FY 91. Shortfalls in the program increase operating and maintenance costs, leasing requirements, fuel consumption, and use of tactical vehicles in administrative roles.

Condition of Real Property. The average age of the Army's physical plant is 35 years. As facilities age, major components wear out and require extensive repair or replacement. Since these requirements occur at different intervals, the funding needs for a facility which is 20 or 30 years old are considerably different from one that is 5 to 10 years old. Compounding this is the fact that the Army's physical plant becomes more complex with force modernization and changes in living and working standards. The Army recognizes that resource levels must be raised to reverse the deterioration of the physical plant. The decline in maintenance backlog, down to $1.148 billion by the end of FY 85, is an indication that the condition of real property is improving.

The FY 87 budget will hold facilities deterioration in check. Extensive renovation will continue to drive costs higher as components wear out due to age and usage, and related resource requirements will remain high for the balance of the eighties. The requested funding level must be fully supported to maintain facilities at standards that provide proper living and working conditions.

Installation Restoration Program. The need to address contamination problems associated with past activities, such as industrial manufacturing, weapon system production, and waste disposal was recognized in 1975 and the Installation Restoration Program (IRP) was established to identify, assess and clean up contamination on Army properties. The IRP is the Army program to comply with remedial response requirements of the Comprehensive Environmental Response, Compensation and Liability Act of 1980 (Superfund) and Executive Order 12316, Responses to Environmental Damage.

Since 1975, the Army has assessed 181 of its installations for potential contamination problems. It is estimated that remedial actions will be necessary at 50 installations. Five installations have already been completed and the cleanup efforts are ongoing at an additional

The information management goal is to design, build, and field command and control and support systems so the Army can operate the same in war as in peace. The focus of this effort is the need to integrate the five major disciplines of information communications, automation (to include office automation), audiovisual, records management, and publications. This will assure resources are focused to improve readiness.

The highest priority in information management is to assure integration and interoperability in information systems and between the theater and tactical, strategic, and sustaining base arenas.

At the theater and tactical level, information management is being rapidly modernized with nearly one-half of the information resources being devoted to the Army in the field. The connection of combat radio nets, data distribution, and area communications networks support the synchronization of maneuver, fire support, air defense, intelligence, and combat service support units. The fielding of key systems such as SINCGARS, ADDS, MCS, and MSE before the end of the decade will greatly enhance execution of AirLand Battle doctrine. Taking advantage of technological advances such as fiber optics, the Army will improve strategic communications. Satellite communications terminals for use on MILSTAR and DSCS are being procured to provide for today's changing environment.

The historically artificial distinctions among the information disciplines, and the tactical, strategic, and sustaining base arenas have been broken, and represent an ambitious and highly successful first step toward ensuring the reality of the "White House to foxhole" connection.

Communication Technology. The Army has explored the potential military use of electronic media and systems for computer based instruction, tele-training and conferencing. Field evaluations show positive results for effective information transfer and cost

avoidance.

The interactive computer controlled videodisc system is scheduled for initial procurement in FY 86 for use in Army schools. This will be followed by selected distribution to units in the field starting in FY 87.

Army Corporate Database. The Army Corporate Database is a physically distributed data system which will provide the Army's comprehensive data needs in both a secure and unclassified environment. The data is an information resource to answer questions that cross functional lines and levels of command.

The effort to standardize data elements and identify one proponent for each has been revamped and accelerated to support this effort. We are continuing to develop a data encyclopedia of the standardized data elements which identifies proponent, users, and stored locations of data elements as well as their definition.

This effort will permit decision makers and action officers to do their work from an organizationally integrated perspective. Failure to fund this initiative will result in the continuing development and use of systems which only support a small community of functional users. This results in decisions based on different data and in more expense, inefficiency, and less effective decisions.

Army Supercomputer Initiative. The Army is experiencing a major shortfall in advanced computing capability to support weapons system design, modeling, and simulation requirements. With advanced technology provided by supercomputers, significant improvements can be made in developing weapons to defeat new Soviet armor, improve armaments, air defense, conventional munitions, battlefield nuclear weapons, and provide a realistic chemical defense.

