In Times of Change, Army Values Remain Strong...... 630,000 active, reserve and civilian employees over a relatively short period of time resulted in cuts in the training base and elsewhere that forced the consolidation and shifting of many administrative duties to unit leaders. Similarly, borrowed military manpower to offset cuts in the civilian workforce took soldiers and leaders away from many of our units. Increased deployments also add to soldier, leader, and family stress. Since the end of the Cold War, the number of deployments have increased by 300 percent. During FY97, an average of more than 31,000 Active, Guard, and Reserve soldiers were deployed to more than 70 countries on any given day, with the average deployment lasting 125 days. At one time, the Army had more than 49,000 soldiers deployed. At another time, soldiers were deployed to 100 countries. The requirements of frequent deployments, training, and schools add significantly to the stress and pressures of change, and place additional demands on leaders' and soldiers' time. Reductions in soldier strength and increased deployments affect soldiers and families in other ways. As military communities consolidate ser vices, medical support has become less robust, and many families find themselves driving farther for day care and other essential services. In Europe, fewer teachers are available to support the education of soldiers' children. These and other concerns all have a measurable effect on our soldiers, their families, and ultimately unit readiness. The human dimension of change has posed extraordinary challenges for the Army in the area of human relations. Following allegations of sexual harassment and abuse at our training centers, the Secretary of the Army's Senior Review Panel on Sexual Harassment conducted a comprehensive investigation of sexual harassment and abuse in the Army. The panel found an erosion of basic trust between the leader and the led in many instances. In cases where blatant sexual misconduct or harassment were evident, the panel also found inadequate leadership. Trust and confidence between those of different sexes, nationalities, religions, races, components, and ranks is the glue that holds our Total Army team together. Every member of the Total Army has the right to be treated with respect and dignity, and the Army has the commitment, resolve, and responsibility to ensure that right. Army Posture Statement FY99 Human Relations Initiatives The Army has undertaken several initiatives to maintain an environment that reflects our values and strengthens trust and confidence among all members of the Total Army team. Many human relations initiatives are a result of Character Development XXI. Other initiatives resulted from Army responses to allegations of sexual misconduct in training centers and to the subsequent investigations and recommendations. The Army did not wait for release of reports from the Army Inspector General or the Secretary of the Army's Senior Review Panel on Sexual Mutual trust and respect among all soldiers is essential to an Army that trains, lives, deploys and fights as one team. Harassment to implement many of the measures aimed at reducing sexual harassment and misconduct. In the training base, new procedures for selecting and training drill sergeants were introduced, to include psychological screening for drill sergeant candidates and increased human relations training at drill sergeant schools. Lieutenants were added to training units to offset personnel shortages in the training base and provide more time for drill sergeants to lead, develop, and supervise soldiers. The Army increased Chaplain authorizations in training units as well. To better instill Army values into our new soldiers and improve the soldierization process, initial entry training will be increased in length by a week. Army initiatives continue with a revised Equal Opportunity Advisor program that better represents the demographics of the Army and enhances the status of these positions. Publications, including a revised field manual on military leadership, emphasizing values and stressing the importance of concerned, committed leadership; wallet-sized cards on values; pocket-sized unit climate assessment surveys; and a booklet framing the issue of human relations and change in a values-based Army provide soldiers and leaders with ready references and materials on these subjects. Commanders will soon have a revised human relations regulation that will assist them in better identifying potential human relations problems. These initiatives and programs, in addition to many others, underscore the Army's total commitment to overcome challenges in the human relations arena and provide every soldier and civilian with equal opportunity to be all that they can be. By imparting and reinforcing our time honored values, and by developing and empowering our leaders to deal with these challenges, the Total Army will be strengthened. http://www.army.mil Conclusion America's Army-Active, Army National Guard, and U.S. Army Reserve soldiers; and Department of the Army Civilians-is a total team, a team that provides the Nation with the capability for full spectrum operations. Securing peace and stability requires long-term commitment—a role the Army is uniquely structured to fulfill as our Nation's force of decision. Soldiers on the ground are America's most visible and resolute sign of deterrence and reassurance. Physically and culturally changed from its Cold War past, the Army more than ever requires a total team effort with full, unfettered