,, I October 20 I 0 American Soldiers are our most important customers. Our men and women in uniform are at the center of all that we accomplish and are the focus of all our plans. We are a 43,000 member workforce that is dedicated to meeting the needs of Soldiers around the clock and around the world. We are an organization comprised of I I Program Executive Offices, two Joint Program Executive Offices, seven Deputy Assistant Secretaries, one Deputy for Acquisition and Systems Management and three Direct Reporting Units in 13 locations nationwide, including several major subordinate commands of the U.S. Army Materiel Command. The Army Acquisition, Logistics and Technology community is charged to perform a vital mission to provide our Soldiers a decisive advantage in any mission by developing, acquiring, fielding and sustaining the world's best equipment and services and leveraging technologies and capabilities to meet current and future Army needs, We make Soldiers strong by providing them with leading-edge technologies and advanced capabilities to dominate in our current operations across the battlespace while simultaneously preparing to respond decisively to future threats. In providing our Soldiers with world-class capabilities, we remain ever mindful that our most important asset is our people. Our skilled and dedicated professionals execute diverse responsibilities on a daily basis to enable the disciplined management of an extensive acquisition portfolio that ranges from Soldier Modernization to CombatVehicle Modernization and from the Network to Engineer Mobility and from Intelligence, Surveillance and Reconnaissance to Precision Fires. These responsibilities include Science and Technology as well as research and development; program management; contracting; systems engineering; procurement policy; logistics policy; chemical weapons destruction and demilitarization; defense exports and international cooperation; and several other areas. Every day America's Soldiers put mission, unit and country first. They serve with distinction in Afghanistan and Iraq; in the Balkans, in Kuwait, in the Sinai, in Korea-in 80 countries worldwide. They face threats that constantly evolve and change-quite literally overnight-and their skill and courage in meeting these challenges makes us very proud. As you read this publication and learn more about the Acquisition, Logistics and Technology community, you will understand that our top priority is to ensure America's Soldiers are the decisive edge. We will not let them down. - Malcolm R. O'Neill Assistant Secretary of the Army (Acquisition, Logistics and Technology) DESIGN·DEVELOP·DELIVER·DOMINATE ·~~~~~~~~~~~~~~~~~~~~~~ We Make Soldiers Slrong r I I ASA(ALT) CONTENTS Letter from the Assistant Secretary of the Army for Acquisit ion, Logistics and Technology (ASA(ALT)) ASA(ALT) Leadership Philosophy and Strategic Context 4 ASA(ALT) Credo 7 ASA(ALT) Overview 8 Deputy for Acquisition and Systems Management 20 DASA for Acquisition Policy and Logistics 22 DASA for Defense Exports and Cooperation 24 DASA for Elimination of Chemical Weapons 26 DASA for Plans, Programs and Resources 28 DASA for Procurement 30 DASA for Research and Technology 32 DASA for Strategic Communication and Business Transformation 34 JPEO Chemical and Biological Defense 36 JPEO Joint Tactical Radio System 40 CONTENTS PEO Ammunition PEO Aviation PEO Combat Support and Combat Service Support PEO Command , Control and Communications-Tactical PEO Enterprise Information Systems PEO Ground Combat Systems PEO Integration PEO Intelligence, Electronic Warfare and Sensors PEO Missiles and Space PEO Simulation, Training and Instrumentation PEO Soldier U.S . Army Acquisition Support Center U.S . Army Chemical Materials Agency U.S. Army Medical Research and Materiel Command 44 48 52 56 60 64 68 72 76 80 84 88 92 96 ASAiALT) https://www.alt.army.mil ASA(ALT) Leadership Philosophy ASA(ALT) is committed to ensure SOLDIE AP THE DECISIVE EDGE by fielding the best equipment and services, enabled by technology, to the Warfighters serving our Nation. By squarely placing the needs of the Soldier first, our leadership philosophy is grounded in the belief that the Army must ensure production of the highest-quality capabilities and deliver them in an efficient and timely manner. This philosophy also aims to promote partnerships with industry and academia, transparency, continued acquisition reform and high standards for the Army's Acquisition Workforce. ASA(ALT) is committed to serving its Army, Joint and International Partners and the American public by ensuring responsible and effective management of taxpayer dollars. Leveraging technological innovation through these partnerships is a key element of this leadership philosophy. Strategic Context The Amer~can Sold1er 1s our pr1or1 y and most preciou re ou We face a global security environment characterized by persistent conflict against enemies determined to disrupt the Soldiers' mission. We must do everything we can to provide the best equipment to deliver Soldiers to the battlefield for fire and maneuver, to communicate, engage, disengage and continue to operate with confidence in force protection. We want our Soldiers to return from every operation and engagement. The Army's approach to modernization must help to counter rapidly emerging threats that change the nature of battlefield operations, and capture lessons learned from a range of scenarios including close combat and improvised explosive devices (lED). We must sustain, improve or divest current systems based on operational value, capabilities shortfalls and resources available ... decisions are part of our Modernization Strategy that will influence the development and fielding of new systems. Decentralized operations are required within the context of Mission Command. The complex and uncertain strategic environment dictates the need for capabilities and weapon systems that provide the essential qualities of adaptability and versatility. This is important for Soldiers to operate in current and future contingencies across the spectrum of conflict. Lessons learned from the current operating environment and a capability-based assessment highlight that some current capabilities do not adequately counter the current threats and lack capabilities to adequately meet operational requirements of future Warfighting concepts and threats. Acquisition Focus The realities of this strategic context require the acquisition community to frame its response to the evolving needs of Soldiers and effectively transform Army acquisition-in conjunction with our key stakeholders. We must enable our community to respond to Soldiers' needs . We must focus our efforts in three major areas: In the broadest context, we must assess and adjust at legal, statutory and regulatory levels. Alongside the guiding tenets of our business, we must be willing to challenge the status quo, change our basic rules of engagement and be able to "tell the emperor he has no clothes" if needed. Within our acquisition community, we must analyze how we are aligned and maximize our relationships with industry, the media and other key stakeholders. Part of this includes our growing partnership with U.S. Army Materiel Command and focus on the Materiel Enterprise (ME) and Commodity Teams. Placing our focus internally, we must maintain oversight, traceability, stewardship, accountability and transparency. 6 ,, ASA(ALT) Mission Provide our Soldiers a decisive advantage in any mission by developing, acquiring, fielding and sustaining the world's best equipment and services and leveraging technologies and capabilities to meet current and future Army needs. ASA(ALT) Vision A highly innovative organization of ded icated professionals transforming the Army with integrated Acquisiti o n, Logistics and Technology (AL&T) capabilities to provide Soldiers a decisive advantage and win our Nation's wars! ASA(ALT) strives to meet the needs of Soldiers by providing the highest-quality capabilities and equipment at the right place and at the right time. & 7 ASA(ALT) Credo Our firs responsibility is to the Sold1er who protec s and preserves our Nation We strive to meet the needs of the Soldier at war while innovating to respond to the rapidly evolving threat environment. In meeting the needs of Soldiers, who are deployed by combatant commanders to put their boots on the ground, we ensure the production of the highest-quality capabilities-to provide the right product, at the right place and at the right time. As the single decision authority on all matters regarding acquisition, we ensure that America's Army is equipped for the 21st century. Our second responsibility is to the Acquisition Workforce, the men and women who work daily to ensure quality products for the Soldier. We must ensure the readiness and sustainment of a professional development of this workforce. We must ensure that ind ividual skill sets are matched with relevant work requirements. We must promote an environment of open communications, in which our workforce can excel in their vital roles to equip and sustain the world's premier fighting force. Our n xt r pons1b1 ty s o u P r e , which include Army,Joint, lndustry,lnternational and Academia, as well as Congress and, very importantly, the American people. We work with our partners to develop, acquire, deliver and sustain weapon systems and capabilities for Soldiers. We must collaborate effectively to ensure our Soldiers are rapidly equipped with the products they need. We must work closely with our partners to continually improve the quality of interoperability ofArmy capabilities. Our responsibility is to the An r1 Pubhc We must be good stewards of taxpayer dollars and work continuously to achieve the highest levels of effectiveness and efficiency in our business processes. We must communicate effectively to those who represent the public to ensure they understand the impact that ASA(ALT) and the Acquisition Enterprise have on their constituents. We must remain connected to the people we serve and the communities we depend upon for support. In summary, our Credo is guided by a set of common beliefs: We will ensure SOLDIERS ARE THE DECISIVE EDGE through innovative acquisition processes • focused to DESIGN, DEVELOP and DELIVER capabilities to enable our Soldiers to DOMINATE in an era of persistent conflict-and we shall SUSTAIN those Soldiers, systems and support personnel throughout the duration of these operations. We will SUPPORT THE WARFIGHTER, while striving to ACHIEVE ACQUISITION EXCELLENCE. • • We PROVIDE SOLDIERS WITH THE DECISIVE EDGE, while MODERNIZING SYSTEMS AND PLATFORMS TO MEET CURRENT AND FUTURE OPERATIONAL REQUIREMENTS. ASA( ALT)https://www.alt.army.m iI 8 ASA(ALT) Overview D c S TH[ E I I E [. ASA(ALT) develops, acquires, delivers and sustains thecapabilities and equipment needed to provide Warfighters with the decisive edge in battle. This is achieved by combining and leveraging the four Ds: DESIGN, DEVELOP, DELIVER, DOMINATE-principles whichinform the Army's commitment to Soldiers. Soldiers...Warfighters...are at the heart of everything we do. The Army is over one million strong men andwomen, Active and Reserve--steeled by more than nine years of war; there is now a generation of battlehardened Soldiers not seen in more than 30 years. They are strengthened by their sacrifices and resolved to defeat the enemies of our Nation. They will continue to face a dangerous and uncertain operationalenvironment for the foreseeable future. The nearly 43 ,000 civilian and military members of our Army Acquisition Workforce are located in ourProgram Executive Offices (PEOs), in various commands and in other organizations across the Army.During 20 I 0, this workforce managed 36 percent of every Federal dollar spent on contracts. Every dayour professionals make a direct impact on products and services we procure for Soldiers. The objectives of our personnel strategy are to: rebalance the acquisition total force; grow thegovernment Acquisition Workforce IS percent by 20 IS; improveacquisition capabilities and capacities; improve defense acquisitionoversight; close workforce gaps; strategically reshape acquisitiontraining; and target incentives appropriately. In addition, we are accelerating our work to institutionalize Contingency Contracting as a core competency to better provide the Army-wide program management and logistics skills needed in expeditionary operations. Our commitment to our people underwrites and creates the foundation for our success. We cannot achieve any of these objectives without developing and caring for our dedicated and professional ACQUISITION WORKFORCE. The complex and uncertain strategic environment dictates the need for capabilities and weapons that provide essential qualities of adaptability and versatility to operate in current and future contingencies. ~ 9 ASA(ALT) Identity-Who We Are WE ARE ... members of a dedicated and professional DOD Acquisition Workforce ... WE ARE ... more than 43,000 civilian and military acquisition professionals and staff... Dedicated to providing essential equipment and materiel support to the Soldier when and where needed; Committed to principles of fiscal stewardship, ethical behavior, moral courage and acquisition and procurement integrity; Embracing the Army Ethos; and, Educated to meet mission requirements: 94 percent ofArmy Acquisition Corps Officers have advanced degrees. WE ARE ... an mdependent, fully accountable and transparent acquisition community... Organized by I I PEOs, two Joint PEOs and three Direct Reporting Units (DRUs) throughout the United States; Responsible and accountable to Article 2, Section 2, Presidentially appointed and Senate-confirmed civilian leadership; Responsible for over 650 acquisition programs; and, Responsible for a budget that exceeded $40 billion in FYI 0. WE ARE ... an expeditionary workforce capable of deploying anywhere, anytime... More than 4,000 civilian personnel deployed in support of global military operations; and, Able to perform the full range of acquisition and procurement activities in support of the Soldier and combatant commander. WE ARE ... a self-aware and outcome-oriented Army acquisition enterprise ... Committed to continuous self-assessment and improvement; and, Dedicated to the principles ofArmy Transformation at all levels of the Enterprise. WE ARE •.. an innovative and dedicated science and technology (S&T) community... Responsible for pursuing unprecedented technological capabilities with direction and authority over the entirety of the Army's research and technology program; Spanning 21 laboratories and research , development and engineering centers across five Army Commands, Army Service Component Commands and DRUs in 14 states; https://www.alt.army.mil ASA(ALT) More than 17,500 scientists, engineers and laboratory workers and a six-year budget of roughly $1 I billion; Overseeing Army-sponsored university investments at four major University Affi liated Research Centers (UARCs) (located at the Universities ofTexas, California-Santa Barbara, Southern California and the Massachusetts Institute ofTechnology); six Centers for Enduring Needs (located at Arizona State University, Stanford, Penn State, Georgia Tech and the Universities of Michigan and Delaware) ; and many academic partners at Historically Black Colleges and Univers ities/Minority Institutions and other centers of higher learning across the country; and, Identifying and funding Nobel Laureates whose discoveries have led to superconductors, smart munitions and advances in target designation and illumination. At present, six Army-sponsored Nobel Prize winners are working on Army relevant technologies in several key areas including nanoelectronics and high-performance information processing. WE ARE ... a community dedicated to the elimination of the stockpile of chemical agents in accordance with the Chemical Weapons Convention ... • As of mid-August 20 I 0, 78 percent of the stockpile has been destroyed ; • We have six chemical demilitarization sites throughout the United States, two of which are the responsibility of the Office of the Secretary of Defense. Three sites have completed operations: Johnston Atoll Chemical Agent Disposal System, Newport Chemical Agent Disposal Facility in Indiana and Aberdeen Chemical Agent Disposal Facility in Maryland; Operations continue atTooele Chemical Agent Disposal Facility in Utah, Anniston Chemical Agent Disposal Facility in Alabama, Umatilla Chemical Agent D isposal Facility in Oregon and Pine Bluff Chemical Agent Disposal Facility in Arkansas; The Pine Bluff Facility is expected to complete elimination of its chemical agent stockpile and begin closure operations in the coming year; Construction operations are ongoing at Pueblo Chemical Agent-Destruction Pilot Plant in Colorado and Blue Grass Chemical Agent-Destruction Pilot Plant in Kentucky; and, • We remain committed to the safety of our workforce, the public and the environment. WE ARE ... a community dedicated to mitigating the chemical, biological, radiological and nuclear threat to DOD and our Nation... Providing all Services and civilian first responders chemical, biological and radiological defense equipment and medical products; Developing and fielding cutting-edge multi-use chemical, biological and radiological defense capabilities and medical products for homeland defense and combat operations, to include installation protection at home and abroad; and, Committed to developing the capability to rapidly provide vaccines and therapeutics to emerging biological threats, to include infectious diseases. WE ARE ... a community dedicated to international security cooperation... Responsible for exports, technology transfer, armaments cooperation, and for equipping and training our International Partners; • Overseeing all matters involving security assistance, export policies, oversight of direct commercial sales of Army defense articles and international cooperative research, development and acquisition; • With programs that exceed $24 billion in sales and $300 million in U.S. and foreign financial contributions to cooperative research and development efforts in more than 140 countries; and, • Supporting our foreign partners by building partnership capacity, building interoperability and building relationships to meet strategic objectives; ASA(ALT) Strategic Priorities ASA(ALT) has established a set of key strategic priorities, both organizationally and with respect to the materiel and services that our community proudly provides to the American Soldier and Warfighter. These priorities encompass and focus our dedication to our mission; capture and emphasize the collaboration across organizational and command boundaries to meet Soldiers' needs; and guide our ability to achieve our vision. These strategic priorities provide an enduring bond across our diverse community, unifying our energy and ensuring that we maintain clear purpose in our service to the Nation . Deliver materiel and services to provide the core capabilities to guarantee SOLDIERS ARE THE DECISIVE EDGE. The Army's ability to accomplish core requirements are established in our National Security Strategy, National Defense Strategy, National Military Strategy and Army Strategy and Campaign Plan-we provide our Soldiers with the best equipment, materiel, services and support that the Nation can enable. We embody this goal through innovative acquisition business practices, through comprehensive efforts to collaborate with our key internal and external stakeholders and through an extensive practice of selfassessment to continuously improve our capabilities as anAL& T Workforce. We continue to develop the ME as an effective body to resolve operational and programmatic issues affecting the entire community. We are seeking efficiencies in all aspects of our business practices, cultivating a professional, world-class workforce and are complying fully with the statutory and regulatory guidelines which create t he strategic context of our mission and responsibilities. We must continue to fully leverage the skills and capabilities of our exemplary professional wo rkforce, and continue to enhance those capabilities through collaboration with our key stakeholders in Congress, Joint and International Partnerships, within the media and academia and with the American People. Improve Force Protection and Soldier Survivability We design and develop the best for our Soldiers; they are our priority and most precious asset. ASA(ALT) is currently developing a host of cutting-edge technologies to include lighter-weight armor composites which will be spun out to the force as they become available. The Army Research Laboratory