how we put that capability. We are
also taking a look at--I was up in Natick, which is developing
some really high speed cold weather gear. And that is the type
of, gear we would like to get to that brigade so they can truly
operate. They do a lot of great work up there, but how do we do
that?
And then even looking at what type of people do we recruit
for that brigade? You know, people that live there. You know
that we can reach out to people that would be very--we really
want to go and work in that environment. So the States and
certainly Alaska, where we can write contracts. If you want--we
will guarantee you are going to serve in this area. You can do
those type things.
We are taking a look at a, potentially a multi-main task
force. What that looks like, you know, is we have the
capability for anti-access area denial capability, working that
with NORTHCOM. So all these things are kind of coming together.
And as we do the posture review, as we look at the resources
available, that will all drive this as we move out over the
next couple of years.
Senator Murkowski. Well, it is really encouraging to hear
you say this, because it is really all encompassing. It is
looking at the assets, the equipment that we need to have. And
I want a little bit of an update on where we are with this
bridging the gap between the SUSV (Small Unit Support Vehicle)
and the CATV (Cold-weather All-Terrain Vehicle). We recognize
that you have got to have the equipment, but if you don't have
the gloves and the gear and everything that you need in an
Arctic environment, it is pretty tough even to operate the
equipment that we are talking about. So things like clothing
are actually pretty important.
So, again, it was good to hear Senator Shaheen even
acknowledge that. But I am really intrigued about the focus on
what you are calling focused recruiting, looking at men and
women who perhaps come from a part of the country where it is
mountainous, it is cold. You have got, perhaps not Arctic
conditions, but you are used to the cold.
I think we recognize that part of the quality of life
initiatives that we deal with in a place like Alaska, it is
really hard with certain individuals and their families when
you have never, ever, ever had an exposure to the cold, to the
dark, to snow, and then we plant you there and say, go off and
do your job. And it is challenging. And I think we see this in
some of the issues that we have been facing. We have had an
opportunity to talk about this spike in soldier suicide.
That is something that we have got to get our arms around.
But I really appreciate that from a strategy perspective, it
really is a much more broad and encompassing. I have kind of
dangled the question about the SUSV and the CATV. I am over
time. But if you have a quick update on that?
General McConville. I know right now we are in the process
of--and I have got be careful--we will come back with an answer
on that. I know we are going through the process right now, and
I am kind of concerned if I talk about the process I might not
be doing what I should be doing. We will come back with an
answer. And I know we are working on that right now.
Senator Murkowski. I appreciate that, General. Thank you,
Mr. Chairman.
Senator Tester. Thank you, Senator Murkowski. As the Arctic
becomes more and more real, which is real right now, the points
you bring up are certainly valid and sign me up. That is all I
got to say. I don't think I would meet the qualifications you
need in the Army right now, but what the hell.
ADDITIONAL COMMITTEE QUESTIONS
We are going to close this out right now, and I really
appreciate your testimony here today. Senators may submit
additional written questions. And of course, we would ask you
to answer those in a reasonable period of 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 Hon. Christine E. Wormuth
Questions Submitted by Senator Richard Leahy
Question. Given the administration's priority of taking care of our
people, and the important role that unit cohesion plays in improving
readiness, it is crucial that the Army take a fresh look at policies
and practices that may not support all servicemembers. To that end,
please outline what changes, if any, the Army has made, is making,
plans to make, or is considering in order to:
Improve diversity in leadership positions;
Answer. In 2020, the Secretary of the Army (SA) and the Chief of
Staff of the Army (CSA) announced an effort entitled ``Project
Inclusion.'' Project Inclusion operationalizes the Army People
Strategy: Diversity, Equity and Inclusion by organizing and leveraging
resources across the Army to rapidly advance Assistant Secretary of the
Army for Manpower and Reserve Affairs ASA(M&RA) prioritized efforts.
The ASA(M&RA) signed the Army People Strategy: Diversity, Equity and
Inclusion on September 1, 2020. The Army People Strategy fulfills the
fiscal year 2020 National Defense Authorization Act, Section 529
mandate for the military services to develop a diversity and inclusion
strategic plan by December 20, 2020. The five main goals of the plan
include Leader Commitment, Talent Management, Organizational Structure,
Training and Education, and Equitable and Inclusive Environment.
As this year continues, within the talent management initiates, the
Army Talent Management Task Force (TMTF) has established programs
seeking to address diversity, equity, and inclusion (DEI). Programs
like the Command Assessment Program (CAP) provide the Army ways to
improve opportunities for under-represented populations. The CAP
incorporates active measures to reduce opportunities for bias by
conducting double-blind interviews, conducting anti-bias training with
voting panels, and anonymizing files presented to voting panels.
In addition, the Career Mapping and Succession Planning tool is
currently under design. This tool will interface with the Army Talent
Alignment Process (marketplace) and Soldier Talent Profile to recommend
future assignments using individual knowledge, skills, and behaviors to
indicate where individuals should take military and professional
courses, seek training, pursue a new assignment, or take other career
actions in order to advise individuals on achieving their career goals.
When reversed, the Career Mapping algorithm is used for Succession
Planning, to look at the population identified as best fit for these
positions. The identification of these talent pools early on can be
used to adjust policies and remove obstacles to a talented and diverse
population being considered for key leadership positions at all levels.
Question. Improve diversity retention at all levels;
Answer. In response to the 21 May 2020 SA/CSA Dual Signed memo
addressing diversity in the Army, the ASA(M&RA) directed an Operational
Planning Team (OPT) to develop an Implementation Plan to Expand Diverse
Talent in the Army Officer Corps which will guide the Army to new
accomplishments which strengthen diversity and inclusion in the force.
The operational planning team developed 20 initiatives to meet four
objectives addressing how the Army will acquire, develop, employ, and
retain diversity. It marks an acceleration of new people plans,
programs, and policies aimed at expanding diversity and inclusion in
the Officer Corps, the Warrant Officer Corps, and the Enlisted Corps.
The Implementation Plan to Expand Diverse Talent in the Army Officer
Corps was published on January 7, 2021. ASA(M&RA) has also developed
OPTs to develop plans for our Enlisted, Warrant, and Civilian cohorts,
and the Civilian Implementation Plan was published in January. The
Implementation Plans for Warrant Officers and Enlisted Soldiers are in
development.
