acquisition’s role in readiness is to under- stand what it isn’t. Both retired colonels now teach at the Naval Postgraduate School (NPS). Te next step is to define how the acquisition workforce can sync up more effectively with the other major players early and often in the acquisition process, while recognizing that certain essential factors—namely funding—are outside the control of Army acquisition.


Dillard fundamentally agreed with Junor’s observations based on his Army experience. Before joining the faculty of NPS’ Graduate School of Business and Public Policy, Dillard, senior lec- turer, held a variety of Army acquisition assignments,


including assistant project SHOW OF FORCE


An M270 Multiple Launch Rocket System assigned to the 210th Field Artillery Brigade, 2nd Republic of Korea (ROK)/U.S. Combined Division fires an MGM-140 Army Tactical Missile into the East Sea off South Korea, July 5. The launch demonstrated the deep-strike capabilities that allow the ROK/U.S. alliance to neutralize threats in the region—an important capability given recent technological advances that U.S. adversaries have made while the U.S. has been battling nonstate foes like al-Qaida and the Taliban. (U.S. Army photo by Staff Sgt. Sinthia Rosario, 5th Mobile Public Affairs Detachment)


manager for the Army Tactical Missile System and the Javelin Anti-Tank Missile System.


Jones, a lecturer in acquisition manage- ment at NPS, served nearly 30 years in the Army, culminating in his assignment as the deputy program executive officer for the Joint Tactical Radio System, a program since reorganized. Army AL&T


University. She served in the Office of the Secretary of Defense (OSD) as deputy assistant secretary of defense for readiness, where she built the foundation of OSD’s current readiness and training portfolio. Before her current post, she was principal deputy undersecretary of defense for per- sonnel and readiness.


Junor understands readiness not just on the academic level but also on a personal level. While she was living in Louisi- ana, Hurricane Katrina devastated New Orleans. During the preceding years, she said, “the country was still so reeling from 9/11 that any tiny little town that wanted a big communication bus with satellites and all that—they got front-end funding


for that.” Te problem was the absence of any kind of sustainment funding.


When Katrina hit in 2005, “a whole bunch of those buses were sitting in vacant lots because [of] what they didn’t have,” she said. “Tey didn’t have peo- ple to operate or keep them going. And where that seems an extreme example, it’s really not that extreme. It happens on a more subtle level throughout the depart- ment every day.”


THE VIEW FROM ACQUISITION From where


retired Army acquisition


officers John T. Dillard and Raymond D. Jones sit, with the benefit of long-distance hindsight, the first step in figuring out


“Can we do what we need to do today plus that whole four-plus-one? Simultaneously, no. We’ve never been able to do that.”


ASC.ARMY.MIL 13


ARMY AL&T


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