Thank you. Well, I was told those microphones were really quiet, so I scared myself there. But please let me know if I hold the microphone down too low and you can't hear from the back. You know, it's obviously a very busy area that we do these wire corners in. And I think the topics that we discuss are absolutely essential to what's happening in our Army today and what we're doing within the G4 to help unburden the soldier and then obviously how industry can help us. So as we proceed today, I think that's the approach that we want to take. This is my sergeant major, your sergeant major of the G4, sergeant major, Petri Kasaris, and you know, we go back to another assignment, but she is doing just incredible things and give me that vision of the soldier. The same thing that the chief has translated upon us as a requirement. So if we can flip forward one slide please. As we talk about the chief's four focus areas, the biggest area that our logisticians and sustainers are engaged in is focused in on deliver ready combat formations, right? There's a reason that the chief gave that task as a focus area to Army and material command. And so we find ourselves in this space each and every day. As the chief went out and did his preparations, the team that went, his transformation team went out, they made a lot of observations in the motor parks, motor pools, on the installations, the bedrooms, the arms rooms. And what he saw was a heavily burdened force, right? We may have issued equipment to the organization or to the unit that we did not divest of the old equipment first, right? So new equipment, fielding, no divestiture, 20 years of combat, you name it, right? There's these things that have happened that the force has become burdened on. So Army and material command is working on a thing called R2E, the rapid reduction of excess. Great, right? That's going to take the equipment away from the formation that is not on their current MTOs and enable them in a way that is best postured. We are also in a situation where the personnel in our formations are not at 100%. And if anyone in this room can raise their hand and say that their formation is at 100%, I'm going to go ahead and take some of those soldiers away from you to kind of cross-level them. I'll meet my G1 partner. As the personnel are not at 100%, we have individuals who are manning systems that is not the system that they were trained on, right? And so as an individual is conducting their PMCS, they're not necessarily trained in that way, which has a direct effect on our mechanic, which has a direct effect on our 92 series. And so you can see how this can spiral out of control, right? So the chief said, all right, we're taking care of the excess problem with AMC. What else can we do for our soldiers? And he said, I think that we are over-servicing our equipment. Wow. Is there anyone here who believes that we over-serviced our equipment in the Army? My hand is up. I see a lot of logisticians with their hands up, right? In our policy and how we wrote it, and we traced it all the way back so far to 1938, I think, is the date. In 1938, we set our standards for how we service equipment. That is an interesting flow of information, right? 90 years ago, almost 90 years. And so what we said is, what can we do within policy? What can we look at? What data do we have to ensure that we can go ahead and look at our services and make changes that potentially are ready for today? So there's a wonderful CW-5 who was a regimental warrant officer when I was the Chief of Ordinance, Chief May. He had the year of the Chief of Staff of the Army. And he said, sir, here's what I think we can do. I think we can make changes to our time-based services. And so what an incredible task to look at, right? That gave us our problem statement. Can we make a change? We can risk if we make changes to our time-based services. So the Chief turned to the Chief forward. He said, you own the policy? Go ahead and figure this out. And enabled us to do it immediately. So in June of last year, we assembled a bunch of CW-5s from all of the life cycle management commands, right? Army Materiel Command was there. Our ASAL partners were there. The Ordinance School was there. And we sat down and I locked them in a room in the Pentagon and said, you all cannot leave until we have answered five questions. Okay? Those five questions were, what is the feasibility of codifying the current end comp, so the non-combat operations plan service intervals and the low usage service interval programs? What do we need to do to, first of all, codify those? Right? They are available. We've been using them. We've been executing them through X-Words. But how can we codify the best practices of end comp and low usage? The second thing was, what additional fleets that were not previously captured in end comp and low usage, can we add to the program? What additional scale and scope can we add to it to ensure that we are better enabled as an Army? Then we said, let's outline the data methodology and resources that are required to create additional studies. What can we do to do additional studies to look at this problem? The next thing was, recommend policy improvements to the end comp and low usage program. So what policy changes can we make? Because it's, quite