SPENDING PRIORITIES First and foremost
in mission priori-
ties, Shyu said, is support for ongoing combat operations and Soldiers’ needs in Afghanistan. “Te need for safety of our troops remains our top priority and focus,” she said.
Another ongoing priority is the planned retrograde of
equipment supporting
Operation Enduring Freedom (OEF), scheduled for completion by the end of 2014. “Te retrograde will present signifi- cant
logistical challenges for the Army
as we undertake the accountability and transfer of large volumes of weapon sys- tems and equipment [built up] over the course of 12 years of war,” Shyu said.
In conjunction with the drawdown, the Army will be resetting and modernizing
its inventory of equipment because much of the equipment used in war needs repair, and some modernization was deferred to focus on the war effort. Aging platforms such as the Bradley fighting vehicles, M113 family of vehicles and M109 self-propelled howitzer are due for modernization and replacement to ensure the Army’s readi- ness to meet future security needs in a networked combat environment.
“All of this work must be done, so we have worked diligently to ensure that we make the best use of increasingly scarce public resources, which we regard as a public trust,” Shyu said.
PROGRAMMATIC IMPACTS In a presentation Feb. 22 at the AUSA Winter Symposium, LTG James O. Bar- clay III, deputy chief of staff (DCS) of
the Army, G-8, noted that sequestration could continue for years to come.
“I’ll be honest with you, we’re facing some tough times in FY13. But I think what is really not being captured … is the fact that sequestration is not just FY13. We have nine more years of
sequestration
facing us unless the law is changed. … [F]or the next nine years, we’re going to have cuts that are going to have direct impacts on what we do with our Army, force structure-wise, readiness-wise and modernization-wise,” he said.
Continued sequestration would man- date a total dollar amount for spending reductions, and “the Army can then decide where to put those cuts,” subject to Pentagon, White House and congres- sional approval, Barclay said. “Tat’s why it’s important to understand where we want to be in the future with our force, because you’ll make those decisions look- ing through the lens of cost and risk and deciding, do you stretch entire programs, do you terminate programs? Now I look at things through about three different lenses,” Barclay said:
Cost-effectiveness, keeping in mind a force that is trained, manned and equipped to meet Army is given.
the missions the
Timing, weighing those decisions the Army can or must make now versus those that it can put off for one to three years. “As you take a five-year program- matic look, you’ve got to also look at the extended program, looking out 10 or 15 years,” Barclay said.
THE FURLOUGH FACTOR
Another issue to consider while implementing BBP is that the civilian workforce is now subject to a furlough, with about 250,000 Army civilians currently required to take 20 days without pay dur- ing the rest of FY13. Here, employees of the U.S. Army Installation Management Command attend a town hall briefing about the furlough at Fort Sam Houston, TX, Feb. 22. (Photo by Robert Dozier, Family and Morale, Welfare and Recreation Command)
Risk, not only the monetary implica- tions but also what they will mean for the force and the leadership as the Army moves forward.
Te Army’s force structure is always a vital consideration, Barclay said, along
ASC.ARMY.MIL 13
ACQUISITION
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