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Army Changes Facility Standards to Improve Energy Security

As of October 2010, the Army changed its policies on energy efficiency for buildings in an effort to become a “net zero” energy consumer by 2030. The policy changes aim to provide the Army with energy security by ultimately ensuring that the service can continue its mission without relying on the civilian power grid.

Among the changes are revisions to the Memorandum for Sustainable Design and Development Policy Update (Environmental and Energy Performance), from the Assistant Secretary of the Army for Installations, Energy, and Environment. The revisions set planning, programming, budgeting, design, and building requirements that reduce energy consumption for facilities by incorporating sustainable design and development principles based on guidance from the American Society of Heating, Refrigeration, and Air-Conditioning Engineers.

Some of the strategies the Army will use to reduce energy and water consumption, optimize energy efficiencies and performance, and reduce negative impacts on the environment include cool roofs, solar water heating, and storm water management. The Army Corps of Engineers’ preliminary analysis of the new construction standards indicates that the Army should see an energy saving of up to 45 percent.

The Army has also set goals to replace all incandescent lighting on Army installations within the next 5 years and to purchase only high-efficiency light bulbs for its owned and leased facilities and structures.

Though timelines have not yet been set, the Army is also considering plans for “net zero” water and waste consumption.

Army Contracting Command Renames Major Contracting Centers by Location

On 19 January, the Army Contracting Command renamed its seven major contracting centers to reflect their geographic locations. The centers’ names now are—

  • Army Contracting Command-National Capital Region, formerly National Capital Region Contracting Center, at Alexandria, Virginia.
  • Army Contracting Command-Picatinny, formerly JM&L [Joint Munitions and Lethality] Contracting Center, at Picatinny Arsenal, New Jersey.
  • Army Contracting Command-Aberdeen Proving Ground (C4ISR) [Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance], formerly CECOM [Army Communications-Electronics Command] Contracting Center, at Aberdeen Proving Ground, Maryland.
  • Army Contracting Command-Aberdeen Proving Ground (SCRT) [Soldier, Chemical, Research, and Test], formerly RDECOM [Research, Development and Engineering Command] Contracting Center, at Aberdeen Proving Ground.
  • Army Contracting Command-Redstone, formerly AMCOM [Army Aviation and Missile Command] Contracting Center, at Redstone Arsenal, Alabama.
  • Army Contracting Command-Warren, formerly TACOM Contracting Center, at Warren, Michigan.
  • Army Contracting Command-Rock Island, formerly Rock Island Contracting Center, at Rock Island Arsenal, Illinois.

The contracting centers provide acquisition, con-tracting, business advisory, production support, and depot-level maintenance services in acquiring, fielding, and sustaining Army weapon systems, services, and Soldier support.

Largest Fuel Shipment of Operation Enduring Freedom Delivered to Remote Base in Afghanistan

Over 2 days in January, three C–17 Globemaster III aircraft airdropped a total of 20,000 gallons of JP8 fuel to the support battalion of Task Force Currahee, 101st Airborne Division, near Forward Operating Base Waza Khwa in the Paktikah province of Afghanistan. The mission provided the remote base with a 30-day supply of fuel—the largest delivery to a remote location during OEF.

Each plane dropped 40 bundles, for a total of 120, with each pallet containing four 55-gallon drums of fuel. As the bundles landed, Soldiers from Task Force Currahee collected and stored the pallets to prepare for the next drop.

According to Lieutenant Colonel Stacy Maxey, the air mobility liaison officer for Combined Joint Task Force 101, the mission was a perfect example of how joint operations should work. “From the Army riggers who palletized the JP8, to aerial porters and load masters who put the pallets on the plane, to the C–17 crew that delivers the supplies, right down to the Army contingent here who recovered the supplies—this was a total force mission proving we are all in.”

The fuel was delivered while the base had only 11 days worth of fuel left on hand, and air delivery is the only method of supply available to the base. Because of a lack of roadway infrastructure and security, convoys have not resupplied the base in 3 years.

Fuel shortages to remote operating bases such as this one only make it harder to improve security. “Without this resupply, we can’t run our vehicles, we have no (security force) patrols, we can’t communicate,” said Lieutenant Colonel Davis Preston, commander of the support battalion. “Fuel is critical to our survival, and these airdrops make it possible to sustain the mission.”