frankly, very burdensome. And then last, Lee, is to identify other options to achieve efficiency. And I locked them in a room with those five questions. And they came out with some amazing stuff. And so what I'm going to do is I'm going to turn it over to Sergeant Major Costa-Rez, because instead of giving us a bureaucratic answer, which these five questions guided them to, right? Look at the policy. Tell me this. Do this. Do this. How can we increase fleets? What studies do we need to do? That was going to be over the horizon in time if you're starting to use studies to make decisions. And so those CW-5s emerged from the room. And it was actually on the same day. And they said, here is what we need to do. And then actually captured it. Mr. Rick Marsh and Dr. Bilbrew, down in the Army G-4s, 4-4M division, went ahead and codified this in an X-sword. And we are moving out very quickly. So I'll give you, Sergeant Major Costa-Rez, who can walk you through what the Warren officers did in the room and then the results that emerged. Sergeant Major. OK, so as a maintainer, what I can tell you that, you know, unburning the maintainer really enables readiness. So as a maintainer, we have always done the semi-annual and the annual services just because that's what we have always done. So instead of really focusing on those conditions and needs-based services, we have focused on just doing services when we think that the time told us so. So what we have done now is we started with the X-sword, started with four fleets. We started with the Humvee, the FMTV, the HEMET and the PLS. And we took away all the semi-annual and the annual services. We still kept the bi-annual or the every two year services. And we ensured that we enable our maintainers to focus on those readiness things like troubleshooting, unscheduled maintenance and anything else that creates readiness versus doing services that are just things that are done, you know, replacing the filters and everything. And it also enables us to, it reduces the resources like the filters, the POL products and whatnot. And it allows us to have our maintainers in the right place in our motor pools by taking away those time-based services. All right, so what you can see across the bottom, and maybe it's a little hard to see just because of the digits on the screen here, is the journey that we took for these four fleets. Okay? Taking the data that existed already from NCOMP and the low-usage program showed us that there was limited, actually let's just say no risk. You know, obviously there's risk in anything you do. But the data did not highlight any risk in extending these services, right? Removing that annual and semi-annual services for these four fleets. So we said, let's capture it, right? Let's move out right now and capture it in the X-Sort. On the bottom, what you see is this journey and it ends in GRME and then the actual rewrite of the policy, right? It's not just stopping at the X-Sort and saying we're done. Because what then happens in the units, if you don't take it all the way into GRME, is now they're having to do the manipulation of the services in the program, right? And so that is why we are taking this not from an exception to policy perspective, not from, you know, an NCOMP or low usage. This is actually impacting units today. If you calculated the man hours and you may remember going back to the Chief of Staff of the Army's remarks before, you know, it was in the hundreds of thousands of man hours that were captured purely for one core. And again, as Sergeant Major talked about the Class III, the Class IX, the hazmat, you can think about how all of those have an impact beyond the time of the actual service itself. Additionally, you talked about Sergeant Major, the M4s and the M16s. Hopefully there's not too many units that still have M16s in their formations but there still are a couple. And so the M4s and the M16s write the time-based services, not the rounds, not the hours, not the miles, right? It's the time-based services only. We had some students at PCC yesterday who were talking about I'm meeting the mileage before the time-based services. We are driving so many miles in our van because I said, great, keep maintaining in that standard, right? Working, obviously, very, very well from that perspective. And just to add, the one basic that is never going away is the operator PMCS. I forgot to mention that in the beginning. So we always ensure that the 10-level maintenance stays so before any vehicle can be operated or dispatched, it still has to be properly PMCS and there will still be command maintenance and motor stables. This just allows our maintainers truly to focus on where they need to. And then to go back into those weapons systems those services were moved from quarterly to semi-annual. They will still be done by the 91 Foxes or Armament technicians ensuring that the weapons are still gauged yearly but we don't actually have to do the quarterly services as we did before. Okay, so then the question remains, great. Four fleets. All variants of those. What about the rest of the Army? You don't have that data necessarily. You don't have the input and so we can go ahead and we can continue this and go on, here's another fleet. Here's another fleet. Here's another fleet. And we will do that. We