Specific Army programs are also intended to have a positive effect on overall mobility requirements. Most important in this category is the light division initiative. The light divisions are designed to be air deployable in far fewer C141B-equivalent sorties than the standard infantry division design. Their rapid deployability and high combat to support ratio characteristics may well preclude the later necessity to deploy a larger, more costly force. We are also aware of the need to address transportability as a critical factor in new equipment design. Modernized equipment, no matter how capable, is ineffective unless it can be efficiently transported to the theater and enhance battlefield mobility.

The Army's land and sea based prepositioning programs serve to reduce the total lift requirement by reducing the overall quantity of materiel requiring shipment, as well as the distance to be traveled from the prepositioning site to the area of operations. For example, Army readiness is being improved by the prepositioning in early FY 86 of combat service support equipment aboard a Heavy Lift Prepositioning Ship. Prepositioning combat service support equipment afloat in Southwest Asia was identified in the DOD Sealift Study as the best means for reducing early strategic lift requirements. The 8,000 tons of equipment aboard the Prepositioning Ships will be

required to unload early arriving equipment and supplies arriving from Diego Garcia and fast sealift deploying from CONUS in support of U.S. Central Command contingencies. The combat service support equipment will provide the Logistics-Over-the-Shore (LOTS) capability necessary to unload material in areas where port facilities are limited or non-existent. Most of the equipment on the Heavy Lift Prepositioning Ship is difficult to deploy and could not be deployed by surface in time to meet force closure requirements.

Finally, working under the auspices of an Army Navy Memorandum of Agreement, programs to balance Navy strategic sealift and Army-Navy offload and discharge systems are well underway. Navy fielding of Fast Logistics Ships, flatracks and seasheds, the Auxiliary Crane Ships, the Heavy Lift Prepositioning Ship and the expansion of the Ready Reserve Force have all contributed to reducing strategic sealift shortfalls. The Army has programmed discharge capability to match the Navy's delivery profile and satisfy the minimum LOTS requirement. Programs include modernization and upgrade of the Army's watercraft and tugboat fleet and the joint acquisition with Navy of causeway systems designed to make watercraft more useful in those areas of the world where shallow beach gradients limit LOTS operations. These joint efforts provide better systems and produce more capability per dollar expended.

Failure to fund strategic mobility programs and cargo offload systems will restrict the United States' ability to meet its global commitments in a timely manner. Without significant strategic lift the effectiveness of the Army as an instrument of U.S. national security policy is greatly inhibited.

Prepositioned Materiel Configured to Unit Sets. POMCUS is organizational equipment stored in company and battalion size packages, in a ready-for-use condition. The purpose of POMCUS is to position the majority of a unit's organizational equipment forward, so that in time of crisis only unit personnel, with minimum equipment, will require airlift to meet the requirements of a NATO contingency. During REFORGER 85, 3,250 vehicles (2,339

beginning development of the Container Management System.

Fiscal Year 87 initiatives will focus on systems which will generate timely, critical management information and will reduce manpower requirements within the logistics arena. Both of these objectives will be served by the continued development of the TC ACCIS Army standard version, the development of the Army standard version of the Automated Airload Planning System, the deployment of the Container Management System, the fielding of MTMC's Computerized Deployment System, the completion of the remaining modules of MTMC's Crisis Action Management System, and the development of the DA Movement Management System-Redesign. Full funding of these programs during their development is critical to ensure continuity and timely fielding.

Army National Guard Mobilization and Deployment Exercise Program. A formal mobilization exercise program was established in the ARNG in 1978. It is a multifaceted program geared to full participation in the JCS five-year exercise plan as well as participation in the actual mobilization process through unit level exercises.

In FY 85, for the first time, the level of funding provided not only for participation by early deploying units, but also for many of our major combat units. In FY 86, the program will be extended to all ARNG units.

Funding requested in FY 87 will provide for over 700 mobilization and deployment exercises in which ARNG units and personnel will have the opportunity to learn the mobilization process and evaluate mobilization preparedness.