is currently experimenting with combinations of fibers , polymers and other materials which provide protection equal to traditional steel at a lighter-weight to better enable tactical and combat vehicles to deploy and move more easily with the best armor protection available. ASA(ALT) is experimenting with lighter-weight Soldier materials and gear such as lithium ion batteries and body armor designed to improve Soldiers' ability to maneuver while in hostile environments. These experiments include testing lighter-weight .SO caliber machine guns and rifles . The Army continues to push the boundaries of scientific and technological innovation to discover and deploy the best counter-lED systems available. These capabilities span a range of technologies to include Mine Resistant Ambush Protected vehicles, counter-lED jammers and aerial reconnaissance units such as Task Force ODIN -Observe, Detect, Identify and Neutralize. ODIN consists of C-12 aircraft working in tandem with unmanned aerial systems to find and destroy lED emplacers and the terror networks which support them. Lead Army Acquisition Transformation We are transforming Army acquisition to ensure our Soldiers are equipped with the best product, at the right time, for the right price. ASA(ALT) is deeply immersed in efforts to continuously transform the acquisition process by examining its processes with the goal of gaining efficiencies. For instance, at the request of the Secretary of the Army, ASA(ALT) has launched a 120-day study-an Army Acquisition Review aimed at assessing the strengths and weaknesses implicitly woven into the acquisition processes with a mind to furthering transformation. The idea of the study is to take a holistic look at the many nuances of acquisition management to include policy, funding, requirements, major programs and synchronization with the Army Force Generation (ARFORGEN) process. ASA(ALT) has continued to implement provisions of the 2009 Weapon Systems Acquisition Reform Act which, among other things, calls for responsible financial stewardship and key specific steps such as increasing testing and prototyping earlier in the developmental cycle as a way to reduce costs and risks. The ultimate goal of acquisition reform is for ASA(ALT) to work with our industry and academic partners to more efficiently develop and deliver capabilities needed by the Soldier. A key aspect of this is an effort to identify and addresses inefficiencies discovered in the acquisition process. The rationale for this effort is grounded in the idea of accomplishing more acquisition objectives without necessarily receiving more financial resources.ASA(ALT) seeks to continuously improve its capacity to Design, Develop, Deliver, Dominate-and Sustain. We must do more without more. With this in mind, focusing on acquisition reform means we must also keep pace with the fast-changing nature of the battlefield and account for unexpected contingencies. We are continuing to improve how we manage system-of-systems across their entire life cycle-to better understand, anticipate and respond to emerging requirements for warfighting capabilities, and we are actively addressing successful rapid acquisition methods for adoption as core business processes. Part of this transformation process hinges upon the results of the Army's Capabilities Portfolio Reviews (CPRs) which have taken up a detailed examination of groups of technologies and systems from a portfolio perspective-with a mind to looking at how they relate to one another. A key emphasis of the CPRs is to identify areas where efficiency can be increased and redundancies eliminated. The reviews are grounded in the reality that the Defense budget will not increase at the levels it has increased in recent years, therefore ushering in a more constrained budget environment anticipated in coming years. The CPRs include aviation; network and radios; precision fires; air and missile defense; tactical wheeled vehicles; Soldier; engineer mobility; combat vehicle modernization; and intelligence , surveillance and reconnaissance. Also, ASA(ALT) is implementing an incremental approach to acquisition by acquiring mature technologies in increments over a period of time to reduce risk. This incremental ASA(ALT) will continue to push the enve lope of technol ogical possibility to develop, acquire, deliver and sustain mature systems approach provides an acceptable level of improved able to give Soldiers a decisive edge on the battlefield. operational capability against validated requirements. We will explore methods to ensure more flexibility is built into requirements statements and discipline is maintained against requirements creep. It is critical that we sharpen our ability to affect integrated, responsive and economically viable requirements development. For example: The Materiel Development Decision offers a very early high-level review of any potential materiel solutions. This review affords the senior leadership an opportunity to evaluate the requirement, assess the technology associated with the material solution and enable an informed decision whether to proceed and where in the acquisition life cycle the program should enter. Materiel Acquisition, Logistics and Technology (MALT) Reviews involve an effort to look at how technologies and weapon systems are developing with respect to the entire life cycle of the equipment-involving new procurement, reset, recap and sustai nment of existing systems. The Preliminary Design Review allows senior leadership to make a more informed decision whether to allow the acquisition program to continue on to the next life-cycle phase, terminate or to identify actions that must be completed before moving on . Configuration Steering Boards provide senior leadership with a periodic review of the acquisition program. Such a review can result in modifying the requirement , adjusting the funding and many other potential solutions to correct the course of that program. Synchronizing Acquisition with ARFORGEN. ASA(ALT) must align its acquisition practices with ongoing efforts to modularize the force through the ARFORGEN process. This means that an equipping and development strategy needs to be aligned with the way units are constructed; the ARFORGEN model continues to dismantle the Cold War division structure and instead align forces according to Brigade Combat Teams which are composed as they are intended to be deployed. The idea is to build more versatile, more expeditionary and reactive forces able to meet the fast-changing demands and challenges of an asymmetrical, conventional or hybrid battlefield. Programs' acquisition strategies will take these nuances into account and seek to develop and deliver the capabilities required by our Soldiers. With this in mind, acquisition processes will focus on delivering technology rapidly when needed to accommodate time-sensitive demands and also retain and adjust emphasis on standard developmental procedures wh ich may or may not meet operational requirements. At the same time, we are complying fully with ethical standards of conduct and the laws that create the context for our responsibilities, relationships and fiscal and environmental stewardship requirements. We must further embrace the interdependencies of systems and platforms-both under development and in sustainment-to fully understand and articulate the resource, scheduling and operational impacts of program adjustments. We are establishing the mechanisms to coordinate across programs, through time, by formation, and to link the entire plan to the ARFORGEN and planning, programming and budgeting processes. We must also continue to build the capability and capacity to manage systems of systems across their entire life cycle . Likewise, we must improve our ability to work with the U.S. Army Training and Doctrine Command (TRADOC), other Army entities and combatant commanders-to fully understand and anticipate emerging requirements for warfighter capabilities-through refinement, development and production processes, and throughout the operational lifespan of systems. Enabling Army Modernization We enable Army modernization so our Soldiers complete the mission today and tomorrow. ASA(ALT) will continue to push the envelope of technological possibility to develop, acquire, deliver and sustain mature systems able to give Soldiers a decisive edge in the fight. Working with the G-8, TRADOC and all our PEOs, ASA(ALT) must strive to develop the best new capabilities for Soldiers such as networking technologies, lightweight armor and Soldier gear, new vehicles and the state of the art in counter-lED technology ...and much more. Modernizing for the future means ASA(ALT) will continue to strengthen its focus on a system-of-systems approach which recognizes the interdependent nature of technologies in development. For instance, the robots , unmanned aerial vehicles and sensors which comprise much of the Early Infantry Brigade Combat Team (EIBCT) technologies depend on the robustness and functionality of the battlefield network. The technologies and systems are being developed in tandem with one another; a sensor feed needs a network to travel through for Soldiers to gain the benefit of accessing real-time, battle-relevant information across the force at the battalion level , above and below. The network uses high-bandwidth waveforms to move more information faster and more efficiently across the force in real-time--marking a substantial technological leap beyond the capabilities on today's battlefields. These EIBCT technologies-and the network-are slated to deploy with units in 20 I I. Enhance Army Science & Technology We push the boundaries ofscience and develop advanced technologies to give our Soldier the decisive edge. Modernizing for the future means thatASA(ALT) will continue to leverage lessons learned in battle as a way to support the full range of the Army's equipping initiatives. This means that we will remain at the forefront of scientific and technological discovery so that our Soldiers receive the best gear and remain in front of increasingly adaptive adversaries. ASA(ALT) will continue to make the acquisition process amenable to technological innovation so that our most precious resource--our Soldiers-receive what they need to prevail. This requires continued efforts to harness strong relationships with industry, academia and our S&T community in order to capitalize on cutting-edge advancements. Just as the Army applies the doctrine , organization, training, materiel, leadership and education, personnel and facilities construct to develop and adapt its operational capabilities, we apply this same construct to our acquisition processes to enable us to evolve on pace with the Warfighters we support. · https: //www.alt.army.mil ASA(ALT) Continue to Rebuild and Enhance the Capability of the Army Acquisition Workforce In the Army, our people are our most important asset. During the last decade, we witnessed a steady decline in the size of the Army Acquisition Workforce-in the face of a wartime workload increasing in both size and complexity. The civilian and milita ry members of our Acquisition Workforce now total approximately 43,000-a significant reduction from the Cold War era-but an increase due to the consistent support by DOD and Congress for a stronger, more resilient and expeditionary acquisition and contracting workforce. These acquisition professionals are located in our PEOs, in various commands and in other organizations across the Army. During 20 I 0, this workforce managed over one-quarter of every Federal dollar spent on contracts. Every day, they make a direct impact on the products and services we procure for Soldiers. By t he end of FYI 0, we hired and in-sou rced a total of 1,791 new civilian acquisition employees. To better support the Army, enable our combatant commanders and alleviate the stress of doing more without more, we are rebuilding (growing) and rebalancing (aligning the right skills to the work) the Army Acquisition Workforce. Since 2009, the Defense Acquisition Workforce Growth Strategy has been implemented. The objective is simple and remains straightforward: to ensure DOD has the right acquisition capability and capacity to produce best value for the American taxpayer and for the Soldiers, Sailors , Airmen and Marines who depend on the weapons, products and services we buy. We must also continue to strengthen the unique identity of our Acquisition Workforce professionals and our programs to care for them. In add ition, we must accelerate our work to institutionalize Contingency Contracting as a core competency to enable Army-wide program management and logistics that is needed to perform the strategic and operational logistics functions required to make immediate and long duration expeditionary operations a real ity. To this end, we are adjusting our organizational structures and personnel policies to better support and enable our Army's transformation to become a Joint, expeditionary and campaign capable force and to better execute core processes in our ARFORGEN model. Our goal is to enable our dedicated professionals to develop the capacity to execute their missions effectively in a diverse series of environments as a global expeditionary workforce. Enhance our Capability and Capacity to Communicate our Strategic Priorities to our Key Stakeholders We continue to more fully develop the capability to communicate more effectively with both our internal and external stakeholders, through engagements with Congress, industry and our Defense and International Partners. We serve both the Soldier and the American Public-and must remain connected to both . We are working aggressively to: Build Awareness of ASA(ALT)'s strategic priorities to advance our organizational mission and vision, and to ensure the success of critical Army acquisition programs; Build Cooperative and Effective Relationships with ASA(ALT) stakeholders to establish more transparent communication practices to enable more effective and efficient capability to achieve our strategic priorities; and, Build Internal and External Advocacy for Army and ASA(ALT) priorities and initiatives through carefully focused activities intended to educate and inform key stakeholders. Ultimately, to accomplish our mission for Soldiers, we are working-as part of an overarching Department of the Army effort-to communicate with our stakeholders in a clear, unambiguous manner. Moving Forward This reference provides an overview of the organizations, accomplishments, activities, portfolios and strategic priorities maturing across the Army AL&T community. We invite you to contact both the leaders and members of the AL&T Workforce for a greater understanding of our priorities and objectives. It is our hope that this publication furnishes an in-depth perspective on our people, the programs which comprise our acquisition portfolio, and the areas in which we are continuously striving to improve. We will continue to emphasize and build our capability and capacity to accomplish our strategic priorities: Deliver materiel and services to provide the core capabilities to guarantee SOLDIERS ARE THE DECISIVE EDGE; • Improve force protection and Soldier survivability; Lead Army acquisition transformation; • Enable Army modernization; • Enhance Army Science and Technology; • Continue to rebuild and enhance the capability of the Army Acquisition Workforce; and, Enhance our capability and capacity to communicate our strategic priorities to our key stakeholders. As we move forward, we must remain focused on the strategic priorities documented in this publication, and urge you to view the companion documents and strategies referenced earlier to gain a greater understanding of the strategic context in which we operate. https :l/www.alt.Jrrny.m11 ASA(ALT) Army Acquisition Enterprise Leadership Office ofthe Assistant Secretary ofthe Army (Acquisition, Logistics and Technology) • PrOYkles~eand~nbtancetotheASA(ALn -Director, CMA reports to CDR. AMC for stockpile mission ••• Deputy for Mftiical5ysttmS.. Recr+vots acquisition OYtfsight from the ASA(Aln but r~to the Surgeon~~ Army Acquisition Enterprise Subordinate Headquarters Locations MRMC PEO GCS (Ft. Detrick, MD) PEO STRI (Orlando. FL) https:/ /www.alt.army.miI ASA( AL T) Deputy for Acquisition and Systems Management Overview We are charged to lead executive program management oversight and implementation of acquisition policy for aviation; missile and ammunition; ground combat; combat sustainment; simulation and training;command, control, communications, computers, intelligence, surveillance and reconnaissance; electronic warfare; chemical and biological defense; and special operations force acquisition programs. We are the direct link between the Army Acquisition Executive and assigned Program Executive Officers and provide guidance , assistance and direction. Our commitment to our Soldiers is evident in our management of more than 650 acquisition programs uniquely designed to meet Joint and service requirements. We work to ensure that our Soldiers maintain a decisive edge over any enemy they face by pursuing a strategy that rapidly fields equipment to our currently fielded force; upgrades equipment for Soldiers going into combat and modernizes select systems; rapidly fields "spin-outs" from our developmental base; and modernizes Brigade Combat Teams and Support Brigades in a manner which fully leverages the Army Force Generation model. Most importantly,we leverage the lessons learned from Soldiers in the current fight, while working to provide Soldiers "what they need, when they need it and where they need it." For example, the Rapid Fielding Initiative process continues to provide an increasing array of state-of-the-art small unit and individual protection equipment to our deployed forces. It also leverages new technologies to maintain accountability of the millions of pieces of equipment fielded to units and individuals. In the past year, the Army has contracted for more than 7,000 additional Mine Resistant Ambushed Protected (MRAP) vehicles for Afghanistan, of which nearly 5,700 are the more mobile MRAP All Terrain Vehicles. We are also expediting the delivery of unmanned aircraft systems to better enable a rapidly growing Army aviation capability. When Operation Iraqi Freedom began in March 2003, there were only six unmanned aircraft deployed in support of that mission. Today, there are more than I ,000 unmanned aircraft in theater which have accumulated in excess of one million flying hours in support of combat operations. Focus Our belief is that "We want to provide our Soldiers dominating capabilities so that they are never in a fair fight-ensuring that our Soldiers hold all the advantages." This belief is at the core of everything we do. In the last 22 months, the Army has initiated a holistic combat vehicle modernization strategy in concert with the early stages of development of the landmark Ground CombatVehicle. Our goal is to field a new ground combat vehicle in seven years from the program initiation and award of the Technology Development Phase contract. Subordinate Organizations Assistant Deputy for Systems-of-Systems Engineering Aviation, Intelligence & Electronic Warfare Directorate Battle Command Directorate Combat Sustainment Systems Directorate During the coming year, we will continue the development and execution of the Army Modernization Strategy, using the FYI 0-1 I President's Budgets. This effort will result in the accelerated fielding of capabilities. We will also continue with rapid and incremental development and fielding of the Warfighter Information Network-Tactical. This network is the transformational command and control communications system that will provide the backbone tactical network for all Army operational units, and will be delivered to our Soldiers in increments. Future Force Integration Directorate Missile Systems/Ammunition Directorate Soldier/Maneuver Systems Directorate Special Programs Directorate 22 8; DASA for Acquisition Policy and Logistics Overview We are responsible for development and oversight of Department of the Army acquisition policies and life-cycle logistics policies and procedures for materiel development and total life-cycle management of weapon and support systems. We direct, formulate and guide execution of Army acquisition, life-cycle logistics, industrial base and industrial base cyber security policies for an Army acquisition program portfolio that exceeds $50 billion annually. Focus We continue to develop and refine policies and procedures for all phases for systems acquisition and life-cycle logistics that align with DOD policies and Army requirements. Over the past year, we have