will do that until we finish the fleets in totality. Here behind me you see right now there's a pilot going on at the Armor School to look at the M1 and the M2 platforms only. Okay, I'm not talking about the weapons systems. I am talking about the platform only. We are using a very limited environment where we have FMX maintenance contracts that we can control the situation. We can visualize and see ourselves to gain that data and then once that pilot is complete we will make an assessment from the data and we may move out on the M1 and M2 platforms as purely the platforms not the weapons systems themselves. So a lot more to follow there. That data and that next touch point that we have is meeting next month. We'll meet with the Armor School General Simmering and work through and understand what we learned in that process there and what risk is there and how to mitigate that risk or what's the best way forward. It's purely an extension again only on the time-based services for those two platforms and to kind of give you a teaser it's looking pretty good right now. What can industry do? Right? That is the next question. What can industry do? I believe that we need to incorporate and reinforce and continue to hold accountable standards to our future contracts in writing the requirement for one maintainability but to the providing of the testing and evaluation data for future pieces of equipment to give us a service schedule specific to the platform. Rather than the Army adopting the 1938 standards and saying this is a weapon, this is a wheeled vehicle this is an armored vehicle or so on. Right? If we adopt that historical standard we are going to be in the same situation where we have to go through this process that we've been doing in order to incorporate a specific standard. I don't believe that that's what industry does right now in cars, right? I believe that you have if you bought a Chevy Volt versus if you bought a Tesla the standards are completely different right? This is the standard of how you should maintain an electric vehicle and so the expectation I think towards the future will result, you know, obviously ASALT community and the sustainment community coming together but we're going to continue to do this we're going to make change towards the future and so that is the vision I see moving forward for the sustainment community. I just wanted to add that this is going to be a continuous assessment together with the industry so as we move along, you know, whatever lessons we've learned we're going to ensure that those get put in TMS we ensure that the GCSS army is properly tied into it and then we'll ensure that our COMPO 2 and 3 teammates are actually in the same you know, that the whole total army is working together this and in case there are any differences for COMPO 2 and 3 that we'll take those also into consideration. Alright, what are your questions? So BAM, I hear what you're saying and I agree, I think you should actually ask industry for a little bit more I think industry as we innovate and bring in and with the technology as we go forward, I think you should probably get us to institute the sensors inside in order to go all the way to the CBN plus standards you know, the story I like to tell is, you know, the vehicles or whatever and so there's time based and then there was it used to be we drove a car until the engine blew up way back and then we started changing the oil every 6 months. Well cars nowadays they have sensors and they tell us when the fuel filter needs change and they tell us when the oil filters need change and they tell us when the air filters need change and that's a basic understanding of CBN plus which I know the army is trying to go to so I think it's incumbent that as we develop equipment you ensure that that is a requirement. Sorry, that wasn't really a question. No, thank you Sergeant Major for that. I completely agree with you, right? We are in this period right now. The army has just in an A-rock about 2 months ago now approved the abbreviated capabilities document for predictive logistics right in there, it not only is, you know, the requirements for maintenance, but class 3, class 5 in class 9. Right, so being predictive in how we are executing maintenance is the piece that would absolutely relate towards this. And as you look at it right, the army now has the requirement that's written. This is a huge step. We've been talking about predictive logistics for a long time without the requirement that was written. Okay, and so we will move forward in that process and I agree with you. But I also think that we don't have to censor everything right. There is data kind of linking back into what General Rainey was talking about this morning. There is data that is available out there and if we get our data properly set, we can visualize and see maintenance issues before they happen. Imagine a BCT going on a mission and they can say in my platforms you know, I only need you know, two battalions and in these two battalions, I'm going to select these two battalions because these two battalions have the greatest readiness rate but also a predicted readiness rate. Or imagine that you could say, I need to change out these four parts on these seven vehicles and then I will have an operational profile that will