As a part of the Implementation Plan for the Officer Corps, the
Army has implemented several initiatives as a part of its efforts to
increase diversity across the ranks. Initiatives include the Urban
Access Program (Aug 2020); a Combat Arms Outreach Pilot Program (Mar
2021); Talent Based Branching at USMA and USACC (2019 & 2020);
Incorporated Diversity and Inclusion education and training into PME
(Apr 2021); started conducting the Department of the Army Career
Engagement Survey (May 2020); Army ROTC Senior Officer Mentor Program
(June 2021); Incentivize Select Sources of Commission Positions (June
2021); and Incorporating Mentorship into the Army PME System (fiscal
year 2021). Some of these initiatives will also positively impact the
recruitment and retention of Army Civilians, Warrant Officers, and
Enlisted Soldiers.
Strengthening Cadet mentoring programs is also an Army focus within
recruiting and retention. The goal of the cadet mentorship programs is
to increase officer accessions and to help cadets make informed
decisions about their future Army careers. Staffing a diverse mix of
Army Officers and Non-Commissioned Officers to serve as faculty and
mentors at United States Military Academy (USMA) and Reserve Officer
Training Corps (ROTC) locations not only increases the visibility of
Army professionals at our sources of commission, but can influence and
enhance the cadets' understanding of various branches. Going forward,
the Army Human Resource Command (HRC) continues to work with ASA(M&RA),
DCS G-1, and the sources of commissions to assign best fit officers to
positively support the strategic outcomes of the Army People Strategy.
Question. Improve trainings, including sexual assault prevention,
with input from women, LGBTQ servicemembers, BIPOC servicemembers, and
sexual assault survivors.
Answer. The Army SHARP Academy, at Fort Leavenworth, Kansas, the
proponent for SHARP training across the Army, is aware of DoD's
research efforts to identify evidence-based practices to address the
need for culturally-competent care for men, women, LGBTQ service
members, BIPOC service members, and sexual assault survivors. Once
those best practices have been identified/codified, the SHARP Academy
will develop curricula needed to enhance training for the Army's Sexual
Assault Response Coordinators (SARC), Victim Advocates (VA), and the
total force. Currently, the SHARP Academy develops curricula with input
from women and BIPOC service members. The curricula instruct Army
advocates on how to care for sexual assault victims and sexual
harassment complainants with dignity, respect and compassion regardless
of their race, gender, orientation, religion or any other identifying
characteristics. The SHARP Academy continues to train SHARP
professionals to respond to all victims and complainants without
judgment or segregated advocacy actions. As DoD releases future
guidance and information pertaining to culturally-competent care, the
Army will rapidly assimilate the information into SARC/VA training
courses and will add additional content to the Army-wide training
support package and SHARP Annual Refresher Training.
Question. Increase availability and accessibility of mental health
support services for servicemembers and their families, including
services tailored specifically toward minority servicemembers.
Answer. The U.S. Army supports the Defense Health Agency's
Behavioral Health Diversity Working Group, which was recently chartered
to support advancements in mental health services for women, LGBTQ, and
ethnic minorities. The working group will offer clinical guidance to
enhance the care provided for minorities. Additionally, since the onset
of the COVID epidemic, virtual mental health has expanded to provide
services within the comfort of patients' homes.
This is particularly important for low-income families, many of
whom are minorities. By eliminating the need to travel to an in-person
appointment, beneficiaries have fewer barriers to seeking care.
Question. Improve outreach to and support for minority
servicemembers facing discrimination from within their units;
Answer. Education, awareness, and bystander intervention are at the
heart of the Army's efforts to combat racism. The Army is working to
improve outreach and support to minority servicemembers facing
discrimination. The Army has developed a ``Your Voice Matters''
campaign, which is a listening session concept designed to develop
atmospherics and determine any local and/or Army-wide diversity and
inclusion policy requirements; demonstrate care and commitment to the
well-being of our military and civilian personnel; and provide an
opportunity for personnel to engage with concerns or questions about
issues that impact their personal and professional lives. It has also
assisted local command teams and the Army Headquarters to better
understand diversity, equity, and inclusion issues currently affecting
the Army and society writ large. As of July 13 2021, the Army has
conducted 134 sessions with multiple servicemembers at 19 different
locations. Further, the Army is updating Army Regulation (AR) 600-20,
``Army Command Policy,'' to improve the identification and resolution
of discrimination issues through education, awareness, and bystander
intervention efforts. The Army has also updated Equal Opportunity
training to address racial issues and other related issues at all
Professional Military Education (PME) levels, from junior Soldiers to
General Officers.
Question. Improve medical care for transgender servicemembers,
women, and Black parents, particularly for transition care, pregnancy,
and post-partum care.
Answer. Army Medicine proudly serves all servicemembers and their
beneficiaries, regardless of sexual orientation, race, or ethnicity.
Since Executive Order 14004 (``Enabling All Qualified Americans to
Serve Their Country in Uniform'') was signed in January 2021, the
Army's Office of The Surgeon General (OTSG) has been coordinating with
the Department of Defense (DoD) and the Defense Health Agency to
improve care for our transgender Soldiers and our Soldiers with gender
dysphoria, including modifying those policies that have a negative
impact on these Soldiers. DoD recently updated two DoD policies to
ensure that all Soldiers and applicants can serve freely in their self-
identified gender.
Further, as safety is a priority when caring for all Soldiers
through pregnancy and post-partum care, per established clinical
practice guidelines, ensuring specialty referral needs are met is a
part of prenatal and post-partum care. The standard of care is applied
to every servicemember and is tailored to the individual based on risk
factors, including ethnicity.
______
Questions Submitted by Senator Lisa Murkowski
future of weapons
Question. Secretary Wormuth, the Chairman of the Joint Chiefs
testified to our House counterparts in response to a specific question
regarding maintaining a technological advantage that we are facing a
rapid developmental convergence of an assortment of technologies
including hypersonic weapons. He also said that ``if we do not put a
lot of money towards developing [hypersonic weapons] to a level of
capability to deploy the joint force, we will be at a significant
disadvantage to those countries that do develop them.''