partnered with the G-4 and made significant progress toward the Army goal for a common logistics operating environment (CLOE) that will improve mission readiness, reduce the logistics footprint and reduce life-cycle cost. We have developed and integrated Item Unique Identification and Condition Based Maintenance Plus policies as key enablers to CLOE and DOD goals for net-centricity across the Army Integrated Logistics Architecture. We continue to develop and update Army policies, processes and tools to improve implementation of performancebased logistics strategies and type classification and materiel release policies and procedures. We have ensured logistics support requirements for emerging materiel and systems were adequately defined, developed, resourced and implemented through our review and commentary of requirement and programmatic documents, participation in teaming efforts to define and develop support strategies and general oversight on behalf of the ASA(ALT). We will continue our focus on development and implementation of robust supportability strategies that reflect our integrated logistics support policies to ensure programs are postured for success. We completed three Lean Six Sigma (LSS) projects this year and currently have five LSS projects in process. We will continue to seek opportunities for continuous process improvement in support of our customers. We will continue our work to develop policy for managing risks to Army systems caused by the compromise ofArmy program information due to cyber attacks on defense contractors. We will conduct damage assessments on such attacks in collaboration with the DOD Cyber Task Force that are intended to measure the impacts of attacks and help formulate strategies for program recovery. To address the growing threat to acquisition programs by such cyber attacks, we are working closely with the Office of the Secretary of Defense (OSD) and the other Services to Subordinate Organizations Acquisition Policy and Industrial Base Directorate Defense Industrial Base Cyber Security Office Logistics Plans and Programs Directorate develop policy and approaches to enhance acquisition program protection and to mitigate risk in the increasingly globalized supply chain for information and communications technology used in Defense systems. We educate the workforce and promulgate acquisition and industrial base public law and OSD policy throughout the Army. We are currently updating Army Regulation 70-1 "Acquisition and Industrial Base Policy," based on regulatory and statutory requirements and changes directed by Congress. We review congressional language, develop and review OSD and Army legislative initiatives and ensure consistent standardized business practices to protect taxpayer interests. We have set aggressive goals, with critical underlying strategic and operational initiatives, to achieve our mission as the acquisition policy authority within the Department of the Army. Most importantly, we develop acquisition and logistics policies that assure Warfighters have a technological edge over the United States of America's adversaries. Logistics Policy Directorate Weapon Systems Acquisition Logistics Directorate DASA for Ac uisition Polic and Lo istics 24 it DASA for Defense Exports and Cooperation Overview We are charged to lead Department of Army efforts to develop and implement plans, programs and policies for security assistance and international armaments cooperation, including international cooperative research and development agreements. Our responsibilities include: defense exports; Foreign Military Sales (FMS); technology transfers; and direct commercial sales in support of warfighting, humanitarian assistance and contingency operations. We direct policy and oversee efforts to equip and train our international partners. We also develop and implement policy for the FMS program. We process more than 7,000 commercial licenses for the transfer of exportcontrolled equipment and technical data per year, which permits commercial sales to allies and partners, supports industrial base sustainment and protects sensitive Army technology. We negotiate international agreements for the Army and serve as the Senior National Representative (Army)/Army Head of Delegation in numerous bilateral and multilateral forums. We manage an annual budget that totals approximately $150 million in FMS administrative funds and research, development, test and evaluation funds. Our budgetary oversight activities include $24.2 billion in FMS, as well as cooperative research and development efforts that have yielded more than $73 million in foreign contributions this fiscal year. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1ers ore the Dem1ve Edge Focus During this past year, we have developed a number of Information Exchange Agreements on the subject of counter-improvised explosive device (C-IED) technology in support of the current fight . These agreements facilitate the exchange of research , development and testing information on C-IED technologies between the labs of the U.S. Army Research , Development and Engineering Command and foreign counterparts in Australia, Canada, France , Germany, Israel , Japan , Netherlands and the United Kingdom . In some cases , these exchanges have resulted in followon project work, bringing a real-time solution to counter the lED threat to troops in the theater of operations. For example, we signed an international cooperative arrangement with Canada for the loan of one Canadian Husky Ill Mine-Clearing vehicle , facilitating the rapid integration and testing of a new Ground Penetration Radar (GPR) by the U.S. Army Communications-Electronics Research, Development and Engineering Center Night Vision and Electronic Sensors Directorate .. The loan allowed for Canadian integration of GPR diversion sets on their Husky vehicles for immediate deployment to C-IED missions in Operation Enduring Freedom. We have also facilitated and expedited the delivery of key warfighting capabilities to Iraqi and Afghan National Security Forces, coalition partners and allies through the Subordinate Organizations Armaments Cooperation Directorate Policy and Resources Directorate FMS process . One particular area of focus over the past year has been the transfer of missile defense technology to allies in the Middle East and East Asia. These activities require extensive coordination with the relevant Security Cooperation Offices in-country, the Global Combatant Commands and the Army Staff. As the Army's Authorized Exemptions Official, we certified more than 30 requests from Army Program Executive Offices and U.S. companies to export defense equipment and information in support of acquisition objectives, cooperative research and development programs and current operations. During the coming year, we will continue to support our Warfighters through the management of security assistance, armaments cooperation and technology transfer programs. One prominent example of our efforts is the Office of the Under Secretary of Defense for Acquisition, Technology and Logistics' recent decision to approve funding for seven Army Coalition Warfare Program projects for execution in FYs I I and 12. Together, these projects will leverage approximately $5 million in Office of the Secretary of Defense funds for use in Army efforts to address coalition interoperability and other urgent Departmental needs. Security Cooperation Integration and Exports Directorate Strategy and Plans Directorate DASA for Elimination of Chemical Weapons Overview We provide management and policy oversight of the Chemical Demilitarization Program and oversee the planning, programming, budgeting and execution of the Chemical Agent and Munitions Destruction Appropriation. We monitor chemical demilitarization operations worldwide and are responsible for all major programs, including the Chemical Stockpile Elimination Project, Non-Stockpile Chemical Materiel Project and Chemical Stockpile Emergency Preparedness Program. We are responsible for representing these programs to Congress. Our mission is to enhance management and execution of the Chemical Demilitarization Program by providing the coordination, advocacy and liaison support needed to achieve the safe, efficient and complete destruction of chemical warfare materiel in accordance with all applicable laws and international agreements. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1ers are the Dem1ve Edge Focus We are dedicated to the elimination of chemical agents in accordance with the Chemical Weapons Convention. There are six chemical demilitarization sites throughout the Un ited States, two of which are the responsibility of the Office of the Secretary of Defense (Pueblo, CO, and Blue Grass, KY). Three sites have completed operations: Johnston Atoll Chemical Agent Disposal System; Newport Chemical Agent Disposal Facility, IN; and Aberdeen Chemical Agent Disposal Facility, MD. Operations continue at Tooele Chemical Agent Disposal Facility, UT; Anniston Chemical Agent Disposal Facility, AL; Umatilla Chemical Agent Disposal Facility, OR; and Pine Bluff Chemical Agent Disposal Facility, AR. Construction operations are ongoing at the Pueblo Chemical Agent-Destruction Pilot Plant, CO, and Blue Grass Chemical Agent-Destruction Pilot Plant, KY. Subordinate Organizations Business Management Directorate Chemical Demilitarization Directorate As of mid -August 20 I 0, 78 percent of the stockpile has been destroyed. In the coming year, closure operations will begin at Pine Bluff, and destruction operations will continue at Anniston,Tooele and Umatilla. Chemical Stockpile Emergency Preparedness Directorate DASA for Elimination of Chem1cal Wea ons 28 & DASA for Plans, Programs and Resources Overview We serve as the Chief Financial Officer and advisor to the ASA(ALT), including Program Executive Officers and Direct Reporting Units, which include the U.S. Army Acquisition Support Center. Our focus is to effectively and efficiently administer the programming, allocation and execution of more than $86 billion annually, including more than 650 acquisition programs and $275 billion across the Future Years Defense Plan. As the co-chairs of both the Equipping and the Sustaining Program Evaluation Groups, we are responsible for managing the resources that enable the development and procurement of weapons systems and equipment for our Warfighters. In addition, as Chief Information Officer for the community, we oversee the Acquisition Information Technology Domain, which includes leading the efforts to establish and maintain the Acquisition Domain Enterprise Architecture. As the focal point for program analysis of the procurement and research, development, test and evaluation budgets, we collaborate and coordinate with key stakeholders on the Research, Development and Acquisition (RDA) portions of the Army Modernization Strategy, the Army Plan, the Quadrennial Defense Review, Total Army Analysis and other forms of strategic planning guidance, such as the Army Strategy. We are primari ly responsible for developing, presenting and adjusting the RDA portion of the Program Objective Memorandum and serve as the ASA(ALT) proponent for the weapons systems review process. Focus During the past year, we led the acquisition community through the accounting for and reporting of I00 percent of the Materiel Equipment Valuation data required by the Office of the Secretary of Defense. We also established, documented and implemented a process for justifying and managing requirements for the business capabilities needed to improve collaboration and develop comprehensive enterprise approaches. In addition, we led the efforts to certify all required business system investments for FYI 0 in accordance with the Defense Business Systems Management Committee. We also achieved 98 percent compliance with the requirements of the Federal Information System Management Act, a dramatic improvement over the prior year. We planned , coordinated and executed 71 Weapon System Reviews in the fifth cycle of a very successful initiative that began in 2005 , which provides a venue for presentation ofAcquisition Category I, II and specialinterest programs to a cross-Program Evaluation Group Subordinate Organizations body that resulted in reducing the number of resourcing synchronization issues in the budget planning process. We also successfully executed the Army requirement for converting 3,500 positions from contractor to Army civilian. During the coming year, our goal is to work with the Defense Business Systems Management Committee to mature our management ofArmy Acquisition Business Information Technology systems. We will continue our focus on certifications with the intent of meeting or exceeding FY09 and FYI 0 results. Plans are underway to integrate the Business Enterprise Architecture with the other Army business domain architectures to improve teaming. We will conduct the sixth cycle of Weapon Systems Reviews with the intent to review nearly 70 programs. We expect our fiscal challenges to increase as we work to cross-level resources to meet our Warfighters' needs and fund priority programs in a tight budget environment. Acquisition Business and Systems Transformation Directorate Plans, Programs and Resources Directorate DASA for Plans. Programs and Resources 30 & DASA for Procurement Overview As the lead authority for the Army contracting enterprise, we are responsible for procuring the best quality weapons systems, equipment and services for -our Soldiers. We are charged to lead all efforts with regard to contract oversight, procurement policy and business solutions development. In addition, we are charged to lead all efforts and related business practices for procurement and operational contracting across Army Commands, Army Service Component Commands and Direct Reporting Units. As the proponent for the Army Federal Acquisition Regulation Supplement, we provide timely and sound acquisition advice to the leadership of the Department of the Army and DOD on critically important issues, such as headquarters oversight of Iraq and Afghanistan contracting missions. Ultimately, we seek to provide innovative and flexible policies for the acquisition of weapon systems, supplies, services and construction to best support our Soldiers. Focus During this past year, we significantly improved the effectiveness of procurement oversight, contract administration and procurement support for Soldiers. We strengthened the procurement management review program to more fully assess contract management activities and the health of the contracting function. We also increased by hundreds the number of contract specialists who perform contract administration. In addition, we identified more than 666,000 contracts that are physically complete, but not closed. We are implementing a plan to close them by the end of FYI I. Our aggressive support to Operations Enduring Freedom and Iraqi Freedom included championing a surge of additional contracting personnel to better support a growing increase in requirements. During the coming year, we will continue our comprehensive contract closeout effort with the goal of reducing by one-half the number of completed and closed contracts. To reconstitute and fully staff Army contracting operations after more than a decade of workforce reductions, we will continue our efforts to build upon recent personnel gains. Our newly established Directorate for Operational Contracting Policy and Support will further the development of Contingency Contracting policy, standardize contracting officer representative training and integrate contract policy with contract doctrine. One of our major challenges will be to resource, train and equip a sufficient, deployable contracting force to perform the additional Contingency Contracting administrative services that will be transitioned from the Defense Contract Management Agency to the Army in 20 12. In addition, we will begin to plan and develop an integrated procure-to-pay contract writing and management software solution, which will be another major challenge. Subordinate Organizations Business Operations Directorate Operational Contracting Policy and Support Directorate Enterprise Systems Directorate Procurement Policy and Support Directorate DASA for Research and Technology Overview We are charged to develop policy, prescribe fiscal guidance and provide program oversight of Army science and technology (S&T) organizations. As the Army's Chief Scientific Advisory organization, with responsibilities as the Army Science Board Secretariat, our primary goal is to foster innovation and accelerate or mature technology to enable future capabilitieswhile exploiting opportunities to rapidly transition innovative technologies to our currently fielded forces . We also develop policies and initiatives to attract and sustain a highly skilled Army scientist and engineer workforce and maintain state-of-the-art laboratories. We lead the assessment of technology readiness and facilitate the transition of new technologies to the systems our Warfighters depend on. We also promote technological innovation by leveraging advances in academia, industry and the international community. Our key responsibilities include: basic research; applied research; advanced technology development; and manufacturing technology. To build support for S&T, we develop and publish the Army S& T Master Plan , establish Army Technology Objectives, conduct the Army Science Conference and participate in numerous conferences and events worldwide. Focus Army Basic Research investments are targeted to develop superior land warfare capabilities and to discover new areas of knowledge to better prepare Soldiers for the challenges they face . These areas include research in: network science to better understand , predict the performance of and design future networks; neuroscience to better understand how the brain works to improve human-machine interfaces and Soldier performance; new materials science to better protect our Soldiers and equipment; and immersive virtual systems to improve our training capability. We also promote advances in fields such as biotechnology, nanotechnology and autonomous systems research . During this past year, Army S&T conducted I 0 independent readiness reviews to assess the technological maturity of systems transitioning through acquisition milestones. These reviews helped to identify r isk reduction efforts needed to ensure that adequate technological maturity is reached before milestone approval is sought. Army S&T is leading the DOD initiative to provide deployable force protection capabilities for deployed t roops operating in smaller, expeditionary bases. We DESIGN • DEVELOP • DELIVER • DOMINATE Soldtcrs ate t!Je Demtve Edge are researching, developing and maturing technologies to detect, assess and defend against threats to bases. Solutions drive toward resilient, low-logistics, lightweight, easily transportable, minimal manpower products that readily scale and integrate with other base defense systems. We continue to provide extensive support to the Joint High Power Solid-State Laser program-this laboratory laser is being moved to the Army's High Energy Laser System Test Facility atWhite Sands Missile Range, NM, to enable high power field testing against range targets. Army S&T is developing two full-system Advanced Affordable Turbine Engine (AATE) demonstrators-an affordable, fuel-efficient, 3,000-horsepowe r-class turboshaft engine that will provide improved operational capability for Black Hawk, Apache and other Future Force rotorcraft. AATE will reduce specific fuel consumption by 25 percent, increase horsepower-toweight ratio by 65 percent, and reduce production and maintenance costs by 35 percent. Subordinate Organizations Army Science Board Directorate Medical Directorate (assigned to Medical Research and Materiel Command) We are also developing technology to enable nextgeneration, integrated electronic warfare that will allow for coordinated detection, geolocation , reporting and engagement of multiple radio-frequency threats, while maintaining communications on-the-move. In the coming year, the Army S&T community will continue basic and applied research in critical areas of force protection; command, control, communications, computers, intelligence, surveillance and reconnaissance; medical care; weapons lethality; logistics; rotorcraft; unmanned systems; and advanced simulation. We will retain the flexibility to rapidly develop responsive solutions to changing Warfighter requirements. We will continue to pursue lighter-weight passive ballistic protection for Soldier, ground and aerial platforms. We will also develop options to maximize