Army Fiscal Year 2012 Budget Request Reflects Decline in Contingency Operations Spending

President Barack Obama’s proposed budget for the Army was submitted to Congress on 14 February. The fiscal year (FY) 2012 budget request totals $215.974 billion, a $29.552 billion, or 12 percent, decrease from the FY 2011 request. Close to one-third of the funding, 32.9 percent, is requested for overseas contingency operations (OCO). The President is asking $71.107 billion for OCO, a decrease of $30.987 billion, or 30.35 percent, from the FY 2011 OCO request. The President is also asking for a $144.867 billion base budget, an increase of $1.435 billion, or 1 percent, over the FY 2011 base request.

Spending requests by major category, including OCO, are—

  • Military personnel: $63.580 billion (a decrease of 3.33 percent from the FY 2011 request).
  • Operation and maintenance: $89.793 billion (15.97 percent less than the FY 2011 request).
  • Procurement: $24.343 billion (down 19.58 percent).
  • Research, development, test, and evaluation: $9.693 billion (a decrease of 7.54 percent).
  • Military construction: $4.290 billion (down 30.82 percent).
  • Family housing: $682 million (up 11.62 percent).
  • Joint Improvised Explosive Device Defeat Fund: $2.799 billion (down 19.24 percent).
  • Chemical demilitarization: $1.63 billion (up 2.39 percent).
  • Afghanistan Security Forces Fund: $12.8 billion (up 10.16 percent).
  • Iraq Security Forces Fund: $0 (down 100 percent from the FY 2011 request of $2 billion).

In FY 2012, the procurement request includes funding for the acquisition of—

  • 75 UH–60 Black Hawk helicopters for $1.597 billion.
  • 48 CH–47 Chinook helicopters, including 33 new and 15 rebuilt helicopters, for $1.36 billion.
  • 10,053 parachutes for $68.392 million, including 8,959 advanced tactical parachute systems,
  • 144 joint precision airdrop systems, and 950 advanced emergency bailout parachutes.
  • 18 systems from the mine-protection vehicle family, including 5 Panther medium mine-protected vehicles and 13 vehicle-mounted mine-detection systems, for $56.671 million.
  • $293.7 million to recapitalize mine-resistant ambush-protected vehicles and route-clearance vehicles.
  • 11,607 in the family of heavy tactical vehicles, including 115 heavy expanded-mobility tactical trucks (HEMTTs), 1,062 HEMTT light equipment transporters,154 heavy equipment transport systems, 2 palletized load system trucks, 2,095 container roll-in/out platforms, 548 enhanced container handling units, and 7,785 movement tracking systems, totaling $674.508 million.
  • 1,503 trucks and 950 trailers for the family of medium tactical vehicles for $444.03 million.
    Recapitalization of 1,362 up-armored high-mobility multipurpose wheeled vehicles for $161.631 million.
  • 494 petroleum and water distribution systems for $75.457 million.
  • 3 Force Provider modules with 4 power generation kits, 6 cold-weather kits, and 8 Force Provider Expeditionary Tricon sets for $68 million.
  • 226 field-feeding systems, including 160 multi-temperature refrigerated container systems and 66 assault kitchens, for $26.860 million.
  • 15 mobile integrated remains collection systems for $7.384 million.
  • 444 mobile maintenance equipment systems, including 404 shop-equipment contact maintenance systems, 40 hydraulic-system test and repair units, and the fielding of standard automotive tool sets to the Army National Guard, for $41.701 million.
  • Two commercial-off-the-shelf fixed-wing aircraft with associated military modifications for $14.572 million to support operational support airlift, special electronic mission aircraft, special mission aircraft (utility), and training requirements.
  • One joint high-speed vessel (JHSV) for $223.845 million. The JHSV provides intratheater lift of personnel, supplies, and equipment to improved ports and other discharge sites.

The Army has also requested $10.080 million to support the provisioning of industrial facilities (PIF) and layaway of industrial facilities (LIF) programs. PIF supports the upgrade and replacement of Government-owned production equipment that is technically or economically obsolete. LIF preserves the Army’s ability to respond when increased production is needed while keeping active production costs down.

Research, Development and Engineering Command Deploys Task Force to Afghanistan

The Army Research, Development and Engineering Command (RDECOM) deployed Task Force Warrior to Afghanistan in January to be the Army’s command center for science and technology for Operation Enduring Freedom. The mission of the task force is to provide timely solutions and answers to technical problems coming from Soldiers in theater.

Task Force Warrior is composed of 32 military and civilian personnel, including engineers, scientists, shop foremen, machinists, and administrative and supply staff, from 8 research centers from across the United States. The RDECOM personnel are based at Bagram Airfield in Afghanistan and during their 6-month deployment are responsible for establishing the Field Assistance in Science and Technology Center.