Where does the Army see the biggest infrastructure or support
challenges in developing our race to develop these weapons?
Answer. The biggest infrastructure or support challenges for
hypersonic weapon development fall into two general categories: (1) the
immature commercial industrial base; and (2) the Department of Defense
(DoD) test infrastructure.
First, as part of the joint Army/Navy program, one of the Army's
assigned missions is to transition the Common Hypersonic Glide Body
(CHGB) technology from Sandia National Labs (SNL) to commercial
industry. The Army is executing this responsibility through a
competitive industrial base selection using a ``leader-follower''
method with industry embedded with the government team at SNL. The
industry team (the ``follower'') is learning to build the CHGBs from
the scientists at SNL (the ``leader''). In parallel to the ongoing
knowledge transfer activities, industry is building the necessary
commercial production capability to support the CHGB demand signal.
Upon completion of the commercial production facility, SNL will become
the ``follower'' at the commercial facility with the commercial partner
taking the role of the ``leader.'' The first CHGB produced wholly by
industry will be delivered in fiscal year 2022.
Second, the current test infrastructure for hypersonics is
challenged by the limited number of locations and each location's
available capacity. The hypersonic test need is a sub-set of the DoD
test infrastructure, where all Services, as well as allied and partner
nations, use the same assets across numerous programs, both hypersonic
and conventional in nature. As the pace of hypersonic and long range
missile testing accelerates, the test infrastructure must be expanded
to meet projected demands.
Question. What is the Army's current capacity to test hypersonic
weapons and where are we doing so?
Answer. The current capacity for testing hypersonic weapons is
challenged by the combination of multiple DoD programs, both hypersonic
and conventional, that are concurrently in test phases, as well as
supporting allied and partner nations testing. The Army uses high
demand/low quantity testing assets for hypersonic weapons, such as arc
jet heaters, wind tunnels, static ground testing facilities, and
dynamic ground test infrastructure. The facilities, which are limited
in availability by location and capacity, are required to validate
designs, complete component testing, and conduct end-to-end weapon
system testing. These limitations create a challenge of balancing the
demands of not only the Army's hypersonic needs, but also those of
multiple Services. As the Army fields additional batteries, and new
hypersonic technologies are developed across the Services, the
facilities will continue to have issues with meeting the increased
demand.
Due to the long corridors required for flight tests, the Army and
Navy use locations such as the Reagan Test Site-Kwajalein, Pacific
Missile Range Facility, Hawaii, Pacific Spaceport Complex, Alaska, and
the Cape Canaveral Spaceport Complex, Florida.
Question. How does this budget request support the Army's ability
to develop and test hypersonic weapons?
Answer. The Army's fiscal year 2022 budget request for the Army's
Long Range Hypersonic Weapon (LRHW) supports fabrication and assembly
of major components of the system, including the missile stack, missile
booster, and Common Hypersonic Glide Body (CHGB). The fiscal year 2022
request also supports industrial base activities for the commercial
production line building the CHGB and completion of the first
commercially produced CHGBs. The fiscal year 2022 funds support
continued software and hardware testing and systems integration
activities for the Transporter Erector Launchers (TEL) and Battery
Operations Center (BOC). The TELs and BOC will be fielded to the unit
of action in the first quarter of fiscal year 2022 to begin Soldier
training with the equipment.
Following the fielding, software development and hardware testing
will continue to support upcoming flight tests and validate the mission
planning concepts of operation.
The Army's fiscal year 2022 hypersonics budget request supports two
major tests that will validate the configuration of the LRHW system.
The Army will field the LRHW in fiscal year 2023, and Soldiers from the
fielding unit will be deployed to support both of these tests. The Army
will conduct these tests in conjunction with the Navy.
The Navy's hypersonic budget also supports the Army's LRHW effort,
as the Army leverages the Navy's development efforts in their
Conventional Prompt Strike Program. The Army and Navy are partnered to
execute hypersonics through use of a CHGB, common missile design,
common mission planning system, and joint test opportunities.
______
Questions Submitted by Senator Lindsey Graham
paladin integrated management (pim)
Question. Secretary Wormuth, The Army identified an Unfunded
Requirement of $149.5 million for the Paladin Integrated Management
(PIM) program that when coupled with the fiscal year 2022 President's
Budget Request, would procure up to 36 sets of equipment. However, this
is still only a little more than half of the full rate production
volume specified in the DoD approved acquisition program baseline of 60
sets per year. This lower volume will likely cause significant unit
cost growth and workforce downsizing. Given this, can you tell me what
the impact will be on fielding PIM to soldiers and on the industrial
base by moving away from the current volumes of 44 to 48 PIM sets per
year? Additionally, what analysis did the Army use to determine the
Unfunded Requirement funding amount for this program?
Answer. The impact of reducing to 25 PIM sets per year is that the
Army will procure one less Brigade Combat Team (BCT) set of PIM in
fiscal year 2022, delaying the fielding of PIM to one BCT when the
fiscal year 2022 procurements are delivered in fiscal year 2025. There
are no anticipated impacts to the industrial base given that 25 sets is
above the Minimum Sustainment Rate for production.
As for the Army's Unfunded PIM Requirement analysis, the Army
forecasted in its fiscal year 2021 budget request the procurement of 43
sets in fiscal year 2022. However, based on the reduced Army topline
and competing Army modernization priorities, the Army reallocated PIM
funding to higher priority modernization efforts. The Army's Unfunded
Requirement amount of $149.5 million would restore the funding to its
original fiscal year 2022 funding position and procure 43 sets.
______
Questions Submitted to General James C. McConville
Questions Submitted by Senator Richard Leahy
Question. Over the last year the Army National Guard has
demonstrated quite visibly that they have a connection with nearly
every community in America. They are friends and neighbors who deliver
food during the pandemic, or guarantee the right to safe and peaceful
protest, or are there with drinkable water when the flood waters wipe
out every other road to a town. The key organizing point they use for
all these missions and more are Readiness Centers, which serve as the
physical center point--the infrastructure, if you will--for everything
they do for their communities.