U.S. Army Reserve Mobilization Exercise. During FY 87 the USAR will participate in an annual mobilization exercise which will exercise early deploying units. These units include those designated for early reinforcement of NATO, U.S. Central Command, and the theater defense brigade.

Individual Mobilization Augmentee Program. The Individual Mobilization Augmentee (IMA) Program grew out of the old Mobilization Designation Program. In October 1981, the participants were reassigned from the IRR to the Selected Reserve. As Selected Reservists, they are subject to the Presidential 100,000 call-up authority.

IMA, while Selected Reservists, are actually preassigned to AC units and organizations. Personnel assigned to IMA positions may also receive professional development training or take additional skill training in an effort to develop increased proficiency.

With the continuing cap on Active Army end strength, the IMA program, which numbered 11,922 as of 30 September 1985, can provide significant assistance in filling out active units and agencies.

Retiree Recall Program. The Army's retiree recall program was developed to offset the shortfall in pretrained individual manpower that would occur upon mobilization. Program goals are to provide mobilization manpower; to release AC individuals for reassigment or deployment as retirees become job proficient; and to provide CONUS base sustainment during the early days of mobilization. The program was implemented in August 1981 with the first "hip pocket" mobilization orders issued in November 1981. Presently, 130,000 retirees have been preassigned to CONUS installations. USAREUR has 4,100 preassigned retirees and Korea has 185.

The Army conducted the first exercise of its retiree recall program at Fort Jackson, South Carolina in October 1984. The test recalled 100 retirees from the surrounding area.

The Army has diverse and wide-ranging requirements for sustainment. This requires innovative approaches in organization, equipment and procedures. Better feeding systems, tactical water support, bulk petroleum distribution, war reserves and improved

mobility provide increased staying power to continue the battle. Initiatives to improve equipment durability, organizational clothing, chemical defense equipment, maintenance and repair parts support address other sustainment needs of the Army. Several initiatives are

underway to reduce the combat service support shortfalls. Forty-one units are scheduled for activation in the RC between FY 86 and FY 90. As logistics unit productivity systems are fielded, the spaces made available by increased efficiency are being applied to raise the authorization of combat service support units. Recent analysis applied 1,800 spaces to raise the authorization level of active combat service support units in the M + 10 essential force. The underlying approach to ensure improved productivity for soldiers and equipment drives efforts to provide a balance of sustainment capabilities.

War Reserves and Sustainability. War reserve stocks are established in strategic locations world-wide to provide an immediate supply of munitions, fuel, and major and secondary items during the initial days of combat for consumption until the supply pipeline can be filled from CONUS depots and manufacturers.

Modernization and changes to the force structure cause constant adjustments to stockage levels. Modernization provides new, more effective equipment resulting in overall sustainment gains. However, modern equipment requires different support items. The requirement to sustain a mixed fleet of older and modern equipment results in additional resource requirements. Although there has been steady improvement of the war reserve posture over the past several years, funding constraints, coupled with increasing and changing requirements, have prevented the Army from meeting its goals.

To achieve total war reserve stockage objectives based on funding alone, an overall investment of more than 15 times the current funding is required. One additional day of war reserve stocks costs about $1 billion.

Medical Readiness. Medical readiness is a measurement of the Army's ability to provide wartime medical support. It has been severely limited by a shortage of medical equipment and professional medical personnel needed to support wartime requirements.

In FY 84 and FY 85, 40 hospital sets were funded for procurement; these sets are the first

to be configured with the new Deployable Medical Systems requirements. Fielding of the 13 hospitals acquired is projected to begin in 3rd quarter, FY 87. In FY 86 and FY 87, 45 hospital sets will be funded. Funding to equip the remainder of the medical force structure by FY 91 is programmed. Fielding of that equipment is projected to be completed within two years of funding.

Progress has been made to alleviate the critical shortage of professional personnel in certain specialties. The development of recruiting enhancements and new incentives are designed to attract and retain professional medical personnel in both the AC and RC. Personnel support to a deployable medical force would be adequate to provide care on a world-wide basis, though shortages of surgically related specialists (physicians and nurses) would exist in CONUS.