Soldier protection through the development of technologies such as armors (active and passive), directed energy weapons and electronic warfare. Research and Laboratory Management Directorate Science and Technology Integration Directorate Technology Directorate 34 " DASA for Strategic Communication and Business Transformation Overview We are responsible for Strategic Planning, Business Transformation, Strategic Communications and Congressional Affairs for ASA(ALT). Strategic Planning derives ASA(ALT) priorities from Army and DOD guidance. We help key Army documents including the Army Strategy, Army Campaign Plan , Army Modernization Strategy and the Army Equipping Strategy. Higher level documents such as the DOD Strategic Management Plan and Under Secretary of Defense (Acquisition, Technology and Logistics) improvement directives also guide our strategic direction. Strategic Communications works integrally with Strategy and Business Transformation to showcase DOD, Army and ASA(ALT) priorities and plans to ensure a constant flow of information among stakeholders as well as clarity and consistency in messaging. Strategic Communications provides the continuity and quality control necessary to achieve those vital ends and to ensure that the acquisition community "speaks with one voice." Strategic Communications also has an important role in coordination with Congressional Affairs in taking our plans, programs and priorities to the United States Congress. We plan, coordinate and facilitate a range of events to include demonstrations and displays on Capitol Hill, meetings, testimonies, reports and prompt response to queries. These events help to build a better understanding of priority Army acquisition programs and our efforts to provide Soldiers with a decisive advantage in any mission they are called to perform. Business Transformation identifies, coordinates, trains and facilitates the implementation of transformation and performance improvement initiatives across the acquisition workforce. Priority and focus for these efforts come from strategic planning documents as well as guidance provided by ASA(ALT) leadership. Our Business Transformation efforts rely heavily on Lean Six Sigma (LSS) processes and methods to explore simple acquisition/logistics process improvements, and manage more complex and challenging Army busi ness imperatives such as the establishment of the Materiel Enterprise. LSS has been a driving force behind our ability to collectively generate $2.9 billion in savings and cost-avoidance in the past three years. Focus In the past year, we improved teamwork and the flow of information among the many organizations with which ASA(ALT) must work to meet the materiel needs and services essential for accomplishing the Army mission. We established executive forums with the U.S. Army Materiel Command (AMC) to improve critical processes and address key issues in our close collaborative association we call the Materiel Enterprise. Continuous improvement and synchronization of the functions, processes and actions amongASA(ALT) and AMC entities continues to be a major focus to sustain world-class support to the Warftghter. We hosted several events for internal and external audiences that promoted a greater understanding of Army goals and objectives, as well as the challenges and successes. We made significant progress in showcasing the vital importance ofASA(ALT) in equipping and sustaining ourWarftghters. Subordinate Organizations Business Transformation Directorate Congressional Affairs Directorate During the coming year, we will continue to improve our strategic requirements and performance measures, showcase the work our acquisition community is doing to provide Warfighters with the decisive edge, demonstrate our commitment to delivering better value to the taxpayer, improve the way we do business and enhance our relationship with industry. As the Nation endures its ninth year of operations in Iraq and Afghanistan, we are challenged by the reality of a constrained budget environment. high operational tempo and the need to transform our acquisition processes to meet the demands of continuous operations. It is crucial that we clearly define our strategic priorities and how they support National and Joint priorities. In addition, we must continue to strengthen our relationships with key stakeholders, including Congress and the Defense Industry. Strategic Communications Directorate Strategic Planning Directorate JPEO Chemical and Biological Defense Overview The Joint Program Executive Office Chemical and Biological Defense UPEO CBD) is the Joint Services' single focal point for research, development, acquisition, fielding and life-cycle support of chemical and biological defense equipment and medical countermeasures. Our organization includes nine Joint Project Managers QPMs) who lead, manage and direct the acquisition and fielding of chemical and biological detection and reconnaissance systems, individual and collective protection systems, decontamination systems, information management systems, medical devices, drugs, vaccines and installation/force protection systems. Located throughout the United States, each JPM Office leverages talent and expertise from across the Services under a single chain of command, providing the most advanced chemical and biological defense technology, equipment and medicine at the right cost, at the right time and at the right place. 38 & Success Stories Joint Biological Agent Identification and Diagnostic System QBAIDS) JBAIDS is the first and only DOD biological warfare (BW) agent detection device to be cleared by the FDA as a diagnostic device. It provides DOD medical professionals with a means to rapidly diagnose infections in humans. Fielded biological warfare agent detectors, such as handheld assay strips, carried by individual Warfighters also use the JBAIDS to confirm identifications. To date, JPM Chemical Biological Medical Systems (CBMS) has deployed more than 400 JBAIDS analyzers worldwide to all four U.S. military Services and the National Guard, with additional deliveries continuing to the Navy. Although the JBAIDS focus is on intentional biological threats, in 2009 the program's focus shifted from the identification of BW agents to the identification and diagnosis of emerging diseases that have the potential to threaten the DOD's force readiness posture. This shift in focus provides dual benefit across the chemical, biological, radiological and nuclear and infectious disease communities. Since 2009, CBMS continues to be at the forefront of the DOD's response to t he HI N I (Swine Flu) pandemic national emergency. When the Centers for Disease Control and Prevention (CDC) requested the rapid delivery of a JBAIDS HI N I diagnostic assay, the team reduced the development and delivery of the FDA-approved HI N I diagnostic tool from 22 months to 83 days to meet the urgent need; delivering to the Warfighter and our Nation a worldwide critical operational capability to diagnose H I N I . CBMS made several monumental contributions to the overall sustainability and effectiveness of the JBAIDS. Other notable contributions are: (I) an Emergency Use Authorization to diagnose HI N I; (2) an Extended Assay Shelf-Life Assessment, which w ill confirm assays can perform with no degradation up to 24 months after their date of manufacture; and (3) the preplanned product )BAlDS provides medical professionals with a means to rapidly diagnose infections. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1ers are the D emiVe Edge & 39 The Light Variant CMEL is a mobile laboratory designed to support combatant commanders and military installations, and to provide military support/assistance to civil authorities both in t heater and CONUS for first response support. improvement that consolidates five extraction kits into one, decreasing both required training and the overall logistics footprint. Light Variant Chemical, Biological, Radiological, Nuclear and High-Yield Explosive (CBRNE) Analytical Remediation Agency (CARA) Mobile Expeditionary Laboratory (CMEL) The 20th Support Command (20th SUPCOM) has the validated operational need for advanced deployable CBRNE detection and identification capability in the field. The Joint Product Manager Consequence Management has procured and fielded the first of two variants of the CBRNE CARA CMEL system for the 20th SUPCOM. Subordinate Organizations Joint Project Manager Biological Defense Joint Project Manager Chemical Biological Medical Systems Joint Project Manager Collective Protection Joint Project Manager Decontamination Joint Project Manager Guardian Fielded in May 2009, the Light Variant CMEL is a mobile laboratory designed to rapidly detect, identify and characterize radiological, chemical, biological and explosives evidence. This analysis supports intelligence gathering and consequence management mission planning as well as investigation, remediation and elimination of discovered weapons of mass destruction. Modular in design for various mission profiles, the Light Variant CMEL is integrated on a series of 4x4 tactical vehicles designed for use over all types of roads, cross-country terrain and in all weather conditions, while being C-17 transportable. The system is designed to support combatant commanders and military installations, and to provide military support/assistance to civil authorities both in theater and CONUS for first response support. The LightVariant CMEL is integrated with advanced analytical technologies on a tactical platform for deployment and can sustain operations in the field for one week without re-supply. The system is equipped to respond to traditional radiological, chemical and biological weapons, as well as toxic industrial chemicals/toxic industrial materials incidents. Joint Project Manager Individual Protection Joint Project Manager Information Systems Joint Project Manager Nuclear, Biological and Chemical Contamination Avoidance Joint Project Manager Transformational Medical Technologies JPEO Joint Tactical Radio System Overview Joint Program Executive Office for the Joint Tactical Radio System OPEO JTRS) provides an Enterprise acquisition and management approach for the development, production, integration, testing and fielding of interoperable, secure, wireless advanced networking capabilities for the Joint Warfighter. The JTRS Enterprise is composed of five Acquisition Category ID programs of recordAirborne, Maritime Fixed/Station (AMF), Ground Mobile Radios (GMR), Handheld Manpack Small Form Fit (HMS), Multifunctional Information Distribution System JTRS and Network Enterprise Domain. These programs are targeted to meet the near-term advanced networking requirements for tactical ground, maritime and airborne platforms. JTRS is more than a set of legacy radio replacements-JTRS is a Joint tactical networking enabler designed to help move net-centric warfare beyond the command center and enable the tactical network to allow greater freedom of maneuver. JTRS delivers true networking capability t o the Warfighter where it matters most-at the tactical edge. 42 ' Success Stories Soldier Radio Waveform (SRW) As the first formally qualified JTRS Increment I networking waveform, the SRW provides critical tactical edge connectivity between dismounted Soldiers, vehicles, aircraft, unmanned systems and ships. As JTRS' premier mobile ad hoc networking platform for voice and data, SRW is specifically designed for the dismounted operator and sensor networks where battery weight and conservation, as well as cyber-hardened net-centric interconnectivity, are at a premium. Leveraging the efforts of the Defense Advanced Research Projects Agency in the early 2000s and employing a strategy of software re-use,JTRS has matured the IP-based SRW and is implementing this waveform for several manned and unmanned Army platforms as well as other JTRS programs such as HMS, GMR and AM F. SRW continues to evolve and has been validated in a variety of networking and operational situations since January 2009. Porting efforts are underway for multiple defense communications software-defined radios, including the JTRS HMS and GMR radios. Establishing SRW on these radio platforms is critical to achieving the operational vision of the Army's Brigade Combat Team Modernization Plan and providing a robust networking capability down to the individual Soldie r, Sailor, Airman and Marine engaged in tactical field operations. Advanced networking wavefor ms will help enable the DOD's shift from the legacy Enhanced Position Location Reporting System (circa 1990) and Single Channel Ground and Airborne Radio System (circa 1980) waveforms to a more bandwidth efficient waveform in SRW. SRW also supports Army plans to provide troops a wearable radio by 20 I I that can carry voice and data signals farther than current devices, using a higher-bandwidth networking waveform to enhance connectivity and situational awareness. The SRW capabilities will increase the combat effectiveness of individual Warfighters and small combat units by improving command and control and battlefield situational awa reness during mounted and dismounted ground operations. JTRS' cc.pabilities, like the HMS Manpack Radio seen here, are helping to move net-centric warfare beyond the command center, enabling the tactical network to allow greater freedom of maneuver. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1e•s are the Dem1ve Edge & 43 JPEO JTRS CAAP Office Helps Deliver Rapid, Less Costly Communication Innovation to Warfighters Increased demand for acquisition reform coupled with escalating operational communication requirements led JPEO JTRS, in 2007, to establish the Consolidated Single Channel Handheld Radio (CSCHR) project to serve as an interim provider for single-channel handheld radios for DOD operational forces. The CSCHR project is now a part of the Competitive Alternative Acquisition Products (CAAP) Office which was established in September 2009 to provide oversight of CSCHR and other non-developmental projects. With the rapid fielding of innovative communication solutions as its focus, CAAP is successfully adapting the JTRS Enterprise Business Model to procure non-developmental items in support of immediate operational requirements for the Army, Marine Corps, Navy, Air Force and U.S. Special Operations Command. Most recently, the CAAP teamed with the Joint Program Office Mine Resistant Ambush Protected UPO MRAP) to process four delivery orders totaling over $233 million during FYI 0. JPO Subordinate Organizations Airborne, Maritime/Fixed Station Joint Tactical Radio System Joint Tactical Radio System Ground Mobile Radios Joint Tactical Radio System Handheld, Manpack and Small Form Fit MRAP received 8,489 dual vehicle adapters and 17,588 handheld radios in support ofWarfighters in Operations Enduring Freedom and Iraqi Freedom . Utilizing the flexibility available in the contract language, the Demand Assigned Multiple Access satellite capability became available so that Soldiers can communicate in rough terrain unsuitable for line-of-sight radios. The CSCHR project fulfilled JPO MRAP requirements for $52 million less then what JPO MRAP expected to spend . Since 2007, the JPEO's approach to consolidating and competing buys for the JTRS-approved single-channel handheld radios has returned more than $515 million to the Services on over 150,000 radios and accessories. Here, a Soldier uses the Harris AN/PRC 152 JTRS-approved single-channel handheld radio. Joint Tactical Radio System Network Enterprise Domain Multifunctional Information Distribution System Joint Tactical Radio System http://jpeoJtrs.mil JPEO Joint Tactical Radio System &t 45 PEO Ammunition Overview Program Executive Office Ammunition (PEO Ammo) is focused on being the best provider of conventional and leap-ahead munitions and counter-improvised explosive device (lED) products by fostering innovation and diversity to increase the combat power of our Warfighters. PEO Ammo is designated as the Executor, Single Manager for Conventional Ammunition (SMCA), responsible for the acquisition of quality conventional ammunition for all military services. PEO Ammo has five subordinate offices that accomplish the life-cycle management of nearly 450 Army programs. Project Manager (PM) Maneuver Ammunition Systems (MAS) is responsible for providing small, medium and large direct-fire munitions to assure lethality for the maneuver force. They also manage all types of non-standard munitions and explosives to equip our allied partners. PM Combat Ammunition Systems manages indirect-fire mortar and artillery munitions, mortar weapons systems and mortar fire control systems. PM Close Combat Systems is responsible for providing close combat, force protection and assured mobility capabilities in the areas of networked munitions, countermine and explosive ordinance disposal equipment; lED defeat equipment; demolitions, non-lethal systems; grenades; shoulder-launched munitions; and pyrotechnics. Project Director Joint Services manages the execution of the Industrial Base modernization of government-owned contractor-operator facilities, ammo logistics and demilitarization programs. Project Director Joint Products fulfills the PEO Ammo's SMCA acquisition and sustainment mission for two Air Force and Navy unique munitions families: bombs and Navy gun ammunition. PEO Ammunition 46 & Success Stories Operation Enduring Freedom Self-Protection Adaptive Roller Kit (OEF SPARK) SPARK is a successful program, rapidly responding to multiple urgent requirements supporting both theaters of operation. The first fielding of SPARK occurred within four months of receiving funding; since May 20 I 0 more than 2000 lED rollers have been procured; with more than 21 I successful lED events in Operation Iraqi Freedom (0/F) and 250 successful events in OEF. With each procurement, the roller has evolved to address the adaptive threat; from track width to front full width, followed by articulation and breaking, to today's SPARK II with improved mobility and control-it's the most capable lED roller ever fielded to protect against lEOs. Three route-clearance patrol members of 2nd Battalion, 2nd Regiment, 3rd Brigade Combat Team, Ist Infantry Division are some of the Soldiers who were kept out of harm's way by the SPARK. Routeclearance patrols have the dangerous job of clearing convoy routes so that other Soldiers can have freedom of movement. While on a route-clearance Task Force Thor, Primary Dismount Army SGT Brett Freeman returns to his MRAP vehicle after he checked a culvert for a command wire attached to an lED whi le Truck Commander Army SSGT Ronald Vinson provided overwatch. patrol in the Kandahar Province of Afghanistan in February 2009, SSGT Antron Myers, SGT Michael Kopchak and SPC Jesus Duran were the first service members in Afghanistan to encounter an lED with the recently fielded OEF SPARK rollers. While the SPARK was rendered unusable, none of the Soldiers were injured, nor was there any damage sustained to their Mine Resistant Ambush Protected (MRAP) vehicle. Kopchak, the gunner who was sitting on top of the vehicle, said he did not receive even a minor injury. "But I'm sure I would have sustained serious injuries [had the SPARK not been attached]." Duran, who was driving the MRAP at the time, said, "When we got hit, our communications went down for a second, but as soon as we came to, we were able to drive out of the kill zone. The vehicle wasn't damaged at al l. We were able to get back in the vehicle and get moving in a matter of minutes after recovering pieces of the roller." Being able to drive away from an lED hit is crucial to saving lives, because a stopped vehicle requires other Soldiers to come and assist, potentially exposing other Soldiers to harm, explained Myers. M855A I Enhanced Performance Round (EPR) The M855A I is an improvement to the existing M855 cartridge that incorporates environmentally friendly changes as well as improved propellant and significantly improved performance against a wide variety of targets. The environmental hazard of lead rounds spurred the need for the M855A I lead-free round, but also opened a window of opportunity to improve the performance of the M855. The object ive of the program was to produce and field an environmentally friendly cartridge that exceeds the performance of the current M855 leaded round. & 47 Soldiers from Echo Company, 5th Cavalry Regiment, 172nd Infantry Brigade prepare to clear a stairway during a Joint training exercise near Bahbahani. Iraq, June 4, 20 I 0. The Soldiers are carrying the M4 Carbine, to which the M855A I 5.56mm Enhanced Performance Round is tailored. While the leaded M855 is already a high-performing all-purpose round, a