The center will help Soldiers focus requirements so that RDECOM’s technical staff can better understand the specific needs of Soldiers on the ground.

Philip A. Connelly Award Winners Announced

The Department of the Army G–4 and the Chairman of the Board, International Food Service Executives Association, jointly announced the winners of the 2011 Philip A. Connelly Awards on 15 December.

The annual program recognizes excellence in Army food service through the evaluation of food preparation, taste, nutrition, service, and sanitation practices. The 2011 Philip A. Connelly Award winners are as follows:

  • Small garrison category: Camp Zama Dining Facility, Camp Zama, Japan.
  • Large garrison category: Freedom Inn Dining Facility, Fort Meade, Maryland.
  • Active Army field kitchen category: 126th Transportation Company, 330th Transportation Battalion, Fort Bragg, North Carolina.
  • Army Reserve field kitchen category: 824th Quartermaster Company (Heavy Airdrop Systems), 362d Quartermaster Battalion, Fort Bragg, North Carolina.
  • Army National Guard field kitchen category: Support Company, 216th Engineer Battalion, Cincinnati, Ohio.

In March, two representatives from each winning and runner-up team also received 1 week of culinary arts training at the Robert Morris University Institute of Culinary Arts in Chicago, Illinois.

RECENTLY PUBLISHED

Army Training and Doctrine Command Pamphlet (TRADOC Pam) 525–8–2, The U.S. Army Learning Concept For 2015 (ALC 2015), published in January 2011, sets a vision for how the Army will train and educate Soldiers and leaders in individual knowledge, skills, attributes, and abilities to execute full-spectrum operations in an era of persistent conflict. ALC 2015 suggests a set of capabilities that guides the development of an enhanced learning environment centered on the learner and on providing access to relevant learning content throughout Soldiers’ careers.

In a table spanning over 6 pages, ALC 2015 proposes that the TRADOC Campaign Plan include a number of training-related actions, including—

  • Converting most classroom experiences into collaborative problem-solving events led by facilitators who engage learners to think about and understand the relevance and context of what they learn.
  • Changing instructor and facilitator selection and assignment processes to increase quality and attract the best candidates through a rigorous selection process.
  • Establishing a range of capabilities that support the learner-centric 2015 learning environment.

Suggested capabilities to support the 2015 learning environment include a blended learning approach that incorporates virtual and constructive simulations, gaming technology, or other technology-delivered instruction and a plan to put mobile digital devices into the hands of all Soldiers no later than 2013.

TRADOC Pam 525–8–3, The U.S. Army Training Concept 2012–2020, published in January 2011, describes the total Army organizational training requirements and capabilities needed to generate and sustain units trained in full-spectrum operations to succeed in the operational environment in conditions of uncertainty over extended periods. The concept poses and answers these questions:

  • How must the Army change its unit construct to enable commanders and leaders to effectively and efficiently train adaptive units to meet the Army Force Generation (ARFORGEN) readiness objective to conduct full-spectrum operations in the future operational environment from 2012 to 2020?
  • What capabilities should the Army provide commanders and leaders to enable them to execute ARFORGEN-based training plans needed to generate and sustain full-spectrum operations-trained units?

The concept also articulates how the Army is synchronizing its efforts in the operational and institutional domains to create this training environment.

 

PROFESSIONAL DEVELOPMENT

Unit Supply Specialists Use Mobile Applications for Training
A pilot program at the Army Quartermaster School is supplying advanced students of the Unit Supply Specialist (92Y) course with mobile devices and tailored applications that let them continue learning outside of the classroom and access lessons when unforeseen circumstances keep them from the classroom.

The program, initiated in July 2010, is now in its second phase. The program is slated to be completed in July. It will allow the Army Combined Arms Support Command (CASCOM) to evaluate if mobile applications can be used more extensively for training. According to Matthew MacLaughlin, Jr., chief of the Technology Integration Branch at CASCOM, the mobile curriculum for the 92Y course includes lesson plans, checks on learning, manuals, and a podcast library consisting of information on the small-arms inventory that students will encounter.

A similar program is underway at the Army Ordnance School, where students in the Explosive Ordnance Course are using similar devices.

In addition to supporting the Army Learning Concept 2015 by making courses less dependent on location, the mobile devices also could substantially cut paper reproduction costs by using digital media for classroom materials.



 
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