After two decades of war, the list of Army construction and
facility needs is extremely long, and there was a hearing last week to
talk extensively about MilCon needs. But I wanted to hear from you,
General, about what that construction means operationally.
What is the significance to a Guard unit of an up-to-standards
Readiness Center--meaning everything from meeting safety regulations to
having bathrooms for women, which too many of our readiness centers do
not--for performing its various missions?
Answer. An ``up to standards'' Readiness Center is the result of an
approved project that has been completed according to approved plans,
specifications, criteria, and standards. These Readiness Centers allow
Army National Guard units to store all equipment and materiel in one
location for timely issuance to Soldiers and expedient mission
readiness. This prevents the loss of valuable time spent retrieving
units' equipment from geographically dispersed sites and facilities.
``Up to standards'' Readiness Centers are also designed to include
facilities, such as locker rooms and restrooms, for all Soldiers. The
Army fully acknowledges that substandard facilities negatively affect
Soldier quality of life and thus, recruiting and retention. The Army is
aiming for Readiness Centers that ensure all Soldiers are provided the
space to accomplish all mission functions for a timely and efficient
Army response. This includes infrastructure that supports all
communication and data systems for training, readiness, and response
needs. In summary, Readiness Centers that are ``up to standard''
significantly increase the readiness of the National Guard.
Question. Given the administration's priority of taking care of our
people, and the important role that unit cohesion plays in improving
readiness, it's crucial that the Army take a fresh look at policies and
practices that may not support all servicemembers. To that end, please
outline what changes, if any, the Army has made, is making, plans to
make, or is considering in order to:
Improve diversity in leadership positions;
Answer. In 2020, the Secretary of the Army (SA) and the Chief of
Staff of the Army (CSA) announced an effort entitled ``Project
Inclusion.'' Project Inclusion operationalizes the Army People
Strategy: Diversity, Equity and Inclusion by organizing and leveraging
resources across the Army to rapidly advance Assistant Secretary of the
Army for Manpower and Reserve Affairs ASA(M&RA) prioritized efforts.
The ASA(M&RA) signed the Army People Strategy: Diversity, Equity and
Inclusion on September 1, 2020. The Army People Strategy fulfills the
fiscal year 2020 National Defense Authorization Act, Section 529
mandate for the military services to develop a diversity and inclusion
strategic plan by December 20, 2020. The five main goals of the plan
include Leader Commitment, Talent Management, Organizational Structure,
Training and Education, and Equitable and Inclusive Environment.
As this year continues, within the talent management initiates, the
Army Talent Management Task Force (TMTF) has established programs
seeking to address diversity, equity, and inclusion (DEI). Programs
like the Command Assessment Program (CAP) provide the Army ways to
improve opportunities for under-represented populations. The CAP
incorporates active measures to reduce opportunities for bias by
conducting double-blind interviews, conducting anti-bias training with
voting panels, and anonymizing files presented to voting panels.
In addition, the Career Mapping and Succession Planning tool is
currently under design. This tool will interface with the Army Talent
Alignment Process (marketplace) and Soldier Talent Profile to recommend
future assignments using individual knowledge, skills, and behaviors to
indicate where individuals should take military and professional
courses, seek training, pursue a new assignment, or take other career
actions in order to advise individuals on achieving their career goals.
When reversed, the Career Mapping algorithm is used for Succession
Planning, to look at the population identified as best fit for these
positions. The identification of these talent pools early on can be
used to adjust policies and remove obstacles to a talented and diverse
population being considered for key leadership positions at all levels.
Question. Improve diversity retention at all levels;
Answer. In response to the 21 May 2020 SA/CSA Dual Signed memo
addressing diversity in the Army, the ASA(M&RA) directed an Operational
Planning Team (OPT) to develop an Implementation Plan to Expand Diverse
Talent in the Army Officer Corps which will guide the Army to new
accomplishments which strengthen diversity and inclusion in the force.
The operational planning team developed 20 initiatives to meet four
objectives addressing how the Army will acquire, develop, employ, and
retain diversity. It marks an acceleration of new people plans,
programs, and policies aimed at expanding diversity and inclusion in
our Officer Corps, our Warrant Officer Corps, and our Enlisted Corps.
The Implementation Plan to Expand Diverse Talent in the Army Officer
Corps was published on January 7, 2021. ASA(M&RA) has also developed
OPTs to develop plans for our Enlisted, Warrant, and Civilian cohorts,
and the Civilian Implementation Plan was published in January. The
Implementation Plans for Warrant Officers and Enlisted Soldiers are in
development.
As a part of the Implementation Plan for the Officer Corps, the
Army has implemented several initiatives as a part of its efforts to
increase diversity across the ranks. Initiatives include the Urban
Access Program (Aug 2020); a Combat Arms Outreach Pilot Program (Mar
2021); Talent Based Branching at USMA and USACC (2019 & 2020);
Incorporated Diversity and Inclusion education and training into PME
(Apr 2021); started conducting the Department of the Army Career
Engagement Survey (May 2020); Army ROTC Senior Officer Mentor Program
(June 2021); Incentivize Select Sources of Commission Positions (June
2021); and Incorporating Mentorship into the Army PME System (fiscal
year 2021). Some of these initiatives will also positively impact the
recruitment and retention of Army Civilians, Warrant Officers, and
Enlisted Soldiers.
Strengthening Cadet mentoring programs is also an Army focus within
recruiting and retention. The goal of the cadet mentorship programs is
to increase officer accessions and to help cadets make informed
decisions about their future Army careers. Staffing a diverse mix of
Army Officers and Non-Commissioned Officers to serve as faculty and
mentors at United States Military Academy (USMA) and Reserve Officer
Training Corps (ROTC) locations not only increases the visibility of
Army professionals at our sources of commission, but can influence and
enhance the cadets' understanding of various branches. Going forward,
the Army Human Resource Command (HRC) continues to work with ASA(M&RA),
DCS G-1, and the sources of commissions to assign best fit officers to
positively support the strategic outcomes of the Army People Strategy.