number of significant technology enhancements have emerged that are not found in the current round. These include improved hard target capability; more dependable, consistent performance at all distances; improved accuracy; reduced muzzle flash ; and a higher velocity. Perhaps the most significant benefit to the Warfighter is that the M855A I provides consistent performance, independent of yaw, over the M855 . During testing, the M855A I performed even better than the current 7.62mm ball ammunition against certain targetsblurring the performance differences that previously separated 5.56mm from 7.62mm. These performance improvements were incorporated without an increase to cartridge weight. Subordinate Organizations Project Director Joint Products Project Director Joint Services Project Manager Close Combat Systems Product Manager Countermine and Explosive Ordnance Disposal Product Manager Improvised Explosive Device Defeat/Protect Force Product Manager Intelligent Munitions System The EPR contains an environmentally friendly projectile. It will eliminate up to 2,000 tons of lead from the manufacturing process each year in direct support of the Army's commitment to environmental stewardship. Additionally, it allows use of firing ranges that previously were excluded from M855 training due to lead restrictions. Overall, the Army fired more than I million rounds to ensure the new cartridge met or exceeded all requirements. Without question, the M855A I is the most thoroughly tested small caliber round ever fielded . Soldiers in Afghanistan began using the new, improved round in the summer of 20 I 0. The M855A I clearly demonstrates that the Army is providing America's Warfighters the best possible ammunition. LTC Jeffrey K.Woods, Picatinny Arsenal's Project Manager for MAS, who manages the program, said the M855A I is, "The best general purpose 5.56mm round ever produced. Its fielding represents the most significant advancement in general purpose small caliber ammunition in decades." Project Manager Combat Ammunition Systems Product Manager Excalibur Product Manager Mortar Systems Project Manager Maneuver Ammunition Systems · Product Director Medium Caliber Product Director Non-Standard Ammunition Product Manager Large Caliber Product Manager Small Caliber www.p1ca.army.mil/peoammo PEO Ammunition ~ 49 PEO Aviation Overview Program Executive Office (PEO) Aviation is the Army manager for the Apache Attack Helicopter, Armed Scout Helicopter, Aviation Systems, Cargo Helicopter, Unmanned Aircraft Systems, Utility Helicopters and Non-Standard Rotary Wing Aviation programs. We provide overall direction and guidance for the development, acquisition, testing, systems integration, product improvement and fielding of assigned programs. Our primary management emphasis is ensuring programs are managed to achieve specification, budget and schedule requirements. PEO Aviation maintains a total Army perspective while managing all assigned programs with a priority focus on supporting the force. Since the start of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF), and now continuing into Operation New Dawn, Army aviation has flown more than 3.6 million flight hours with operational tempos averaging between 40-60 percent in theater. The ongoing buildup of U.S. forces in Afghanistan is putting additional pressure on the Army's helicopter fleet. Increased usage places a greater burden on maintainers, shortens aircraft lifespan and increases support costs. Modernization of the current fleet counters this effect, in conjunction with the procurement of replacement aircraft for those lost in combat. Our Army continues to work diligently to prepare for and execute overseas contingency operations in accordance with the President's directives. To maximize the impact our Soldiers make on the ground, our leadership has mandated unprecedented levels of air mobility in theater. In theater support remains our top priority. These directives have produced significant changes in the way we acquire, produce, field, train, structure, deploy and sustain our Army aviation fleet formations. We in PEO Aviation adapt legacy and objective systems to meet the tenets of the Army visiondeployable, survivable, sustainable, flexible, lethal, versatile and responsive. The transformation and modernization ofArmy aviation is on track and meeting current demands. 50 & Success Stories Army Unmanned Aircraft Systems Surpass One Million Flight Hours in April 20 I 0 In April 20 I 0, Army Unmanned Aircraft Systems (UAS) reached the I ,000,000 flight hour milestone, with approximately 90 percent of the hours flown in support of combat operations. Army UAS have changed the way the Army fights by providing unprecedented situational awareness across Army, Joint, Special Operations and Coalition Forces. UAS have put powerful interoperable systems in the hands of the Warfighter and are achieving phenomenal success by leveraging interoperable, open, modular and scalable architectures. UAS are the weapon of choice in both theaters, and the desire for more systems by tactical commanders resulted in phenomenal growth in Army UAS. As an example of how quickly UAS capability has grown, when 0/F began in March 2003, there were only three Army systems (13 aircraft) deployed in support of that operation. Today, there are 337 Army systems (I ,0 13 aircraft) in Operation New Dawn and OEF. This growth continues. It took The UAS Project Office celebrated the Army 13 years to fly the first the attainment of one million night I 00,000 hours using UAS. It took hours w ith aircraft disp lays and a less than a year to fly the next news conference at the Pentagon's courtyard May 25, 20 I0. I 00,000 hours, and now the Army flies more than 220,000 hours each year. Over the last decade, the Army has experienced more than 4,200 percent growth in the operational tempo of UAS. The value of adding the "unblinking eyes" in the sky to units conducting counterinsurgency missions on the ground has proven indispensable to the current war effort-driving a demand to rapidly multiply the amount of UAS produced and deployed. The rapid addition of hundreds of UAS to the wars in Afghanistan and Iraq has lead to innovations such as communications relay and the use of mannedunmanned teaming wherein helicopter pilots work in tandem with nearby UAS assets. The Army is testing the next generation of this technology which allows the pilots to not only view the UAS feeds in the cockpit but direct their fl ight and payloads as well. The Army's now-in-development next-generation Block Ill Apache is currently testing this cutting-edge capability. The Army employs UAS across all echelons,from platoon level through division/corps, providing dedicated/organic support for tactical commanders and intelligence operations. CH-47F Delivers IOOth Aircraft The U.S. Army's IOOth CH-47F Improved Cargo Helicopter was delivered on September 30, 20 I0. Since its initial fielding in July 2007, six units have been fielded with the CH-47F, and five of which have been deployed with the aircraft to Afghanistan and/or Iraq logging 39,000 hours. The aircraft is the premier heavy lift asset for troop, cargo and supply transportation missions in both theaters. Its 90-percent mission completion rate is evidence of its The CH-47F is the premier heavy list asset for troop, cargo and supply transportation missions in both Iraq and Afghanistan. capability and reliability. Much of the aircraft's success is due to the capability provided to the Warfighter by the implementation of the Common Avionics Subordinate Organizations Project Manager Apache Attack Helicopter Product Manager Block Ill Product Manager Longbow Product Manager Sensors Project Manager Armed Scout Helicopter Product Manager Armed Reconnaissance Helicopter (Armed Aerial Scout) Product Manager Kiowa Warrior • Assistant Product Manager Training Helicopters Project Manager Aviation Systems Product Manager Air Traffic Control Product Manager Aviation Ground Support Equipment Product Manager Aviation Mission Equipment Product Manager Aviation Networks and Mission Planning Product Manager Fixed Wing Product Director Joint Cargo Aircraft Architecture System and the Digital Advanced Flight Control System. These two upgrades have better equipped crewmembers to navigate reduced visibility environments and to successfully complete complex missions. Each new aircraft reduces the necessity for ground transportation of troops, thereby reducing potential improvised explosive device casualties and injuries. Through the use of the CH-47F, the Army has the capability to successfully complete more diverse missions while decreasing the risk to the Soldier. With I00 of the 464 CH-47F aircraft delivered, Army aviation will complete a milestone with the receipt and subsequent fielding of this aircraft to the American Soldier. Project Manager Cargo Helicopter Product Manager CH-47 Project Manager Non-Standard Rotor Wing Aircraft Project Manager Unmanned Aircraft Systems Product Manager Common Systems Integration Product Manager Future Force Product Manager Ground Maneuver Product Manager Medium-Altitude Endurance Product Manager Small Unmanned Aircraft Systems Product Director Tactical Concepts Product Director Unmanned Systems Airspace Integration Concepts Project Manager Utility Helicopter Assistant Product Manager Medical Evacuation Product Director T700 Engine Product Manager Light Utility Helicopter Product Manager UH-60A/UM Product Manager UH-60 Modernization PEO Aviation https://www.peoavn .army.mil '----------- & 53 PEO Combat Support and Combat Service Support Overview Program Executive Office Combat Support and Combat Service Support (PEO CS&CSS) directs and coordinates t he efforts of four project and 17 product managers in managing more than 350 Army systems, including several Joint Service programs, across all phases of their life cycles. Program phases fall into the areas of: pre-systems acquisition (concept refinement or technology development), generally consisting of research and development programs and prior to a Milestone B; systems acquisition (between Milestone Band full materiel release); systems after full materiel release (in production and fielding phases);and two types of sustainment (operations and support). Our goal is to equip Joint Warfighters with the world's best capability-today and tomorrow-using DOD's best acquisition workforce. PEO CS&CSS concentrates on force projection equipment (i.e. , bridging, combat engineer and material handling equ ipment, force sustainment systems, petroleum and water systems and Army wate rcraft);Jo int combat support systems (i.e . the Joint Light Tactical Vehicle OLTV), sets, kits , tools and outfits, and test measurement and diagnostic equipment); Mine Resistant Ambush Protected (MRAP) vehicles; and tactical vehicles (light, medium and heavy). Striving to be prepared for changes in missions, threats and technologies, PEO CS&CSS utilizes the right people to provide the right product, at the right time, from the right source, at the right price. We are comm itted to supporting the goals and performance of our Joint and expeditionary forces, ensuring the best possible products are available to support current and future Warfighters. We live in ch allenging times-an era of persistent conflict. Meeting the challenges of today's rapidly changing operational environment requires a strong partnership between government and industry and a strong dedication to the mission and our Joint Warfighters. PEO Combat Support and Combat Serv1ce Support 54 & Success Stories M-ATV: Highly Survivable, Off-Road Capable An Army Staff Sergeant with the 2nd Battalion, 503rd Infantry Regiment was in the lead vehicle during a ground assault convoy when they were ambushed by enemy fire . His MRAP-AII TerrainVehicle (M-ATV) was hit by two rocket propelled grenades (RPGs) and hundreds of rounds of enemy fire. Although the vehicle was disabled, everyone survived the ensuing four-hour firefight. The M-ATV was designed to provide MRAP levels of protection and more off-road maneuverability in Afghanistan; just one of many solutions the Army and Marine Corps developed to stay ahead of insurgents. The M-ATV mission is for small unit combat operations in highly restricted rural, mountainous and urban environments. The acquisition effort for the M-ATV is unprecedented-even more so than the original MRAP effort. Production began in July 2009, with the first trucks fielded in December, 159 days from contract award. While there is no silver bullet against improvised explosive devices, RPGs and small-arms fire, MRAP vehicles have proven to be effective in countering the enemy's weapon of choice. The Services incorporated lessons learned from MRAP and sent M-ATVs to home stations for training before deployment, ensuring that safe, effective, reliable and supportable M-ATVs were delivered to our operating forces as quickly as possible. Army Bridges Serve as Warf for Oil Leak Boom Distribution The Louisiana Army National Guard deployed a 380-foot, boat-powered floating bridge in the Gulf of Mexico in an effort to assist authorities working to contain the Deepwater Horizon oil leak. The Imp roved Ribbon Bridge (IRB), which was used by U.S. forces to cross the Tigris and Euphrates Rivers during the 2003 invasion of Iraq , is designed to function as a bridge or floating water raft propelled by boats. This four-bay raft is being used as a shallow water barge, enabling National Guardsmen to get close to shore with the oil/water separator which can remove up to 5,000 gallons of oil per trip. H ere .the system is being prepared for a dispatch to another oil spill location. The IRB-from the 2,225th Multi-Role Bridging Company (MRBC), 205th Engineer battalion of the Louisiana National Guard-along with numerous MKIIR Bridge Erection Boats are now floating in the waters of the Gulf of Mex ico near the Louisiana coastline , serving as a temporary wharf for oil spill boom distribution. The IRB is very mobile and is being used as a work platform carrying anything from cranes to oil booms to o il separator equipment. The oil booms are intended to prevent oil from hitting the shoreline, while the oil separator can remove up to 5,000 gallons of oil per trip. 55 Based on the valuable information the Services have gained thus far. adjustments are being made to ensure the EMD phase is low risk and affordable. The JLTV Program execution has demonstrated that DOD"s competitive prototyping policy is working. contributing to the PM"s ability to control cost. schedule and performance. Development (TD) phase vehicles marking the beginning of a 12-month test and evaluation effort During the current mission, PM Bridging is providing at Aberdeen, MD, and Yuma Proving Ground, AZ. equipment, spare parts and technical assistance Right-hand operation vehicles were delivered during to the 2225th MRBC. Because of the relationship June-July 20 I 0 and will concurrently undergo testing PM Bridging built and sustained with the Louisiana with the U.S. vehicles, enhancing global interoperability National Guard during the Hurricane Katrina relief between the U.S. and Australia. effort, they know who to call when disaster strikes. The development of the JLTV reinforces the Army's approach to interoperable platforms that provide expeditionary and protected maneuver to forces JLTV Vehicles Delivered on Schedule currently supported by High-Mobility Multipurpose Wheeled Vehicles. The JLTVs also improve payloadCapability gaps within the existing light tactical efficiency through chassis engineering, enabling thewheeled vehicle fleet are the result of an imbalance vehicles to be deployed with the appropriate amount ofin protection, payload and performance. The JLTV force protection through scalable armor solutions. Family ofVehicles will be able to deliver all of these capabilities within a transportable and expeditionary The TD phase is satisfying the intended purpose:vehicle, meeting the Army and USMC rotarydemonstrate the integration of mature technologiesand fixed-wing, air, sea and overland transport as a complete system, providing an assessment of therequirements-something no existing light tactical technical and performance risks relevant to enteringwheeled vehicle can do. the Engineering Manufacturing Development (EMD) Phase. The Services have taken delivery ofTechnology Subordinate Organizations Project Manager Force Projection Product Director Horizontal Technology Integration Product Manager Bridging Project Manager Mine Resistant Ambush Product Manager Combat Engineer/Material Protected Vehicles Handling Equipment Product Manager Assured Mobility Systems Product Manager Force Sustainment Systems Product Manager MRAP-All Terrain Vehicle Product Manager Petroleum and Water Systems Product Manager MRAP Logistics Product Director Army Watercraft Systems Product Manager MRAPVehicle Systems Project Manager Joint Combat Support Project Manager Tactical Vehicles Systems Product Manager Light Tactical Vehicles Product Manager Joint Light Tactical Vehicles Product Manager Medium Tactical Vehicles Product Manager Sets, Kits, Outfits and Tools Product Manager Heavy Tactical Vehicles Product DirectorTest, Measurement and Product Director Armored SecurityVehicles Diagnostic Equipment PEO Combat Support and Combat Service Support http://peocscss.tacom.army.mil PE~~C!IT PEO Command, Control and Communications-Tactical Overview Program Executive Office Command, Control and Communications-Tactical (PEO C3T) provides the networked battle command capabilities Warfighters need on the battlefield, from a satellite network that supports command and control applications to power generators that allow systems to function. The organization is dedicated to supporting current and future forces by providing Soldiers an expansive list of integrated solutions. Through a system-of-systems approach to engineering, the organization creates capabilities that interoperate as a single network entity. Striving to eliminate stovepiped systems and processes, the PEO wo rks closely with its Army counterparts to transform Army battle command systems from several stand-alone systems into a synchronized set of capabilities. PEO C3T's mission is t o develop, field and support networked battle command solutions to enhance Warfighter effectiveness. Through its Unit Set Fielding process, it follows the Army's model for generating combat power, Army Force Generation (ARFORGEN), with the goal of building a networked coalition force of the future. 