The proposed solution to the requirement is to acquire supercomputers competitively. The first supercomputer configuration will serve a variety of Army users from the Ballistic

Research Laboratory, Aberdeen Proving Ground, Maryland. To satisfy priority near term requirements, an interim capability is being provided with a less capable but immediately available machine. This machine will be provided in September 1986. This

contract will have an option for a second configuration. Additional configurations are programmed at the rate of one each year through the out years until Army requirements are satisfied. The estimated cost of the program is approximately $200 million through FY 91.

Army efforts to assure the effective and efficient use of resources to produce ready forces include a variety of initiatives to ensure force integration occurs smoothly. By monitoring current unit status, forecasting future readiness based on projected organizational changes and equipment distribution and merging these forecasts with a recently developed technique called Measuring Improved Capabilities of Army Forces, it is possible to predict unit capability.

Another technique integrates funding requirements for organizations with their projected status over time. To assist integration of these actions, a system of Army policies, people, computer programs, data bases, and communications will serve Army decision makers at all levels. Its central purpose is to provide decision makers current and accurate information.

In combination, these techniques are central to effective use of Army resources in the fielding and maintenance of complete, combat ready systems and organizations.

Army Modernization Training. Army Modernization Training (AMT) in FY 87 will be unprecedented in complexity and scope. The AMT program is the linchpin for the successful integration of new doctrine, organizations, and equipment in both the AC and RC. Embracing the approach to field first those units that are first to fight, synchronization of support is now the focus for AMT efforts.

The FY 87 budget adequately funds training programs for new equipment and assures the sustainment of training readiness. Program stretch-outs resulting in extended fielding will continue to present unique training challenges, particularly for the RC.

Manpower and Personnel Integration. Over the past 15 years the Army has introduced more than 400 new weapons and equipment into the inventory. Using new technologies, we have produced systems that are superbly capable. However, more needs to be done to employ technology better to improve soldier performance. We now have a solid plan to make this happen called Manpower and Personnel Integration (MANPRINT).

MANPRINT is the comprehensive technical effort to integrate the full range of human factors engineering, manpower, personnel, training, health hazard assessment, and system safety. MANPRINT is designed to ensure optimum system capability by enhancing soldier performance and reliability during material design, development, and production. While MANPRINT is concerned with the entire materiel acquisition process, its primary focus is on front end analysis to develop a clearer understanding of the potential manpower, personnel and training impacts of a proposed materiel system. Through this process, decision makers are provided information for evaluating a variety of trade-offs concerning factors such as number and quality of people, force structure, training time, technology and cost.

It is essential that the Army focus on critical warfighting capabilities. These critical or "Key Operational Capabilities" address primarily the needs derived from the vector, "Exploit the operational and tactical dimensions of AirLand Battle doctrine." However, they support aspects of other vectors as well. The Key Operational Capabilities are constructed with objectives within each capability and tasks necessary to achieve these objectives. Achievement of these objectives and tasks in each Key Operational Capability will enable the Army to execute the defined critical tasks.

Soldier and Unit Performance Enhancement. Soldier and Unit Performance Enhancement (SUPE) objectives are to maximize soldier combat capability, improve soldier combat survivability, develop battlefield leaders and increase unit effectiveness.

Ongoing R&D programs supporting these objectives and showing high potential for achieving a leap-ahead in individual soldier performance or in unit effectiveness were selected for inclusion in the definition of SUPE. The programs were drawn from the medical and human performance work areas and include specific efforts in all four objective

battlefield

areas. Most elements of the program are in the early stages of research and development and all are making satisfactory progress. Five priority programs have been identified. These include research into NBC prophylaxis, leader development and selection, fatigue reversal, a training structure for large scale simulation network (SIMNET) and an integrated electronic decision support system for armored vehicles. Reconnaissance, Surveillance, and Target Acquisition. Reconnaissance, Surveillance and Target Acquisition (RSTA) identified systems, programs and developmental challenges provide a statement of those most critical intelligence, electronic warfare (IEW), and target acquisition tasks necessary to execute the AirLand Battle doctrine. The RSTA objectives are to field an advanced order of battlefield intelligence in support of the AirLand Battle; develop enhanced munitionsvectoring capability for AirLand Battle weapons; and improve the combat effectiveness of soldiers and units engaged in IEW operations on the battlefield. These objectives will be achieved by providing adverse weather, day/night reconnaissance systems; advanced sensors capable of target detection, identification, classification, and