Question. Improve trainings, including sexual assault prevention,
with input from women, LGBTQ servicemembers, BIPOC servicemembers, and
sexual assault survivors;
Answer. The Army SHARP Academy, at Fort Leavenworth, Kansas, the
proponent for SHARP training across the Army, is aware of DoD's
research efforts to identify evidence-based practices to address the
need for culturally-competent care for men, women, LGBTQ service
members, BIPOC service members, and sexual assault survivors. Once
those best practices have been identified/codified, the SHARP Academy
will develop curricula needed to enhance training for the Army's Sexual
Assault Response Coordinators (SARC), Victim Advocates (VA), and the
total force. Currently, the SHARP Academy develops curricula with input
from women and BIPOC service members. The curricula instruct Army
advocates on how to care for sexual assault victims and sexual
harassment complainants with dignity, respect and compassion regardless
of their race, gender, orientation, religion or any other identifying
characteristics. The SHARP Academy continues to train SHARP
professionals to respond to all victims and complainants without
judgment or segregated advocacy actions. As DoD releases future
guidance and information pertaining to culturally-competent care, the
Army will rapidly assimilate the information into SARC/VA training
courses and will add additional content to the Army-wide training
support package and SHARP Annual Refresher Training.
Question. Increase availability and accessibility of mental health
support services for servicemembers and their families, including
services tailored specifically toward minority servicemembers.
Answer. The U.S. Army supports the Defense Health Agency's
Behavioral Health Diversity Working Group, which was recently chartered
to support advancements in mental health services for women, LGBTQ, and
ethnic minorities. The working group will offer clinical guidance to
enhance the care provided for minorities. Additionally, since the onset
of the COVID epidemic, virtual mental health has expanded to provide
services within the comfort of patients' homes.
This is particularly important for low-income families, many of
whom are minorities. By eliminating the need to travel to an in-person
appointment, beneficiaries have fewer barriers to seeking care.
Question. Improve outreach to and support for minority
servicemembers facing discrimination from within their units.
Answer. Education, awareness, and bystander intervention are at the
heart of the Army's efforts to combat racism. The Army is working to
improve outreach and support to minority servicemembers facing
discrimination. The Army has developed a ``Your Voice Matters''
campaign, which is a listening session concept designed to develop
atmospherics and determine any local and/or Army-wide diversity and
inclusion policy requirements; demonstrate care and commitment to the
well-being of our military and civilian personnel; and provide an
opportunity for personnel to engage with concerns or questions about
issues that impact their personal and professional lives. It has also
assisted local command teams and the Army Headquarters to better
understand diversity, equity, and inclusion issues currently affecting
the Army and society writ large. As of July 13, 2021, the Army has
conducted 134 sessions with multiple servicemembers at 19 different
locations. Further, the Army is updating Army Regulation (AR) 600-20,
``Army Command Policy,'' to improve the identification and resolution
of discrimination issues through education, awareness, and bystander
intervention efforts. The Army has also updated Equal Opportunity
training to address racial issues and other related issues at all
Professional Military Education (PME) levels, from junior Soldiers to
General Officers.
Question. Improve medical care for transgender servicemembers,
women, and Black parents, particularly for transition care, pregnancy,
and post-partum care;
Answer. Army Medicine proudly serves all servicemembers and their
beneficiaries, regardless of sexual orientation, race, or ethnicity.
Since Executive Order 14004 (``Enabling All Qualified Americans to
Serve Their Country in Uniform'') was signed in January 2021, the
Army's Office of The Surgeon General (OTSG) has been coordinating with
the Department of Defense (DoD) and the Defense Health Agency to
improve care for our transgender Soldiers and our Soldiers with gender
dysphoria, including modifying those policies that have a negative
impact on these Soldiers. DoD recently updated two DoD policies to
ensure that all Soldiers and applicants can serve freely in their self-
identified gender.
Further, as safety is a priority when caring for all Soldiers
through pregnancy and post-partum care, per established clinical
practice guidelines, ensuring specialty referral needs are met is a
part of prenatal and post-partum care. The standard of care is applied
to every servicemember and is tailored to the individual based on risk
factors, including ethnicity.
______
Questions Submitted by Senator Patty Murray
Question. Joint Base Lewis McChord in my home state of Washington
has received recent media attention highlighting the problem of food
insecurity experienced by local military families. Research shows that
as many as one in five military families in Washington state are
experiencing food insecurity. And a recent Army study associates food
insecurity with anxiety, depression, and suicidal thoughts. How is the
Army engaging on the issue of food insecurity and helping those Army
families in need?
Answer. The Army currently takes a multi-pronged approach to food
insecurity among Soldiers and their Families. When the Army discovers
that a Soldier or their immediate family is facing food insecurity, the
Army initially connects the Soldier and family members to Army
Emergency Relief and other community-based resources to address short-
term financial emergencies. Next, the Army looks to provide
individualized services to improve the Soldiers and Family's long-term
financial outlook. These services include Financial Readiness Program
(FRP) counseling for Soldiers and Families, which helps families
develop budgets, manage credit/debt, and identify how to best use their
financial resources. The Army also provides education to all Soldiers
through a standardized mandatory financial readiness curriculum that
includes familiarity with assistance programs, such as the Supplemental
Nutrition Assistance Program (SNAP) or the Family Subsistence
Supplemental Allowance (FSSA). The Army also offers the Employment
Readiness Program (ERP) to aid spouses in seeking employment to further
improve the family's total financial outlook. From a forward-looking
organizational perspective, the Army continues to work with DoD on the
on-going broad-based study of food insecurity among members of the
Armed Forces and their dependents. This study includes an assessment of
the feasibility of a new basic needs allowance, an assessment of the
barriers (if any) to qualification for or access to adequate food
assistance programs of any type, and an assessment of the participation
of servicemembers in the SNAP. This study will better inform the path
forward for the Army on this important issue. Congress is required OSD
to submit a report based on this study by March 31, 2022.
Question. Another issue that demands Army attention is the lack of
affordable housing at Yakima Training Center in central Washington.
There is currently no military housing for families or unaccompanied
personnel at Yakima, and off base, the vacancy rate for apartments and
homes for sale is below 1 percent. The Army's 2020 Housing Market
Analysis for Yakima also showed there's a housing shortfall. Assigned
servicemembers at the Yakima Training Center clearly need more
affordable housing. What is the Army doing to fix this?