58 £ Success Stories Establishment of a Single Integrated Air Picture (SlAP) in Operation Iraqi Freedom In Iraq , where most sensors, weapons, and command and control devices involved in air and missile defense operate as separate entities,Warfighters have faced major interoperabililty issues. The question that has eluded them is how to bring these "sensors and shooters together" within the same architectural environment. During 2009, Team Counter-Rocket, Artillery and Mortar (C-RAM) made a major contribution to the Army Integrated Air Picture through the introduction of system upgrades for the C-RAM and Air Defense Airspace Management (ADAM) systems. Team C-RAM Forward worked with Multi-National Corps-Iraq (MNC-1), Multi-National Division-Baghdad, Multi-National Division-North and Multi-National Division-South, along with Joint Base Balad, to bring the first-ever SlAP for the U.S. Army, U.S. Air Force (USAF) and U.S. Navy (USN) into the Iraqi theater of operations. Long hours were spent training personnel and configuring systems to bring them all online under the SlAP architecture. The capability to pass tracks from Army units "across the country of Iraq" on the ground to the fast movers in the sky is a first. Not only has this accomplishment enhanced situational awareness (SA), but it has truly been noted as an unprecedented Joint accomplishment through the magnitude of its impact to the Warfighter. SlAP is continuously maintained and supported by Team C-RAM. Commanders on the ground had this to say about the importance of this accomplishment: "This enabled all Army Sentinel radars to share lowflying radar data. More importantly, this integrated air picture gives enhanced SA to make more informed decisions on the most effective distribution of close air support assets in the demanding Iraqi theater." (USAF COLVinnie Savino, Commander of the 368th Expeditionary Air Support Operations Group and MNC-1 Air Liaison Officer) During 2009,Team C-RAM made the biggest contribution to the Army Integrated Air Picture by introducing system upgrades for the C-RAM and ADAM systems. "It's awesome to participate with the forces in Iraq because this first-ever SlAP gives my boss, Vice Admiral Rich Hunt, SA on critical assets being protected by Sailors manning t he USN Land-based Phalanx Weapon Systems defending bases throughout Iraq." (USN LCDR Scott Sanders, 3rd Fleet Joint Interface Control Officer) "This is a great achievement and the lessons learned from this success will be shared with follow-on units in Iraq and Afghanistan. I am proud of this accomplishment and thank those Service members and civilians who finally made SlAP a reality." (Army BG Heidi Brown, MNC-1 Deputy Commanding General for Sustainment) WIN-T Increment Two Helps Soldiers Communicate On-the-Move (OTM) PEO C3T and Project ManagerWarfighter Information Network-Tactical (WIN-T) continue to advance the state of the art in satellite and Line-of-Sight communications for the Army. "We are bringing mobility to the Army tactical network for the first time and providing it all the way down to the company level," said Pat DeGroodt, Deputy Product ManagerWIN-T Increments Two and Three. A convoy o f future OTM plat forms for the W I N-T Increment Two. Increment Two wi ll bring t he initial O TM capability to those from division down to the company level. WIN-T IncrementTwo has already completed its limited user test, which led to a successful Milestone C decision and subsequent low rate of initial production contract award. Now that initial production funding has been released, PM WI N-T has started producing the equipment to move forward to its initial operational test in the first quarter FY 12.The First Unit Equipped is expected to be at the end of the second quarter of FY 12. WIN-T Increment One provided the first widely deployed satellite-based Everything over Internet Protocol (EoiP) communications system in the Army. WIN-T IncrementTwo builds on the success of Increment One by adding enhanced Line-of-Sight and OTM capabilities. While WIN-T Increment One provides satellite communications at the quick halt from division down to the battalion level, Increment Two will bring the initial OTM capability to those from division Subordinate Organizations MiiTech Solutions Product Director Base Realignment and Closure Product Director Communications Security Product Director Networking Initialization Product Director Secure Border Initiative-Net Program Directorate Counter-Rocket Artillery and Mortar htt :// eoc3t.monmouth.arm .mil down to the company level. From division down to battalion, it will also provide a new at the quick halt and OTM Line-of-Sight radio known as the Highband Networking Radio (HNR). This new radio will greatly increase Line-of-Sight capacity and ease of use. "One of the key strengths ofWIN-T lies in its ability to adapt to changing battlefield conditions in real time , without all the pre-planning and configuration required of traditional enterprise networking infrastructure," said DeGroodt. With its Line-of-Sight HNR radio,WIN-T Increment Two will provide users with a 2-tiered communications system including ground and space tiers . Looking forward,WIN-T IncrementThree, which is still in development, will provide the air tier utilizing an advancement of the HNR radio, known as the Joint Command, Control , Communications, Computers, Intelligence, Surveillance and Reconnaissance radio, mounted on unmanned aircraft. The Warfighter will then possess a 3-tiered communications network providing connectivity for the full spectrum of operations. WIN-T Increment Three is expected to be fielded in FYI?. Project Manager Battle Command Project Manager Force XXI Battle Command Brigade-and-Below Project Manager Mobile Electric Power Project Manager Warlighter Information Network-Tactical Special Projects Office/Northeast Regional Response Center PEO Command, Control and Communicatrons-Tactlcal ~EIS PEO ENTERPRISE INFORMATION SYSTEMS PEO Enterprise Information Systems Overview Program Executive Office Enterprise Information Systems (PEO EIS) develops and fields a wide range of information technology (IT) systems, products and services to support the Army and DOD, while helping Soldiers achieve their missions worldwide. PEO EIS is an organization of more than 2,500 military, civilians and contractors, executing approximately $3 billion per year or about 30 percent of the Army's IT budget. PEO EIS is headquartered at Fort Belvoir,VA, with field offices in Arizona, New Jersey and Maryland as well as the Pacific, Europe and Southwest Asia. PEO EIS partners with industry to deliver the most advanced and secure IT systems available today and to plan for future requirements that will keep the Army ahead of the technology curve. To accomplish this, PEO EIS oversees multiple project and product offices that manage more than 120 systems and products that provide business and combat service support, network connectivity and communication and computer infrastructure. 62 & Success Story DOD Biometrics Lifts the Veil of Insurgent Identity For years,terrorists used elaborate disguises to move freely among citizens in Southwest Asian cities, villages and the surrounding countryside, causing destruction and instilling fear in local populations. But the ability to hide in local civilian populations is becoming harder and harder thanks to the PEO EIS Project Manager (PM) DOD Biometrics. PM DOD Biometrics is fielding a family of stateof-the-art collection devices throughout SWA to collect, process, store and match multiple forms of biometric data-the unique physical and behavioral characteristics that can be used to verify an individual's identity. These collection devices, coupled with the DOD Automated Biometric Identification System (DOD ABIS) database of biometric data, are becoming the premier tool for identifying terrorists and persons of interest. As a DOD system, personnel from all services use the biometric collection devices-the Biometric Automated Toolset-Army (BAT-A) and Biometric Identification System for Access (BISA)-to gather fingerprint, facial images, palm-prints and iris patterns, as well as biographical information from local and The BAT-A and BISA are used together to obtain fingerprint. facial 1mages, palm-prints and iris patterns from local and third party nationals in SWA. th ird party nationals in Southwest Asia. Systems are used for base access control, human terrain mapping, checkpoint control, population management, targeting, counter-improvised explosive devices and investigating criminal or terrorist acts. The BAT-A, consisting of a laptop and tactical handheld component with identification processing software, a handheld iris scanner, digital camera and fingerprint reader, is used to collect and compare fingerprints, iris images and facial images to enroll, identify and track non-U.S. persons of interest to DOD. The handheld component of the BAT-A, the Handheld Interagency Identity Detection Equipment (HilDE), provides Soldiers a transportable means of enrolling subjects and identifying individuals on watch lists while on patrol or in the field. The BISA, used for base access, creates a biometrically enabled access card which is compared to an individual's iris or fingerprint upon entering a U.S. military facility, verifying the individual is who he or she claims to be. The following scenario demonstrates the value of biometric systems to U.S. Forces in Southwest Asia. A local national of a contractor company has been a model employee for the U.S. in Iraq for a couple of years. Because he works on a U.S. installation, his fingerprints, iris and photo images were recorded and sent to DOD ABIS for retention. The worker presents a biometrically enabled BISA badge to enter the facility each day,which is scanned along with his iris or fingerprints. A hundred miles away, an Army patrol raids a suspected insurgent safe house. As Soldiers search the house, they discover a hid den room with evidence of bomb-making activities. The forensics team lifts fingerprints from the bomb materials which are sent to DOD ABIS. DOD ABIS matches indicate the fingerprints are from two people, one who was arrested during the raid and the other a local civilian who works at a U.S. facility-the model national & 63 DOD Biometrics devices have helped deny access to more than I ,300 people to U.S. Installations in Iraq. contractor employee. The military remotely updates the base access system to alert guards and the next day, guards detain the man when he attempts to enter the facility. Two enemies are caught and the threat to the facility is removed. Subordinate Organizations Product Director Army Human Resource System (AHRS) Product Director Transportation Information Systems (TIS) Product Manager Acquisition Business Systems (AcqBiz) Product Manager Distributed Learning System (DLS) Product Manager joint-Automatic Identification Technology (J-AIT) Product Manager Medical Communications for Combat Casualty Care (MC4) Product Manager Movement Tracking System (MTS) Project Director Computer Hardware, Enterprise Software and Solutions (CHESS) Project Director Force Management System (FMS) Project Director HR Solutions (HRS) Project Director Information Technology Systems (ITS) As of June 20 I 0, more than I ,600 BAT kits and 5,200 HilDE devices and 40 BISA systems were in use by the Army and the U.S. Marine Corps in Iraq and Afghanistan . Since inception, the systems have matched 1.7 million biometric records taken during background checks, criminal activities or investigations. More than 900 individuals have been denied access to U.S. installations in Iraq and more than I ,300 have been denied access to an installation because of biometric linkage to anticoalition activities and derogatory information. Project Director Installation Management System Army (IMS-A) Project Director Integrated Personnel and Pay System-Army (IPPS-A) Project Director Reserve Component Automation Systems (RCAS) Project Manager Army Enterprise Systems Integration Program (AESIP) Project Manager Army Knowledge Online/ Defense Knowledge Online (AKO/DKO) Project Manager Defense Communications and Army Transmission Systems (DCATS) Project Manager Department of Defense Biometrics (DOD Biometrics) Project Manager General Fund Enterprise Business System (GFEBS) Project Manager Global Combat Support SystemArmy (GCSS-Army) Project Manager Network Service Center (NSC) PEO Ground Combat Systems Overview Program Executive Office Ground Combat Systems (PEO GCS) is responsible for providing world-class affordable, relevant and sustainable ground combat equipment to Joint Warfighters. The systems include the Abrams Main Battle Tank, Bradley Family of Vehicles (FoV), Towed and Self-Propelled Howitzers, Stryker FoV, Robotics and Unmanned Ground Systems. With the addition of the Ground Combat Vehicle Program, PEO GCS is spearheading the design and development of the Army's next-generation Infantry FightingVehicle . PEO GCS employs five Command List Select Project Managers, two of which are Joint 0-6 or civilian equivalent leaders, and more than I ,200 Department of the Army civilian, military and contractor support personnel. With a budget of more than $29 billion, PEO GCS rapidly responds to real-world requirements to transform, replace and improve the combat vehicle fleet. Success Stories lightweight ISSmm (LWISS) Towed Howitzer The LW I 55 Towed Howitzer, also known as the M777A2, provides direct, reinforcing and general support fires to maneuver forces. The first ground system to make extensive use of high-strength titanium alloy for its major structures, the LW I 55 has achieved an almost SO-percent reduction in weight from the previous system. First fielded in April 2005 by the U.S. Marine Corps, the Army has since been fielding the LW I 55 to its Stryker Brigades, Fires Brigades, National Guard and schools. The LW I 55 has seen significant action in Afghanistan, receiving high marks for its performance. It has also been fielded through Foreign Military Sales to Canadian forces that have used it extensively in Afghanistan with very positive feedback. Field Service Representatives have been deployed to support M777A2 weapons in theater and provide continuous technical and supply support to ensure systems are fully supported and maintained at a high state of system readiness. In October 2009, U.S. Army Forces Command contacted the LW I55 Office to discuss the possibility of immediately equipping an Infantry Brigade Combat Team with the LW I 55 . Understanding the importance of this task, the LW I 55 Office quickly identified all the constraints. An innovative plan was developed, allowing the 4-25 Field Artillery (FA) to be fielded by taking weapons that had already been fielded to the Ist Stryker Brigade and sending them directly to the port at Philadelphia, PA. An additional six weapons were borrowed from the 1-321 FA at Fort Bragg, NC, and were sent to Fort Drum, NY, to support New Equipment Training (NET). Meanwhile, the NET DESIGN • DEVELOP • DELIVER • DOMINATE Blasting a ISSmm howitzer round during a gun-calibration exercise at Destiny Range, Mosul, Iraq,Soldiers make the earth tremble as they fire more than 30 rounds from an M I 09A6 Paladin. April 23. 20 I0. team was split in two, and an alternative program of instruction was developed to support the needs of this light unit. The result was the successful equipping of the 4-25 FA in Afghanistan with the LW I55 with no adverse effects to other fieldings. Robotic Systems Joint Project Office (RS JPO) Equips the Joint Warfighter with Unmanned Ground System Capabilities The RS JPO is speeding robotic technologies to the field to help revolutionize combat operations. This Joint (U.S. Army and U.S. Marine Corps) Project Office is responsible for managing the development, acquisition, testing, systems integration, product improvement and fielding of the robotic systems that are forming an essential capability for the modern Warfighter. The RS JPO's actions and strategy for equipping the Joint Warfighter through modernization of unmanned ground system capabilities include: Sold1ers are the DeCisive Edge Increased mission capabilities provided through the integration of multiple payloads from other program offices and laboratories; Building modularity and commonality into a fleet of mission applicable size class platforms; Providing architecture and interface standardization for interoperability and network readiness; and, Adding agility and increased operational effectiveness through the integration of intelligent/semi-autonomous behaviors for navigation and manipulation. In FYI 0, RS JPO improvements to the TALON, MARCBot and PackBot systems provided increased agility, mobility, SWaP-C (Size,Weight and PowerCost) and transportability. In response to a Joint Urgent Operational Need Statement, more than 200 Small Unmanned Ground Vehicle 310 MiniExplosive Ordnance Disposal (EOD) robots were fielded, providing a sub-35-pound EOD and counterimprovised explosive device robotic capability to Joint EOD technicians. The first of these robots were deployed in the spring of 20 I 0 to support the Marine offensive in Helmand province. Also in FYI 0, the RS JPO deployed more than 1,000 unmanned ground systems to Operations Enduring Freedom and Iraqi Freedom and stood up three new Joint Robotic Repair and Fielding Detachments in support of combat operations. Subordinate Organizations Project Manager Ground Combat Vehicle Project Manager Heavy Brigade Combat Team Project Manager joint Lightweight Howitzer In total, RS JPO is responsible for sustaining more than 3,000 robots in both theaters. The organization works closely with other government agencies to ensure cost, schedule and performance parameters are met and that Soldiers and Marines received the right equipment at the right time with the right support to win and come home safely. The Mini-EOD's wearable operator control al lows for dismounted operations. Project Manager Robotic Systems Joint Project Office Project Manager Stryker Brigade Combat Tearn PEO Ground Combat Systems www.peogcs.army.mil PEO Integration Overview Program Executive Office Integration (PEO I) is a key Army Brigade CombatTeam (BCT) Modernization supporting organization , providing systems engineering, integration and test/evaluation expertise to enable the fielding of fully integrated and tested Capability Packages composed of vehicles, network elements, equipment and supporting infrastructure to modernize BCT s in conjunction with the Army Force Generation (ARFORGEN) process. The BCT modernization strategy will build a versatile mix of mobile , networked BCT s that will leverage mobility, protection , information and precision fires to conduct effective operations across the spectrum of conflict. The BCT Modernization Plan is informed by the comprehensive lessons learned from more than eight years of war, focuses on the evolving needs of ourWarfighters in a rapidly changing security environment and exploits the knowledge and technologies developed under the Future Combat Systems program. Incremental Capability Packages are at the core of modernizing the BCTs and will support incremental fielding of the best technology available from the research and development base to meet the challenges of the current fight, while leveraging the continually evolving combat environment to develop future capabilities. PEO I ensures integration across the PEOs and their associated portfolios that support the Capability Package materiel solutions. PEO I utilizes the Family-of-Systems approach to ensure integration and interoperability between Army Programs of Record (PORs), current force systems, urgent need systems and other Doctrine , Organization, Training, Leadership and Education, Personnel and Facilities elements to achieve integrated incremental unit Capability Packages. 