support my mission from a maintenance standard. That is the vision that we can go to it and achieve. And I think we can only get there if we do this together and that's why I'm asking in this here. So thanks for reinforcing it with the censoring piece. In the sustainment community and not to take this way outside of the focus area here, if you think about how you consider when a round is consumed the clarity after it's released from either an ASP is not seen until after a range. The same as we do it in an operational environment. When that round is first issued unless you have a log cop that is doing automatic tracking or a system that tells you when that round is fired, you have very limited accuracy in knowing what class 5 actually is on the battlefield at the time. And the log cops that we have of the past, you know, 24 hour delays and so on didn't give the sustainers the clarity that they needed in order to enable operations on the battlefield and get it to the right place. If you go back to PCC 2 and PCC 3 that was the time when we started to talk about sensor to shooter being actually sensor to shooter to sustainer. What if when that round was fired on the battlefield, industry could know that. Our organic industrial basis could know that. And you could actually have that round start to be produced because you had accurate information about the target that was acquired by that shooter actually fired what specific round and now needed to be replenished. That is the precision that I think that our army needs and deserves especially with the precision munitions that we have in the future. We cannot afford the number of rounds that we will need to place the magazine depths that will be required and so we have to be absolutely precise for what we do in the future. So from a maintenance perspective class 3, class 5, class 9 I think are our greatest opportunities to work together. Any other questions? Hi ma'am, Jim Kinkate from Accenture. Thank you and thanks our major. As you alluded to as the army there's other fleets to roll into the program. What parts of the army are doing those analytics for? So from the perspective of what we've done already here, the answer is we used our incomparable usage program. We have very limited fleets who were able to be enrolled in those programs. What we have done in the M1M2 is we are looking specifically at the GRV data that has been collected just because it's a very limited scale and scope and we have the capability to do that. I don't know the answer from the way for it yet. We thought we were going to stop with us but now we're looking at what's in the realm of possible and so what we see and sense in the GRV for the M1M2s can lead us to the insight of what maybe we can do in the realm of possible about looking across multiple fleets simultaneously rather than an exception to policy coming in and we work through the holistic piece. I owe you better answers on that about what the way towards the future is and so a bit more to follow. Just to add that we have definitely had the life cycle management commands very much tied into it so we're not doing it in a vacuum and then we ensure that we have our senior warrant officers for each specific field who have years of experience on that technical side to ensure we're looking at it and then the manufacturers so ensuring that we have all subject matter experts in the same room. We are being cautious on weapon systems as I talked about the M1M2 just the platform versus the weapon system. We're also being very specific in the realm of aviation for obvious reasons. AMCOM is just doing incredible work they are actually reaching forward to industry to look at the data from industry's perspective and using that rather than looking backward into the G Army data which may or may not have errors in it. We've got to do a lot of the cleansing of the data in G Army whereas from an industry perspective sometimes the data is a whole lot more clean and AMCOM is doing a lot for the life cycle management command. Thanks for starting me just for bringing that one up. I forgot about that. Hi I'm Gina Kevlar from Army Magazine. For the uninitiated can you loop this initiative back to R2E and how this will help formations get to 100% Yes, so as you think about the USR right when we rate our units we use the P, the S, the R and the T. The personnel the supply rating, the readiness rating of the equipment and then the training level. So if you see reductions in your personnel quite often and you have not done a study to actually do a correlation or a causation but if you have less personnel to maintain your equipment then you are going to have the equipment readiness rates lower. It just happens, right? The less people to maintain means and specific MOS's actually have a direct impact too. They're in the USR when you calculate your training rating it has to do with specific people in the formation. Are they present for training? Did you accomplish your training objectives? How did you do them? And there's direct measures that you must apply. So the training rate also can fall based upon your personnel ratings. The one that usually is not affected is the supply rating. So it's either the equipment is there or it's not there. It's less dependent on the personnel. So that piece of what AMC