Answer. The Army is exploring several options to address the lack
of affordable housing at/near Yakima Training Center. The Army hired a
housing manager at this location to assist Servicemembers and their
families with their housing needs. The new housing manager is working
to establish a Rental Partnership Program (RPP) with local rental
property companies to provide Servicemembers with improved access to
affordable housing. Additionally, the Army--in collaboration with local
and state leaders--continues to evaluate other housing solutions within
the Yakima area.
______
Questions Submitted by Senator Jeanne Shaheen
grenadier sighting system
Question. The Grenadier Sighting System is a critical piece of
technology that provides soldiers with invaluable day and night-time
fighting capabilities for the M320 Grenade Launcher. I understand that
the Army has procured 73,000 M320s, but the system remains without a
nighttime fighting capability. Can you please provide the acquisition
plan for the Army's procurement of the Grenadier Sighting System for
Close Combat Forces and the rest of the Army?
Answer. The current Army Acquisition Objective for the Grenadier
Sighting System (GSS) is 73,024 systems. The GSS is currently planned
to serve as a 1-to-1 component to the M320 Grenade Launcher. The Army
has a Firm Fixed Price Contract with Wilcox Industries to procure the
GSS, and 19,427 of GSS have been procured to date.
______
Questions Submitted by Senator Mitch McConnell
european deterrence initiative
Question. V Corps, including its rotational force in Poland,
provides the United States and our allies with key capabilities to
promote interoperability, counter malign influence, and deter
aggression in Europe. Will proposed budget cuts to the European
Deterrence Initiative diminish Army's capacity to maintain and
strengthen these important capabilities?
Answer. The Army will continue to maintain and strengthen its
deterrence posture in Europe within current resourcing. V Corps serves
as the higher headquarters command for assigned and rotational land
forces in Europe. V Corps' activities are largely funded through the
EDI. This includes exercises, a forward rotational presence, key
infrastructure investments, and prepositioned equipment.
future vertical lift (fvl)
Question. Does Army's budget request for fiscal year 2022 include
the necessary resources to field FVL platforms by 2028?
Answer. The current fielding plan for both the Future Attack
Reconnaissance Aircraft (FARA) and the Future Long-Range Assault
Aircraft (FLRAA) will enable the ``first units equipped'' in fiscal
year 2030. The Army remains committed to long-term affordability of
both FARA and FLRAA. This commitment includes goals and caps on Average
Procurement Unit Cost (APUC) and Operations and Sustainment (O&S)
costs, which serve as the long-term measures of affordability.
At this time, the Army supports continued funding for FVL programs
based on the transformational capability they will bring to the joint
force in multiple theaters.
Question. What role will the 101st Airborne Division and 160th
Special Operations Aviation Regiment have in flying or testing new
vertical lift platforms?
Answer. Soldiers from the 101st Airborne Division and the 160th
Special Operations Aviation Regiment are, and will continue to be, part
of Soldier-centered design efforts to fly and test new vertical lift
platforms. The Army employs a Soldier-centered design in the following
ways: (1) the identification and validation of operational gaps, (2)
the development of requirements, (3) the development and testing of new
operational concepts and doctrine, (4) the development, evaluation, and
modification of prototypes, and (5) the operational test and evaluation
of potential future capabilities. The Army incorporates Soldier
feedback as well as lessons learned. Critical and continuous feedback
from Soldiers--many with significant recent combat experience--plays a
critical role in our efforts to ``drive and fly before we buy.''
Soldiers from across the force, both conventional and special
operations, will continue to participate in Soldier touch points from
the requirements definition phase to the fielding of new capabilities
phase in order to ensure combat overmatch against our adversaries.
Question. What military construction and other facility
improvements are needed to accommodate FVL platforms at Fort Campbell?
If further review is needed to determine these improvements, when do
you expect to conclude those reviews?
Answer. The Army is assessing 19 active and reserve component
aviation installations that are under consideration for the stationing
of Future Vertical Lift (FVL) aircraft, including Fort Campbell,
Kentucky. This assessment includes evaluating all requirements
necessary to train, maintain, and deploy these future aviation
formations based on the projected FVL capabilities. Not only is the
Army evaluating facility requirements, but the assessment team is also
reviewing 17 major areas, including hangar, airfield, airspace, and
training area capacity; live fire range capabilities; and support
facilities. The facilities review alone includes more than 40 sub-areas
to ensure that the existing facilities can support the maintenance and
support requirements for the FVL aircraft. We expect to complete the
compilation of the information by the end of fiscal year 2021 and the
assessment will identify construction and other improvement
requirements for not only Fort Campbell, but for all installations, in
order to inform the fiscal year 24-28 Program Objective Memorandum
(POM) cycle submission.
blue grass army depot (bgad)
Question. Please provide an update on Army's review of potentially
reusing certain equipment for BGAD's conventional operations that have
supported its chemical weapon mission.
Answer. The Army continues to review the potential for reusing
certain equipment from the Blue Grass Army Depot's (BGAD) chemical
weapon demilitarization operation for BGAD's conventional weapons
operations. This review will continue until the chemical weapon
operation is completed.
Question. It is my understanding that some equipment currently
supporting BGAD's chemical demilitarization operations may be
environmentally advantageous for the installation's conventional
mission. How will Army decide which equipment to transition from BGAD's
chemical mission to its conventional operations?
Answer. DoD and Army regulations, legal requirements, safety
considerations, and historical practices will be used to evaluate the
potential of equipment for reuse. The Assembled Chemical Weapons
Alternatives (ACWA) Program can only transfer property that is ``safe
to use'' for additional duties. There is an established process for
property disposition. The type of property determines the process. For
example, buildings and equipment where chemical munitions were present
but where there was no contamination (e.g., container handling
building) fall into the SOME REUSE category. Buildings and equipment
not contaminated and without potential to be contaminated (e.g.,
maintenance building) fall into the MOST OFTEN REUSE category. As part
of the Army's Organic Industrial Base modernization strategy, over the
next 15 years, the Army will ensure Blue Grass Army Depot is capable of
sustaining readiness, is capable of supporting modernization efforts,
and is postured to meet future wartime requirements.