70 &. Success Stories Low Rate Production Early IBCT Capabilities Integrated by PEO l's Program Manager Infantry Brigade Combat Team (PM IBCT) , Increment I equipment and network forms a part of the first Capability Package-this package will be fielded to a total of nine IBCTs starting in 20 II . Increment I, consisting of the Small Unmanned Ground Vehicle (SUGV), Unattended Ground Sensors, Class I Unmanned Air System and the Network Integration Kits that allow for the sharing of sensor data, is not the total package but makes up a part of it. These items have successfully passed a 2009 limited user test allowing them to enter Low Rate Initial Production (LRIP) in 20 I 0. The LRIP capabilities will be fielded to the 3rd IBCT, Ist Armored Division, in 20 I I and then undergo initial operational test and evaluation by that unit in later that year. Other capabilities in the package include: Human Terrain Teams (at battalion level) , Advanced Precision Mortar Round and Ground Soldier System. Capability Packages are aligned with the Army's ARFORGEN cycle-they are adaptive and will be delivered to units preparing for deployment. These bundles of capabilities can include organization and training in conjunction with materiel to fill the highest priority shortfalls and mitigate risk for Soldiers. The incremental deliveries can build upon one another as the Army continually Sold iers use the SUG\1, integrated by PEO I and managed by PEO Ground Combat Systems, during tunnel clearing evaluation exercises at White Sands Missi le Range, NM. ~ 71 adapts and modernizes . PEO I is also working the next increment of network and unmanned technical solutions to support the second Capability Package, which should field by 20 IS. Brigade Combat T am Integration Exerc.ise PEO I served as a key player in the Brigade Combat Team Integration Exercise (BCTIE), a demonstration designed to help the Army continue to formulate its integrated tactical network available to Soldiers at all echelons of the BCT. The exercise brought together technology for the infantryman on the ground, the mounted Soldier using the latest in armored vehicles, the aviator, the drone operator and the commander back at base. Soldier leaders up to company, brigade and battalion levels, sensors, unmanned aerial vehicles, networked vehicles on-the-move and command posts were able to connect over long ranges in Line-of-Sight limiting terrain. The BCTIE was designed to evaluate the progress of its battlefield network and was the first time aerial and ground communications components were linked to a single, integrated system through satellite and software programmable radios, and the first time the Acquisition Corps was able to bring all tactical network pieces together in an integrated fashion in an operationally relevant environment. The exercise, coupled with ongoing for-the-record testing and evaluation of a number of capabilities in 20 I 0, will help inform the long-term network strategy while defining how to devote resources and focus priorities for continued network development cycle. Soldiers ofthe Army Evaluation Task Force use Increment I network capabilities in a Tactical Operations Center as part of 20 I 0 capabi lity testing and evaluation at Fort Bliss. TX. Soldiers using this advanced tactical network will be able to share sensor data across all eche lons of the Brigade CombatTeam. http: //www.bctmod.army.mil PEO Integration PEO Intelligence, Electronic Warfare and Sensors Overview Program Executive Office Intelligence, Electronic Warfare and Sensors' (PEO IEW&S) vision is acquisition excellence in providing superior capability to Soldiers to immediately and completely understand the environment by providing sensors and assimilating sensor information into relevant, timely products. These products can be used for targeting, situational awareness, force protection and reconnaissance , surveillance and target acquisition (RSTA). IEW&S systems are integrated into the network's layers and enable persistent surveillance, allowing the Joint Warfighter to control time , space and the envi ronment, while greatly enhancing survivability and lethality. PEO IEW&S rapidly transforms requirements and validated field requests into reality and leads in most critical current operations efforts , including: counter-improvised explosive devices (lED) ; sensors for counter-rocket and mortar; the intelligence, surveillance, and reconnaissance (ISR) surge; and the Integrated Intelligence Architecture. We are responsible for a combination of more than 90 programs of record and quick-reaction capabilities. Addressing Soldiers' needs and providing them with capabilities in the most effective and financially responsible manner is paramount to our success. These systems are integrated with other intelligence communities into a system , data and transport architecture that federates ISR, force protection and RSTA collection capabilities, data repositories , services and exploitation capabilities across coalition boundaries. Fielded assets range from airborne and ground sensors to the networks and analysts tools used to exploit the large amounts of collected information. Amongst the fielded systems is Task Force Observe, Detect, Identify and Neutralize , which was originally developed to take back the roads in Iraq and is currently supporting efforts in both theaters with a combination of manned and unmanned aircraft. · PEO Intelligence, Electronic W a rfare and Sensors Success Stories Afghan Mission Network (AMN) The PEO IEW&S team responds to specific theater challenges through aggressive interaction with theater leadership to develop and implement creative solutions in conjunction with leadership priorities. These solutions are providing increased capabilities throughout Operation Enduring Freedom (OEF) . With the arrival of Full Motion Video (FMV) sensors, PEO IEW&S developed an integrated FMV Architecture that is being implemented throughout OEF. The architecture relies on leveraging existing systems and proven solutions to ensure video is viewable to the widest audience possible. This architecture development initiative has allowed for the distribution of critical meteorological data to support fire missions using the existing Global Broadcast System Architecture for support to U.S. Army and U.S. Marine Corps fire missions. This architecture development has also supported the dissemination of the Biometrics Watch List and distribution of PEO IEW&S has supported the ISR surge with a full complement of air and ground assets thickening the ISR coverage in OEF and OIF. geospatial RSTA products. Solutions developed in collaboration with the Central Command team for the Tactical Integration effo r t have become the foundation for the AMN. orce Protection As irregular wa rfare drives the demand for advanced , asymmetric force protection, GEN David Petraeus envisioned a need for an agile, organic, scalable sensor and response architecture at all echelons . The response was the base expeditionary target and surveillance systems-combined (BETSS-C), which is prov iding a system-of-systems (SoS) architecture that integrates the int elligence and surveillance sensor data of tact ical and operations level ground/air assets to inform force protection at the local command echelon. Providing day and night sensor coverage and an ability to use sensors collaboratively and cooperatively in support of both defensive and offensive operations are essential missions for the BETSS-C. This is accomplished th rough leveraging Army (force protection suite, counter-fire target acquisition radars, unattended ground sensors, unmanned aerial systems, counter-rocket a rtillery mortar, aerostats, fixed/mobile tower sensors) and Joint Integrated Base Defense SoS investments in asymmetric force protection assets , data and architectures. Fielded to hundreds of bases, Forward Operating Bases and Joint Security Station/ Command Observation Post echelons, BETSS-C has been credited w ith protecting thousands of Coalition troops while providing persistent surveillance and targeting information for local command prosecution. Forensics analysis coupled with intelligence data allows for preemptive operations against the enemy. Commanders who are using BETSS-C sensors are finding that they fulfill their long-range and short-range situational awareness requirements . The sensors provide much needed targeting and ,, 75 Soldiers from the 82nd Airborne Division train on the BETSS-C. which is being utilized in Afghanistan and Iraq providing force protection at deployed locations. Subordinate Organizations Project Director Aircraft Survivability Equipment Product Manager Infrared Countermeasure Project Director Army Special Program Office/Tactical Exploitation of National Capabilities Product Director CI/HUMINT Automated Reporting and Collection System Product Director CombatTerrain Information Systems Product Director Machine Foreign Language Translation Systems Project Manager Aerial Common Sensors Product Director Task Force Observe, Detect, Identify, and Neutralize Product Manager Aerial Common Sensor -Integration Project Manager Distributed Common Ground System -Army Product Manager DCGS-A Intelligence Fusion Product Manager DCGS-A Mobile Systems surveillance capabilities throughout the battlefield and increase the force protection posture while reducing the perimeter security manpower requirements. Commanders in OEF, Operation Iraqi Fre edom (OIF) and Operation New Dawn have successfully employed BETSS-C to detect, identify and recognize emerging threats an d employ tactical capabilities to defeat those threats, protecting lives and equipment. It is the " new standard" for tactical force protection. Product Manager Integrated Broadcast Service Te rmi nals Project Manager Electronic Warfare Product Director Tactical Data Terminals-Space Product Manager Counter Radio Controlled Improvised Explosive Devise (RCIED) Electronic Warfare Product Manager Information Warfare Product Manager Prophet Product Manager Intelligence, Surveillance and Reconnaissance Project Manager Navigation Systems Product Director Global Positioning System Product Manager Joint CombatTarget Identification -Ground Project Manager Night Vision/Reconnaissance, Surveillance and Target Acquisition Product Manager Forward Looking Infrared Radar Product Manager Integrated Tactical Systems Product Manager Radars Product Manager Robotics and Unmanned Sensors https://peoiews.monmouth.army.mil PEO Intelligence, Electronic Warfare and Sensors PEO Missiles and Space Overview Program Executive Office Missiles and Space (PEO MS) provides centralized management for all Army tactical and air defense missile programs and selected Army Space programs. PEO MS is part of the Life Cycle Management Command at Redstone Arsenal, AL, enhancing the PEO's ability to provide the world's finest support while continuing the Army's modernization . The portfol io of programs assigned to PEO MS spans the acquisition process's full spectrum. A number of programs are Joint programs developed with other Services. Two programs within the PEO are international programs. PEO MS applies a system-of-systems acquisition approach to meet Warfighters' needs and obtain the Army Air and Missile Defense (AMD) Force's desired capabilities. This approach requires systems to be restructured into components of sensors, launchers, missiles and battle management command, control, communications, computers and intelligence with a standard set of interfaces and networks. The Army's Integrated AMD acquisition approach will ensure timely, effective and affordable materiel solutions for the Army's AMD Force. Success Stories Hellfire Missile Systems Forward Test and Repair Facility Opened on Arabian Peninsula Facility Increases Readiness and Support to the Warfighter The Hellfire missile system is the air-to-ground precision-strike weapon of choice for Central Command (CENTCOM) with more than 13,000 missiles fired in Operation Enduring Freedom and Operation Iraqi Freedom (OEF/0/F) . However, as with all weapon systems, repairs to the missiles are sometimes necessary. Until the Hellfire Missile Systems Forward Test and Repair Facility opened in April 20 I 0, Hellfire missiles requiring testing and repairs were returned to the United States. These repairs took up to two-and-one-half years, cost an average of $12,000 per missile and had a negative impact on missile readiness and availability. Hellfire Missile Systems Forward Test and Repair Facility on Arabian Peninsula. The solution to this problem was to open a test and repair facility in CENTCOM's Area of Responsibility. In June 2009, an Army-level Blackbelt Lean Six Sigma project was initiated to define, measure, analyze, improve and control the process of theater reset and retrograde operations. Through a continuous process improvement model, a solution to the Warfighter's problem was provided which called for the development and fielding of the Hellfire missile forward test and repair facility. In February 20 I 0, a Joint Munitions Systems Project Office fielding team began installing, validat ing and verifying capabilities, which include testing Hellfire variants, performing external repairs and improving materiel availability. The facility was opened on April 30, 20 I 0, and in its first month of operation the facility returned to service 77 Hellfire missiles with a cost savings of $864,000. The Blackbelt project forecasted that during the first year of operations, reset times would decrease from two-and-one-half years to 90 days, and theater missile readiness and availability would increase by I 0 percent. The facility will support Joint services starting in October 20 I 0. This continuous improvement project will preserve precious tax dollars by reducing test and repair cycles; reducing material shipping and handling times; and increasing usable shelf life. In addition to reducing cost, this forward positioned maintenance capability will ensure maximum equipment availability for combat operations and is an excellent example of material developers providing in theater support for our deployed troops. Avenger MJP .50 Caliber Machine Gun testament to how different organizations, working Replaces Antiquated Kiowa Warrior System together, can provide a rapid , viable solution to support critical Warfighter needs. In response to an Operational Needs Statement, it was necessary to replace the inadequate an d unreliable gun system on the Kiowa Warrior OH 580 helicopter. The Aviation and Missile Command (AMCOM) in conjunction with PEO MS and PEO Aviation identified the Avenger's M3P .50 caliber machine gun as the solution. The M3P machine gun is a lightweight, reliable gun system with a level of lethality greater than or equal to the helicopter's previous XM296 machine gun and more suited for close fighting situations encountered in urban environments. Due to the Army's decision to downsize the Avenger fleet, excess M3P machine guns were available to support this effort. After integration and development of a mounting system, M3P fielding began on Kiowa Warrior helicopters. The report from theater is that there are no gun problems now with Kiowa helicopters that have the M3P and pilots come back raving how accurate and dependable it is. To date, M3P guns used on Kiowa helicopters in theater have fired more than 1.6 million rounds of ammunition. This effort is a true Here, a Kiowa Warrior O H-580 helicopter fires the Avenger M3P machine gun. Subordinate Organizations Close Combat Weapon Systems Project Office Precision Fires Rocket and Missile Systems Cruise Missile Defense Systems Project Office Project Office Integrated Air and Missile Defense Project Office Responsive Space Operations Project Office (Provisional) Joint Attack Munition Systems Project Office Upper Tier Project Office Lower Tier Project Office PEO Simulation,Training and Instrumentation Overview Program Executive Office Simulation, Training and Instrumentation (PEO STRI) provides responsive simulation , training and testing solutions for the Warfighter and the Nation . PEO STRI offers life-cycle support for the Army's most advanced training systems around the world. The organization executes programs valued at more than $3 billion with a workforce of nearly I ,200 military, civilian and contractor personnel. PEO STRI's Acquisition Center manages more than 950 contracts valued at more than $10 billion. The Army acquisition agency sustains 335 ,000 training systems at 480 sites worldwide, including 19 foreign countries. In addition, PEO STRI's Foreign Military Sales program supports countries around the world. Headquartered in Central Florida's Research Park, the organization also has geographically separated offices in Redstone Arsenal, AL; Fort Bliss,TX; and Fort Huachuca, AZ. Every Soldier deployed to a theater of operation has trained on a PEO STRI training device. PEO STRI: Mission First, People Always. Army Strong! Success Stories EST 2000 Trains Soldiers Where, When and How to Shoot All U.S. Soldiers train on the Engagement Skills Trainer 2000 (EST 2000) before they ever fire a live round. The life-size, life-like simulator provides marksmanship training to Soldiers through hundreds of interactive vignettes ranging from military police procedures to maritime force protection scenarios to full-on combat operations. The EST 2000, a virtual marksmanship trainer, provides a critical capability for leaders to train Soldiers. The training device provides Soldiers the opportunity to learn "what's right," make mistakes and learn from their mistakes. Leaders can also measure performance and then work on areas that need focus. "A high percentage of Soldiers who train using a virtual marksmanship trainer will qualify the first time they go to a live-fire range," said MAJ Tom Nguyen, who manages the EST 2000 program for PEO STRI. In addition to enhancing a Soldier's proficiency, the EST 2000 provides safe and cost-effective training. "While the Army has avoided millions of dollars in costs through its use of the EST 2000, the true value of virtual marksmanship is that it allows a Soldier to conduct training leading to weapon proficiency, combat effectiveness and, ultimately, survivability on the modern battlefield," Nguyen said. In 200 I, PEO STRI started providing marksmanship training via the EST 2000 and the program quickly gained momentum. Then in 2006, the Army recognized the importance and effectiveness of t . .--.·:_~= •. ... ~~... ' .. ., . •! ::d:~-~11.~,:.-.· -....... ___~ ' " - .f I .· i4S ' . ' ·-'j . . The EST 2000 enables Soldiers to go through initial and sustainment marksmanship training. along with collective gunnery and tactical instruction. this training program, and the EST 2000 became a critical part of the Army's marksmanship training strategy such that Soldiers spend at least eight hours training on this virtual device before they undergo live gunnery training. Today, more than 750 EST 2000s are training U.S. Soldiers across the globe, including those stationed in Afghanistan and Iraq. The EST 2000 also trains law enforcement officials and allied armies. edical Training Saves Lives on the Battlefield Before U.S. Soldiers deploy to a theater of combat operations, they undergo combat casualty care training at one of PEO STRI's Medical Simulation Training Centers (MSTCs). Since the start of the MSTC program in 2006, more than I,200 lives have been saved in combat because of this training. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1ers are the DeCISive Edge Since 2006. the MSTC program has saved more th an 1.200 lives in combat situations. Through this instruction , Soldiers learn how to treat the three most preventable combat deaths: a collapsed lung, a blocked airway and blood loss. Student Soldiers can also practice intubations, tracheotomies, inserting catheters, applying splints, treating chest wounds and inserting IVs. To study these lifesaving techniques, trainees Subordinate Organizations Program Manager Field Operations Project Manager Combined Arms Tactical Trainers Project Manager Constructive Simulation Project Manager Future Force Simulation receive classroom-based instruction to learn how to apply medical treatment in a high-stress combat environment. After the students complete their coursework, their knowledge is validated on this simulated battlefield. The simulated battlefield contains combat conditions like smoke darkness, loud sounds, rancid smells and intense heat, for example. It also includes simulated combat victims, or mannequins, that are physiologically based and their survivability depends on what the trainee does or does not do. If a student fails to administer proper care, the simulator will deteriorate and shut down . Conversely, the student can successfully treat the simulator, and the mannequin's conditions will improve. The Soldier's actions are monitored and recorded in the master patient monitoring station. If the simulator "dies," the Soldier is retrained in the classroom and reassessed. Warfighters who have received medical training through PEO STRI's MSTC program said they are learning critical skills that increase survivability on the battlefield. Project Manager Instrumentation, Targets, and Threat Simulators Project Manager Training Devices www.peostri.army.mil PEO Stmulation . Trammg and lnstrumentatton PEO Soldier Overview Since its creation in 2002, Program Executive Office (PEO) Soldier has outfitted Soldiers with the best products available both to protect their lives and to advance their missions. PEO Solider is responsible for nearly everything the Soldier wears or carries, and few organizations are more intimately tied to the Soldier. PEO Soldier has evolved over the years to keep pace with advances in technology and changing operational needs, as have its products. As it continues into the future, PEO Soldier will remain dedicated to making Soldiers more lethal and survivable in any operating environment. 