ACHIEVEMENTS IN MODERNIZATION


Command, Army Cyber Command, Human Resources Command, the Army Provost Marshal, the Army Staff, as well as the Security Assistance Enterprise. Te resulting policies and procedures, affect- ing thousands of international military students and dozens of Army training activities, resulted in improved security at over 40 Army installations while simulta- neously ensuring the Army’s uninterrupted support of the DOD security-cooperation strategy.


The vision for establishing the Army Rapid Capabilities and Critical Tech- nologies Office (RCCTO) centered on the need for an organization that could conduct rapid prototyping to address priority efforts and, if required, pivot on a moment’s notice to address emerg- ing threats and meet Army strategic objectives. What makes the organiza- tion unique is its structure and mission to deliver rapid experimental proto- types with residual combat capabilities in support of the Army Modernization Strategy and the National Defense Strat- egy, ensuring success in critical firsts that include hypersonics, directed energy, mid-range capabilities, counter-small unmanned aircraft systems and emerging technologies.


In hypersonics, for example, RCCTO is fielding a prototype Long-Range Hyper- sonic Weapon at the battery level by the 2023 fiscal year. In 2019, the office awarded key contracts for this effort, moving the program forward and creat- ing the beginning of a new industrial base for the country. In March 2020, together with the Navy, the Army conducted a very successful hypersonic flight test. In 2021, the RCCTO hypersonics office will conduct more joint flight tests and deliver the first hypersonic equipment to Soldiers who will start to train and work with it firsthand.


14 Army AL&T Magazine Winter 2021


With directed energy, RCCTO lever- aged proven technologies that have been developed in the science and technology community, increased their power and adapted them for use on Army vehicles.


Tese directed-energy prototypes fall into three main categories: directed energy – maneuver short range air defense, indi- rect fire protection capability – high energy laser, and indirect-fire protection capability – high power microwave. Each of these areas has been accelerated from the previous timeline, and in the 2022 fiscal year, RCCTO will provide the first platoon of four prototype Stryker vehicles integrated with 50 kilowatt-class lasers.


RCCTO also executed numerous projects in other areas to accelerate innovation to Soldiers. Tese include counter small- unmanned-aerial systems, hybrid-electric vehicle technologies, advanced radars, platform protection, cyber resiliency and many more. Te office awarded multi- ple rapid prototyping contracts, several to small businesses, as a result of


its


innovation days—a partnership with Army Futures Command that aims to quickly identify and transition good ideas into operational prototypes.


We must stay informed, flexible and always work as a team.


In its newest mission, midrange capabil- ity, RCCTO marked a key achievement in 2020 by awarding a contract that will lead to the development and delivery of a new midrange fires system for the Army. For this effort, RCCTO is developing a ground-launched prototype for an opera- tional battery by the 2023 fiscal year. In support of multidomain operations, the midrange capability will complement other critical systems in the Army’s fires portfolio, including the Precision Strike Missile and the Long Range Hypersonic Weapon.


THE ARMY DACM OFFICE I have often said and I firmly believe that people are the Army’s greatest asset. Te acquisition workforce is absolutely essen- tial to Army modernization, and that is why I made it a priority to ensure that our professionals receive the training, educa- tion and experience they need to fulfill their duties and responsibilities. Working with the U.S. Army Acquisition Support Center (USAASC) Director of Acquisi- tion Career Management (DACM) and the USAASC team, we are becoming more successful at managing the talent within our workforce.


Te Army Acquisition Workforce Human Capital Strategic Plan (AAW HCSP) was first published in October 2016. Over the last four years, we implemented the plan and, simultaneously, our strategic envi- ronment has evolved while Army policy in the human capital space has matured. Accordingly, USAASC’s Army DACM Office has refined the AAW HCSP to more intentionally align with Army policy, specifically the Army People Strategy and its Civilian Implementation Plan.


To preserve and grow readiness in the AAW, and as part of the Army’s wider readiness building effort, a human capi- tal strategy is imperative. Moreover, the contemporary global security environment


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