The CONUS Army medical support base has shortfalls in facilities and materiel to provide sustainment to committed forces. In the aggregate, the Army has sufficient capability to handle CONUS-generated patients for the first 30 days of a mobilization. However, inadequacies exist in health care support at semi-active and state operated installations which require either early mobilizing, late deploying medical units or other health care means to provide base support medical care to the mobilizing population. These shortfalls dictate a great reliance upon the Veterans Administration and the National Disaster Medical System for the care of evacuees from

overseas.

Distribution of Bulk Petroleum. Distribution of bulk petroleum is one of the most critical elements of readiness and sustainability. The Army has the responsibility for petroleum distribution to all services in both a developed and undeveloped theater. It is the Army's mission to maintain a flow of bulk fuels from a combination of off-shore and pier-side tanker discharge systems through a network of onshore storage and distribution systems.

Petróleum distribution equipment contained in the Army Facilities Component System (AFCS) is 30 to 40 years old, labor intensive and no longer commercially

available. The Army is in the process of updating the AFCS and has programmed funds to improve petroleum products off-load and inland distribution through use of commercially available equipment. This equipment is quick and easy to install, increases unit productivity and reduces force structure shortfalls. Procurement of light weight aluminum pipeline, quick lock couplings and improved storage capabilities has begun.

An Army Navy work group has been established to coordinate joint procurement and fielding of a common offshore petroleum discharge system including required documentation, doctrinal development and integrated logistics support.

Testing of ship-to-shore undersea pipeline and commercially available single anchor leg mooring systems was successfully completed in July 1985. A full system demonstration, including timed test, was successfully completed in October 1985. The Army has budgeted for acquisition of these systems in FY 86-87.

Tactical Water Support. The Army, as DOD Executive Agent for Land Based Water Resources Management in contingency operations, has developed, in close coordination with the other services and applicable DOD agencies, concepts and doctrine for water support.

Tactical water support is a critical element of sustainability. Resources are required to provide water detection, production, treatment, storage, distribution, cooling and force structure support to U.S. Central Command forces in an arid environment. Equipment procured with prior year funds is being delivered and has been used to establish a training program at the NTC and the U.S. Army Quartermaster School. Additionally, equipment has been issued to deployable units authorized specific items, used to establish a training base for exercises, and stored as FORSCOM operational project stocks in support of Central Command requirements.

Research Department Explosive and High Melt Explosive. A master plan for the improvement of Research Department Explosive and High Melt Explosive (RDX/HMX) readiness was developed and forwarded to Congress. This plan was prepared as a result of an Army study on insensitive high explosives. The study highlighted shortfalls in the ability to provide explosives in emergency and mobilization conditions. The plan provides for the modernization and expansion of the Holston Army Ammunition Plant, Tennessee, establishment of additional RDX/HMX facilities and for the stockpile of RDX/HMX explosives. The FY 87 budget continues modernization at Holston (A-5 lines), and procures RDX/HMX explosive stockpiles.

Reichel Logistics Facility. In the late 1970s, analysis of the evolving threat to Europe's Central Region concluded that Northern Army Group (NORTHAG) would be defending against the most probable main attack of the Warsaw Pact. As a result, the United States agreed to reinforce this area outside the traditional U.S. area of operations. Concurrently, we made a national commitment to develop the capability to reinforce NATO with ten divisions within ten days. The Reichel facility is ideally located and suited to provide a cost effective logistical support coordination center necessary to accomplish reinforcement objectives in the NORTHAG region.

Congress has appropriated funds to transport and preposition war materiel in the NORTHAG area, and has authorized purchase of the Reichel facility. However, approval for obligation of funds has been withheld until completion of a study to determine the feasibility of closing or consolidating selected overseas facilities. Failure to purchase this facility precludes its full use and severely impedes the total process of development of the war plan. The Reichel facility also serves as a community support base for approximately 5,000 military personnel and family members in and around the Rheinberg community area. Present community facilities are woefully inadequate and our personnel are experiencing