86 i ' Success Stories M 14 Enhanced Battle Rifle (EBR) For units operating in Afghanistan, it became apparent that adding an extended range capability at the squad level would help them overcome the enemy tactics and terrain challenges they faced . Consequently, light infantry units such as the I 0 I stand 82nd began issuing older M14 7.62mm rifles to the squad designated marksman. Once the standard issue Army service rifle, the M14 offered units an asset with excellent accuracy and effectiveness at longer ranges. However, due to the age of the available systems, Soldiers began conducting modifications to bring the weapons up to date. In response to Soldier needs, the Army authorized a standard upgrade to the M14 and turned the program over to PEO Soldier's PM Soldier Weapons for management in concert with the Department of the Army and TACOM Rock Island . The upgrades include: replacement of the wooden stock with an aluminum chassis, a new adjustable buttstock and cheek rest, an M4-style pistol grip and a Military Standard 1913 Rail for mounting a Mark 4 tactical scope. Since 2009 , 5,000 M 14 Rifles have been upgraded for use by operational units in theater, with an additional I ,200 systems scheduled for upgrades in the immediate future. Units can request the M14 EBRs by submitting an Operational Needs Statement to the Army G3 . Once a unit's deployment is complete, the EBRs are returned, reset and reissued to follow-on units, providing them the additional and upgraded capability to better perform their mission . Dedicated to making Warfighters more lethal and survivable in any operating environment. PEO Soldier is responsible for nearly everything the Soldier wears or carries. Soldier Plate Carrier SystE'm Until January 20 I0, Soldiers serving in the challenging terrain of Afghanistan had the same body armor as Soldiers serving in the desert environments of Iraq. Now, Soldiers engaged in Operation New Dawn have an alternative that provides vital protection but weighs at least 4.7 pounds less than the Interceptor Body Armor (I BA), depending on configuration. The new Soldier Plate Carrier System, which allows for maximum mobility, is designed as an alternative, not a replacement, for the Improved Outer Tactical Vest (IOTV) , the core of the IBA system. Both systems serve to provide Soldiers in combat with protection from enemy small-arms ballistic threats. In the rapid acquisition of this new system, PEO Soldier worked closely with the U.S. Army Infantry School, the Army Test and Evaluation Command, North Carolina State University, the Army Research Laboratory's Survivability/Lethality Analysis Directorate and the Rapid Equipping Force to assess the performance of commercial-off-the-shelf Subordinate Organizations Project Manager Soldier Protection and Individual Equipment Product Manager Soldier Clothing and Individual Equipment Product Manager Soldier Protective Equipment Project Manager Soldier Sensors and Lasers Product Manager Soldier Maneuver Sensors Support Product Manager Soldier Precision Targeting Devices plate carriers. The Army also drew on the results of a Soldier Protection Demonstration, in which 36 Soldiers provided more than I 0,000 pages of comments on the form, fit and function of six commercial plate carrier vests that they field-tested along with a scaled-down version of the IOTV. Through these assessments, the Army gained a thorough understanding of plate carrier performance, both from the perspective of Soldiers and through the perspective of scientists and engineers who examined ballistic, burn, environmental and survivability data. This information was used to inform Army leadership of plate carrier capabilities and to refine requirements. In September 2009, the Army G-3 approved a requirement for the plate carrier. Just a month later, PEO Soldier awarded a contract for 57,000 Soldier Plate Carrier Systems. Fielding began in January 20 I 0, and production was complete at the end of March 20 I 0.The initial receiving units were identified by U.S. Forces-Afghanistan. The first phase of fielding was also completed in March 20 I0, and additional fielding is being planned. Project Manager Soldier Warrior Product Manager Air Warrior Product Manager Ground Soldier Product Manager Mounted Soldier Project Manager Soldier Weapons Product Manager Crew Served Weapons Product Manager Individual Weapons http:// peosoldier.army.mil PEO Soldier U.S. Army Acquisition Support Center Overview The U.S. Army Acquis ition Support Center (USAASC) is a Direct Reporting Unit to the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)). USAASC supports the Army's acquisition mission through superior personnel development systems and management support capabilities, enabling the most effective equipping of the Nation's forces while maintaining an internal culture of constant organizational improvement. USAASC's focus on institutional management of the U.S. Army Acquisition Corps (AAC) and the AL&T Workforce includes effective career management tools and career development initiatives for more than 43,000 military and civilian acquisition personnel. USAASC provides seamless support to the Army acquisition community through superior leadership, professionalism, quality, competence and commitment. This support is provided in the form of customer service to ASA(ALT)'s Program Executive Offices, Acquisition Commands, Direct Reporting Program Managers and the overall AL&T Workforce in the areas of resource management; human resources management; acquisition career development; regional outreach; force structure and manpower; strategic planning and analysis; and strategic communications. 90 •. Success Stories Strengthening the AL&T Workforce In response to the Secretary of Defense (SECDEF) April 2009 directive to grow the defense acquisition workforce with 20,000 new positions by FY IS, the Army has hired more than 900 new personnel since FY09 and in-sourced more than SOO positions in FYI 0 that were determined to be inherently governmental or closely associated with inherently governmental functions. Panels for Documentation of Civilian Manpower Equivalents determined that 4,000 of these positions were in the field of acquisition. To address additional hiring requirements for FYs I I through IS, the Army developed an acquisition workforce growth task force. The task force processed, analyzed and vetted requirements for initial funding, using the Defense Acquisition Workforce Development Fund (DAWDF) to "prime the pump" with salary dollars for up to three years. The Army new hire target for sustained acquisition growth is 1,88S positions by FY IS. The Director for Acquisition Career Management (DACM), who also serves as the Principal Military Deputy to the ASA(ALT), is responsible for the health and welfare of the acquisition workforce. USAASC is dedicated to ensuring that the AL&TWorkforce is trained and ready to support our Soldiers. DESIGN • DEVELOP • DELIVER • DOMINATE Along with his Deputy DACM (DDACM), who is also the USAASC Director, the DACM supports the initiative to grow and enhance the capabilities of the acquisition workforce. As workforce growth occu rs, these leaders will focus training resources and leadership development efforts to sustain the additional personnel , as well as to support and manage career development initiatives. Defense Acquisition Workforce Development Fund Section 8S2 of the National Defense Authorization Act of 2008, Public Law No. II 0-181 , directed the establishment of the DAWDF. This fund enables DOD to recruit, hire, develop, train , recognize and retain its acquisition workforce. It provides a method for the DACM and DDACM to enhance new training and development initi atives and to support the SECDEF in growing the acquisition workforce , as well as to provide for recru itment and retention incentives. A focus on human capital strategic plan ning (HCSP) at the DDACM level ensures that appropriate levels of funding are provided to address the health of the acquisition workforce with regard to training, development, recruitment and retention . Currently, DAWDF initiatives have the following emphasis within the Army: Recruitment in line with the SECDEF initiative and according to the Army task force requirement results. Continued focus on recommendations in the Report of the Commission on Army Acquisition and Program Management in Expeditionary Operations (the Gansler Commission Report). • Necessary enhancements to information systems to boost career planning, HCSP reporting and online application systems. Planned workforce initiatives, specifically with regard to r ight-sizing (recruitment and training), Soldters are the Demtve Edge development (training and education at all levels) and recognition and retention incentives. A focus on ensuring that all required workforce members attend Defense Acquisition University (DAU) or equivalent training to obtain required acquisition career field certification. HCSP addresses acquisition workforce attrition, and the data provide a basis for civilian incentive program initiatives targeted at the correct acquisition populations. Career Development In line with the Defense Acquisition Workforce Improvement Act of 1991 ,a DACM strategic goal is to assure a professional AAC workforce that is educated and properly trained to support the Army's transformation and to sustain and improve current weapon systems critical to the support of our Soldiers. To ensure that this goal is met,the DDACM provides the best education and career development opportunities possible to create a qualified AL&TWorkforce that is properly trained, educated and poised to meet the future needs of our Joint forces . The readiness and sustainment of a professional civilian and military workforce (Active, Reserve and National Guard) depends on the support from leaders and professional development. USAASC addresses the ASA(ALT) strategic priority to continue Subordinate Organizations Acquisition Career Development Force Structure and Manpower Human Resources Management Resource Management to rebuild and enhance the capability of the Army Acquisition Workforce by sponsoring Acquisition, Education, Training and Experience opportunities and DAU training. The AETE program provides tuition assistance, education, training and leadership opportunities aimed at further professionalizing the Army's acquisition workforce . Additionally, USAASC ensures that our future leaders acquire a broad knowledge base, balancing quality education, leadership training and career-broadening opportunities designed to enhance leaders' technical proficiency. In addition, the 14 acquisition career fields have Proponency Officers, who are advocates for each area by serving as the DACM/DDACM representative at Functional Integrated Product Teams to provide the Army voice to DOD. Proponency Officers ensure that the Army's acquisition workforce is supported in career training paths and in applicable and focused certification training. Acquisition Career Managers provide a customer focus to assist AL&T Workforce members with regard to the Career Development Model, a pyramid approach focused on the three levels of certification plus gaining functional expertise; leveraging education, training and experiences to broaden multi-level skills; and applying strategic leadership competencies. Support personnel available via e-mail, phone and online help desk assist individuals with required certification training, AAC membership applications, leadership development opportunities and general questions. Strategic Communications Strategic Planning and Analysis Workforce Management http://asc.army.mil U.S. Army Acqu1s1t1on Support Center U.S. Army Chemical Materials Agency Overview The U.S. Army Chemical Materials Agency (CMA) is Creating a Safer Tomorrow Today by overseeing the Nation 's secure storage of chemical agents and munitions and leading the world in safe chemical weapons destruction . CMA has a demonstrated history of safely assessing and disposing of recovered U.S. chemical weapons and related materials and eliminates stored and recovered chemicals through fixed facilities and mobile technologies . CMA is responsible for the Project Manager-Chemical Stockpile Elimination , which manages the safe treatment and disposal of chemical weapons using incineration and neutralization technologies, and the Non-Stockpile Chemical Materiel Project (NSCMP), another major component of the destruction mission area that uses a variety of fixed facilities and mobile assessment and treatment technologies to treat recovered chemical warfare materiel. CMA oversees the safe storage of the Nation 's chemical weapons stockpile before its ultimate destruction ; manages a National Inventory Control Point and National Maintenance Point to ensure the stockpile is maintained safely; partners with the Department of Homeland Security in the Chemical Stockpile Emergency Preparedness Program to ensure effective emergency preparedness of the communities surrounding the stockpile storage sites; and is meeting its commitment to rid the world of chemical weapons . CMA is fully committed to its missions of safe storage and destruction. As of mid-August 20 I 0, the United States has safely destroyed more than 23,500 tons of chemical agent-78 percent of the Nation's chemical agent materiel-and CMA upholds the Chemical Weapons Convention international treaty destruction milestone of 20 12. Success Stories After Safely Completing Chemical Weapons Disposal Operations in 2008, CMA Safely Closes the Newport Chemical Depot in 20 I 0 On Aug. 8, 2008, personnel at the Newport Chemical Agent Disposal Facility (NECDF) in Indiana completed stockpile elimination at the Newport Chemical Depot (NECD). Shortly thereafter, personnel started site and depot closure activities. The facility was safely decontaminated and dismantled by December 2009. On Thursday, June 17, 20 I 0, the NECD held a deactivation ceremony-casing its colors. The ceremony commemorated the many achievements of the Newport workforce and marked the successful completion of the final Army mission at Newport; actual turnover of NECD to the Department of the Army Base Realignment and Closure occurred July 18, 20 I 0. Officials from NECD and CMA headquarters commemorated the accomplishment with the Newport workforce. Ceremony speakers included CMA Di rector Conrad Whyne; Newport Commander LTC William Hibner; and Deputy Assistant Secretary of the Army for Elimination of Chemical Weapons Carmen Spencer. Here, the Uti lity Building is being razed at the N ECDF, NECD. NEC D was established in 1941 as the Wabash River Ordnance Works. Multiple military defense projects occurred on the depot grounds, from the production of RDX, Heavy Water and TNT, to VX ne rve agent and its ult imate destruction at the NECDF. Indiana is the third U.S. site where CMA has completely eliminated the threat posed by chemical agent stockpi les, as well as the third site CMA has closed. There are four remaining CMA disposal facilities in operation. For nearly 40 years, the NECD safely stored I ,269 tons of liquid chemical agentVX in I ,690 steel containers. Neutralization operations began May 5, 2005, and lasted 39 months. Physical closure took an additional 16 months. NECD and its generations of employees leave a legacy of dedicated service to their children, community and country. They truly have made chemical weapons history-leaving the world a safer place . CMA Uses Pine Bluff Explosive Destruction System (PBEDS) to Destroy Largest Collection of Non-Stockpile Chemical Munitions in the United States CMA's accomplishments conti nue as its employees work safely toward elimination of the Nation's chemical weapons stockpile . Among those accomplishments is completion of the destruction of more than I ,200 chemical munitions on April 14, 20 I 0, by CMA's NSCMP. The PBEDS at Pine BluffArsenal, AR, milestone marks the completion of the destruction of all non-stockpile chemical materiel declared at the Nation's Entry-IntoForce of the Chemical Weapons Convention in 1997, and it underscores the United States' commitment to An Explosive Destruction System operator closes the 5,000-pound door before performing a helium leak test to confirm the vessel is properly sealed before treatment. the international treaty mandating destruction of the Nation's chemical warfare materiel. This accomplishment would not have happened without the dedication and hard work of CMA's personnel. It was truly a team effort-a team led by NSCMP, which included Pine BluffArsenal, Pine Bluff Chemical Activity, Edgewood Chemical Biological Center, 20th Subordinate Organizations Chemical Stockpile Emergency Preparedness Program Non-Stockpile Chemical Materiel Project Project Manager-Chemical Stockpile Elimination Anniston Chemical Agent Disposal Facility Chemical Agent Munitions Disposal System Newport Chemical Agent Disposal Facility Pine Bluff Chemical Agent Disposal Facility Tooele Chemical Agent Disposal Facility Umatilla Chemical Agent Disposal Facility http://www.cma.army.mil Support Command, CBRNE Analytical and Remediation Activity-West, Sandia National Laboratory, Idaho National Laboratory, Science Applications International Corporation and supporting workforces. The PBEDS team of operators, engineers, scientists and managers used their technical expertise to overcome challenges and move the project forwardkeeping safety as the number one priority. Several technology enhancements were fielded to support this project. One enhancement is the Advanced Fragment Suppression Shield, which greatly reduces solid waste and cuts the cost of each mission. Another technology enhancement included improvements in the processing of lewisite and resulted in a U.S. national patent for NSCMP personnel. This PBEDS milestone joins CMA's and NSCMP's major achievements, including destruction of the former production facilities and binary chemical weapons. As with each successful completion of a CMA mission, America, its Soldiers and the world are now a little bit safer. Stockpile Operations Anniston Chemical Activity Blue Grass Chemical Activity Deseret Chemical Depot Newport Chemical Depot Pine Bluff Chemical Activity Pueblo Chemical Activity Umatilla Chemical Depot U.S. Army Chem1cal Matenals A : enc U.S.Army Medical Research and Materiel Command Overview The U.S. Army Medical Research and Materiel Command (USAMRMC) is the Army's medical materiel developer, with responsibility for medical research , development, acquisition and medical logistics management. Headquartered at Fort Detrick, MD, with I I subordinate commands worldwide, USAMRMC ensures that our armed forces remain in optimal health and are equipped to protect themselves from disease and injury, particularly on the battlefield. Six medical research laboratory commands execute the science and technology program to investigate medical solutions for the battlefield , focusing on various areas of biomedical research including military infectious diseases, combat casualty care, military operational medicine , medical chemical and biological defense, and clinical and rehabilitative medicine. The command manages a large extramural research program with numerous contracts, grants and cooperative research and development agreements to provide additional science and technology capabilities from academic, private industry and other government organizations. Five additional commands focus on medical materiel advanced development, strategic and operational medical logistics and medical research and development contracting, to complete the full life cycle of medical materiel acquisition . MRMC is staffed with highly qualified scientists, program managers, logisticians, contracting experts and support personnel-the critical expertise in these areas ensures we have the medical capabilities the Army needs to fight and win on the battlefield. U .S. Army Medical Research and Materiel Command Success Story Keeping Soldiers Healthy USAMRMC is devoted to providing innovative medical solutions for the Soldier and the world. Diverse, multifunctional teams span the materiel development life cycle, from basic research in the laboratory to innovative medical products. USAMRMC has achieved multiple milestones since its inception in 1958 and realignment in 1994 to become a full life-cycle manager for all medical systems. Disease and non-battle injury casualty rates have significantly declined. Improvements in forward care and personal protective equipment have resulted in increased survivability on the battlefield in Operations Enduring Freedom and Iraqi Freedom . This caused a shift in medical research, redirecting the focus to prevention and treatment for traumatic brain injury, ocular injuries, amputations, compartment syndrome, post-traumatic stress disorder, other mental health disorders and rehabilitation. USAMRMC impacts Soldiers at every step from accession to deployment to demobilization. Six USAMRMC medical research laboratory commands execute the science and technology program to investigate medical solutions, including a focus on military infectious diseases, for the battlefield. Military operation medicine research is key to operational success. Soldiers volunteer for many crucial studies such as environmental health studies at the U.S. Army Research Institute of Environmental Medicine (USARIEM) in Natick. MA. Research results allow USARIEM to recommend product improvements for clothing, equipment, nutrition and pharmaceuticals by providing design specifications to improve individ~al Warfighter equipment and rations. DESIGN • DEVELOP • DELIVER • DOMINATE Sold1ers are the Dec1s1ve Edge Armed Forces Institute of Regenerative Medicine teams, working in research laboratories and clinics across the country, are using the latest research and advancements to repair, replace, restore and regenerate damaged tissues and organs-restoring hope to some of our most severely wounded. Here. University of Pittsburgh Medical Center surgeons perform a double hand transplant. Subordinate Organizations U.S. Army Aeromedical Research Laboratory U.S. Army Medical Research Institute of U.S. Army Institute of Surgical Research Chemical Defense U.S. Army Medical Materiel Agency U.S . Army Medical Research Institute of Infectious Diseases U.S. Army Medical Materiel Center Europe U.S . Army Research Institute of U.S. Army Medical Materiel Center Korea Environmental Medicine U.S. Army Medical Materiel Development Activity Walter Reed Army Institute of Research U.S. Army Medical Research Acquisition Activity