Question. What measures is Army taking to offset potential negative
economic impacts to the local community that may result from the
conclusion of BGAD's chemical demilitarization mission?
Answer. In order to assess the impact to the local community, the
Economic Impact Working Group uses a collaborative and transparent
effort among local governments, Kentucky's congressional delegation,
chambers of commerce, industry, the Department of Defense (DoD), the
Department of the Army, the Kentucky Cabinet for Economic Development,
the Bluegrass Area Development District, and the Bechtel Corporation
(Blue Grass Chemical Agent-Destruction Pilot Plant's (BGCAPP) primary
contractor). As mission completion approaches, the future economic
impacts resulting from the conclusion of BGAD's chemical
demilitarization mission are being closely scrutinized.
To help protect the community against those impacts Army is
proactively coordinating with DoD's Office of Local Defense Community
Cooperation (OLDCC). The Blue Grass Area Development District requested
planning assistance in December 2020 and the OLDCC is considering a
broad economic adjustment planning effort to stabilize the local
economy through the conclusion of BGAD's chemical demilitarization
mission.
fort campbell
Question. Fort Campbell currently has a significant deficit of
tactical equipment maintenance facilities (motor pools), and 12 of the
existing facilities were built during the Korean War. What is Army's
plan to construct additional motor pools that are large enough and
properly equipped to perform maintenance on modern vehicles at Fort
Campbell?
Answer. The current ten-year Army Facility Investment Plan (FIP),
led by U.S. Army Materiel Command, includes building two tactical
equipment maintenance facilities at Fort Campbell to address existing
facility deficits. Additionally, two emerging tactical equipment
maintenance requirements have also been identified and will compete for
Military Construction funding between fiscal year 2023 and fiscal year
2031.
Question. What is Army's plan to renovate Fort Campbell's outdated
1st BCT VOLAR barracks, which were built in the 1970s?
Answer. The current ten-year Army Facility Investment Plan (FIP)
includes Restoration and Modernization (R&M) projects to renovate all
13 1st Brigade Combat Team (BCT) Volunteer Army (VOLAR) barracks. There
are four unaccompanied housing R&M projects programmed in fiscal year
2021 and fiscal year 2022. The funding for the two fiscal year 2021
projects was released on Feb. 4, 2021, and the two fiscal year 2022
projects, based on our fiscal year 2022 budget request, are expected to
be released and awarded no earlier than the second quarter of fiscal
year 2022. The remaining nine 1st BCT VOLAR barracks are slated to be
addressed between fiscal year 2023 and fiscal year 2031.
abilityone program
Question. It was recently announced that Army plans to use
intergovernmental support agreements (IGSAs) instead of the existing
AbilityOne contracts for custodial services at Fort Campbell and Fort
Knox. Does Army policy allow for the use of IGSAs instead of AbilityOne
contracts where cost-savings can be achieved? What is Army's plan for
future participation in the AbilityOne Program, which employs people
who are blind or have significant disabilities to provide custodial,
grounds keeping, food, and other services on Army installations?
Answer. The Army has not made a decision to enter into an IGSAs for
custodial services at either Fort Campbell or Fort Knox. The IGSA
authority (10 U.S.C. 2679(a)(1)) allows the Department of Defense to
enter into an IGSA with a state or local government that can deliver
installation support services more efficiently and at a lower cost.
Neither the law, nor Department of Defense or Army policy, prohibit the
use of an IGSA in lieu of an AbilityOne contract when the Secretary
determines that doing so is in the best interests of the Army by
enhancing mission effectiveness or creating efficiencies or economies
of scale, including by reducing costs. The U.S. Army Installation
Management Command (IMCOM) continues to be one of the largest
supporters of the AbilityOne Program in the United States Army and
Department of Defense. IMCOM's contract portfolio contains 71 contracts
set aside for AbilityOne with a total contract value of $1.7 billion.
According to SourceAmerica data, these IMCOM contracts employ 2,318
Disabled Full Time Equivalent employees. Each proposed IGSA receives a
thorough review for cost savings and overall benefit to the government.
For proposed IGSAs that would displace an incumbent AbilityOne
contractor, IMCOM also reviews the IGSA proposals to determine if there
is a firm commitment from the state or local government hire the
incumbent Ability One contractor's workforce. When otherwise in the
best interests of the Army, the Army will continue to use IGSAs to
obtain installation support services if IMCOM obtains a firm commitment
from the respective state or local government regarding their hiring
plans for incumbent contractor employees, especially those who are
disabled.
______
Questions Submitted by Senator Susan M. Collins
robotic combat vehicle program
Question. With regard to the Army's robotic combat vehicle plans,
how often does Army Futures Command evaluate autonomous ground vehicle
experimentation efforts?
Answer. The Army's autonomous ground vehicle experimentation plan
relies on tabletop exercises, virtual environments, and physical
experimentation. Soldier feedback is critical to determining both
future use cases and vehicle requirements. Major virtual experiments
(where Soldiers control robotic combat vehicles in a simulation
environment) occur approximately every 6 months, while physical
experiments average once every three to 4 months. In addition to
Soldier feedback, multiple technology assessments evaluate the software
that enables the vehicles to operate autonomously. Further, independent
evaluators determine if new software is adequately mature to integrate
into a future Soldier operational experiment. If so, Soldiers then
evaluate the new software in a relevant tactical environment and
provide their comments to developers, who improve the existing software
in accordance with the Soldier feedback and the performance data.
Experiments that have occurred over the past 2 years include, the
Robotic Combat Vehicle (RCV) Soldier Operational Manned-Unmanned
Teaming Experiment that took place at Fort Carson, Colorado, from July-
August 2020. Additionally, RCV surrogates (``Project Origin'')
supported Project Convergence at Yuma Proving Ground from September to
October 2020. These same systems then went to Fort Benning, Georgia for
a three-week Soldier experiment in November 2020. The same Soldiers who
operated the Project Origin platforms at Fort Benning then supported a
live fire at Camp Grayling, Michigan, in April 2021. The next Soldier
operational experiment will occur in September 2021 at the Joint
Readiness Training Center, located at Fort Polk, Louisiana.