participation by all components and by all team members. Integration of our reserve and active forces, and trust and confidence among all members are essential to the success of the team. Army Posture Statement FY99 Chapter 2. One Fight A Member of the Joint Team America's Total Army plays a key role in joint operations. Changed to meet the Nation's needs in the post-Cold War world, the Army has transitioned from a threatbased, forward positioned force to a capabilities-based, strategically positioned, power projection and threats-adaptive force stationed primarily in the continental United States. The Army relies on a number of power projection enablers, such as sealift and airlift, to deploy its forces rapidly. Most peacetime engagement operations rely on interaction with foreign military forces and populations, and a key part of peacetime deterrence involves the forward Stationing and forward presence of forces. The Army is uniquely structured to contribute significantly to these essential parts of our National Military Strategy. The Army also plays a vital role in responding to crises across the full spectrum of operations at home and abroad. All three pillars of our National Military Strategy shape the international environment, respond to crises, and prepare now for an uncertain future work in concert with each other to support the National Security Startegy. The Army's successful shaping activities reduce the probability of having to respond. Similarly, the Army's ability to quickly respond helps to shape the actions of potential adversaries. Preparing now for the future described in the next chapter also helps to shape the geostrategic environment and will impact on the Army's ability to respond to crises in the future. Supporting Our National Military Strategy Our National Military Strategy requires flexible power projection forces. Capable of rapidly deploying to any area of the world and generating decisive force across the full range of military operations, America's Army provides essential versatility to the Joint Team. A Capabilities-Based Force in a While no hostile superpower confronts America in today's world, many threats to our national security remain. Regional conflicts throughout the world are ever-present, especially with the absence of Cold War superpower involvement and constraints. Asymmetric threats, such as weapons of mass destruc tion (WMD) and cyber-terrorism; transnational threats, including drug trafficking and terrorism; and unpredictable "wild card" threats, such as the unexpected loss of key allies or the emergence of new technologies that can be used to challenge our interests, also remain a constant concern. No longer trained, arrayed, and focused to defeat a superpower-backed coalition, America's Army is a capabilities-based force, a force with the diverse capabilities needed to http://www.army.mil accomplish a wide range of missions in the more complex post-Cold War world. The Total Army draws on its full spectrum capabilities to provide the Joint Team with the fundamental competency of prompt and sustained operations on land, and to provide the National Command Authorities with a complete range of options as it seeks to shape the international environment, respond to crises, and prepare now for an uncertain future. A Power Projection Force America's Army is no longer a Cold War force containing Communism, but a 21" century strategically positioned, power projection Army. In a post Desert Storm congressionally mandated study to determine the requirements for a military strategy that relies primarily on CONUS-based contingency forces, DoD conducted a Mobility Requirements Study (MRS). Revalidated in the subsequent Bottom Up Review (BUR) and the most recent Quadrennial Defense Review (QDR), the MRS correctly concluded that the military could best increase its deployability through investment in prepositioned material, airlift, sealift, and deployment infrastructure. The Army must be able to deploy three divisions (one light, air assault, or airborne division by air, and two heavy divisions by sea) within 30 days after notification (C+30). Two more divisions, plus Corps and Theater combat support (CS) and combat service support (CSS) Army Posture Statement FY99 must arrive in theater by C+75. A key enabler in meeting these critical timelines is Army Prepositioned Stocks. Army Prepositioned Stocks (APS) afford immediately available essential combat and CS/CSS unit equipment and supplies, both afloat and on land, for the conduct of sustained operations in distant locations. Seven heavy brigade equipment sets form the centerpiece of the program. Three brigade sets are located in Europe, two in Southwest Asia, one afloat, and one in Korea. By FY01 the Army will also have a division base set of equipment in Southwest Asia, providing additional critical combat capabilities. The Army's prepositioned stocks also include operational projects and sustainment supplies. Operational projects are tailored sets of equipment and supplies for specific missions, such as base camps, pipeline operations, mortuary affairs, and hot and cold weather clothing. Sustainment supplies will allow our power-projection forces to operate 30-45 days in theater, prior to resupply from CONUS. APS provides a highly flexible capability, positioned to support joint warfighting needs in each CINC's area of operations. The Army has successfully employed APS in a number of contingency operations and training exercises, and continues to realign and upgrade this vital enabler of our power projection capability. |