Question. How do these evaluations differ, if at all, from existing
program evaluations and review processes resident within the Department
of the Army's acquisition community?
Answer. Robotic Combat Vehicle experimental evaluations follow the
same processes uses in the Army's acquisition and test communities. The
Army enterprise breaks down learning objectives to support data
collection and analysis after each experiment. Results from each
experiment then inform both learning objectives and development
priorities for the next experiment, as well as program planning for
future acquisition programs of record.
Question. In the event separate but concurrent program and
experimentation reviews come to different conclusions, what is the
impact to resourcing decisions for the programs and experimentation
efforts in question?
Answer. Any potential impact to Army resourcing decisions because
of different conclusions from concurrent program and experimentation
reviews will depend on the conclusions themselves and their impact on
cost, schedule, and performance. The RCV program strives to minimize
concurrent platform prototype development until Soldiers evaluate the
platforms and their capabilities in a relevant operating environment.
______
Questions Submitted by Senator Lisa Murkowski
posture review
Question. General McConville, during testimony you mentioned that
the current Posture Review would have you looking at your resources
available and drive your decisionmaking on re-aligning headquarters and
forces in Alaska as you transition them from an administrative
headquarters to an Arctic focused operational headquarters 1a. When is
the current Posture Review expected to be completed, and where is the
Review in the process now?
Answer. The Global Posture Review (GPR) is an Office of the
Secretary of Defense (OSD) process and it is in the final review stages
of review prior to a decision by the Secretary of Defense.
Question. Following the Posture Review, what will be the process
for making these force realignment decisions, and when would we
actually see results of these decisions take effect?
Answer. Following the Posture Review, the Army will use the Total
Army Analysis (TAA) process to inform realignment decisions. Those
decisions are typically announced in the first quarter of the fiscal
year.
arctic overland mobility vehicle
Question. General McConville you also acknowledged during the
hearing you would provide an update on the Cold Weather All-Terrain
Vehicle (``the CAT-V'').
Can you please provide me an update on the Phase II ``Production''
timeline and is there any indication that the fiscal year 2023 target
of equipping units with the CAT-V has slipped?
Answer. At this point, the Army has seen no indication of any
slippage in the current schedule. A Production Award is scheduled for
June 2022 with first production vehicle delivery in August 2023.
Question. If it has slipped, has this been addressed in the fiscal
year 22 budget?
Answer. The Army has seen no indication of any slippage in the
current schedule.
Question. When will these new CAT-Vs be fielded? Will they go to
Alaska-based troops?
Answer. The CATV will begin fielding in fiscal year 2023, with the
first unit equipped expected in the fourth quarter of fiscal year 2023.
The CATV program is on schedule to conduct cold weather testing in
fiscal year 2022 and begin production in fiscal year 2023. As this
vehicle is crucial for the Arctic Soldier and their mission, Alaska-
based troops are expected to be part of the fielding plan.
arctic organization clothing and individual equipment (ocie) for ft
drum, ft carson, and alaska bases
Question. Unique clothing and equipment for the Arctic (mittens,
boots, sleep systems) to ensure soldier safety and readiness for units
assigned to train and deploy to Arctic locations has been identified as
an unfunded requirement in this budget. Congress not funding proper
winter clothing for our Army has been an issue dating back to Valley
Forge and Morristown, and I'd hope we'd have learned that lesson by
this point. The cold weather sustainment items ensure safety and
readiness for soldiers assigned to the Arctic, and as we pivot to
conducting more training and operations in the region I would imagine
they are crucial to our abilities to do so.
General McConville, can you identify concisely the degradation to
readiness if we are unable to outfit all our soldiers assigned to train
and deploy in the arctic environments in this budget cycle?
Answer. The Army equips and trains to fight under any environmental
condition. Arctic conditions are challenging, but commanders are
responsible for ensuring readiness for the conditions of the
operational environment when deployed. This includes assessing the
risks associated with an Arctic environment and taking actions to
mitigate the risk of injuries or accidents due to cold weather while
still accomplishing the assigned mission. These actions include
training on how to use cold weather clothing and equipment properly, as
well as preventing and treating cold weather injuries. The current Army
procurement strategy is to equip select active duty and National Guard
units that are specially trained to operate in Arctic environments,
with improved cold weather equipment. Approximately 3 percent of our
total Army (all components) is outfitted today to operate in Extreme
Cold Weather (ECW) or Arctic regions of the world. The Army has issued
guidance to improve upon the ability to operate in Arctic conditions,
while assessing the risk across all other requirements within the
equipping enterprise of the Army. I expect that this new guidance will
be addressed in Program Objective Memorandum, fiscal year 2024-2028.
Question. Is there legacy equipment that would or could be used, or
is this a ``show stopper'' for various exercises and operations you
have planned either internally or with partners and allies?
Answer. Currently available clothing and equipment allows Soldiers
to conduct all necessary exercises and operations. All Soldiers have
components of the Extended Cold Weather Clothing System (ECWCS). This
system allows Soldiers to use layers to provide adequate protection
from temperate to arctic weather conditions. All Soldiers have elements
of the ECWCS that allow them to operate from temperate to cold weather
conditions.
Additionally, 40,000 Soldiers have the components of the ECWCS
that allow them to operate in extreme cold weather, including climate
zones 6 (extreme cold weather) and 7 (Arctic weather). These ECWCS
components comprising Layer 6 and Layer 7, include insulated gloves,
trigger finger mittens, insulated mittens, cold weather boots, CW/ECW
socks, boot gaiter, and a balaclava. Deliveries are expected that will
outfit an additional 50,000 Soldiers for next winter.
SUBCOMMITTEE RECESS
Senator Tester. The Defense subcommittee will reconvene on
Thursday, June 24, at 10 a.m. to hear from the Navy and Marine
Corps leadership on fiscal year 2022 Department of Navy budget
request. With that, this subcommittee stands in recess. Thanks,
guys.
[Whereupon, at 11:09 a.m., Tuesday, June 22, the
subcommittee was recessed, to reconvene at 10 a.m., Thursday,
June 24.]