is doing in the rapid reduction of equipment is ensuring that the equipment they do have is what they're supposed to have and not a lot of excess so that it doesn't require not only the soldiers to maintain that equipment but also the maintainers to conduct their tasks in the maintenance community. If anyone has ever been a company commander in this room, anyone? What is the most emotional thing that you always do as a company commander? Inventory. Okay? Company commander hand receipts have grown over size, right? In the component event items, the BII that is associated with it, right? They have to be unburdened from the equipment that is excess. The stuff we accumulated over 20 years of conflict for all the right reasons. The stuff that we bought is commercial off the shelf that then entered on through their MTOs that is not required equipment going forward. And so if you want to affect change and keep the units at their most optimal levels in the times when our formations are not at 100% we have to look at the S rating we have to look at the R rating because those two are both impacted and I think that's the best way to relate it. If I may add that we are not in any way planning to reduce the maintainer numbers at any of the organization. It's just refocusing their efforts into readiness versus things that we really feel that weren't bringing that readiness nor are there increasing the risk in a battlefield. Alright, I think we have time for one more question or we can close early, whatever the audience desires. I hear no questions so that means we either answer them all or we've got some deep thinking to do but we look forward to working not only with industry but our international partners our life cycle management commands to unburden our soldiers and I thank you for what you do each and every day to assist in that effort. It's our major and I'll be here for the next day and a half so please if you have questions, catch us as we do our industry business later today. Thank you. Ladies and gentlemen please welcome Lieutenant General Lorraine from Headquarters DAG9 and Mrs. Mosier from Headquarters AMCG4 Hey good, I think it's still morning Good morning. How's everybody going? Awesome I'm General Lorraine I'm the Headquarters Department of Army G9 and today I think we've got about 30 minutes to really talk to really talk some of the things that we're doing across the Army so what does the G9 do and I'm just going to spend about just one minute to kind of talk a little bit from the enterprise standpoint at Headquarters DA so my primary responsibility is really when it's coming involves the budgeting portion for the Army when it comes to our infrastructure it's part of the planning, budgeting execution, programming cycle that we do across the Army and that is really where I spend most of my time and these requirements come from all across the Army I'm not going to jump into what AMC is probably going to talk about but the requirements come in from all across the Army and there's a prioritization that has to occur and then all that is basically given to the Army G9 to figure out how do we fund it especially when you think about budgets and what the Army has to spend and so that's where I spend most of my time is ensuring that the requirements come into the building into the Pentagon and we're figuring out how we budget I do want to say that I think this corner is important because I know the focus for AUSA in this aspect it really gets into our war fighting capability and some of the things that we need to do in order to be able to stay victorious on the battlefield but if we don't have our families and our soldiers and having quality infrastructure then we won't be able to man the equipment that we're trying to acquire trying to build and so I just want to put a plug out for that because at the end of the day it's really about our soldiers and families in order to still have the Army that remains strong and so that's really something that we all need to really understand and know and I know we know that but we can't forget about it because we can have the greatest material and equipment but if we don't have the people manning it then we won't have an effective Army I'm going to pass it over to my Sergeant Major Sergeant Major Perry and he's going to say a few remarks and then we're just going to pass it down and then we're going to open it up for question and answer thank you alright thank you sir so I am Michael Perry I have the privilege of serving as the G9 Sergeant Major I've been in this position for about two years you know and what I love about being a Sergeant Major not necessarily in the Pentagon but as a part of the G9 you know bringing a senior non-commissioned officer's perspective I'm a career sustainer and logistician and so bringing all that experience and that perspective really from the tactical and the operational level as I'm advising and making recommendations you know to General Vereen, the SMA other Army senior leaders on how to maximize our resources is where I feel I can bring value and then the key is relationships and so you know outside the Pentagon obviously our partnership with AMC and then inside the building as ASA IE&E, G9, USACE you know we kind of call it the big five of the installation enterprise the more synergy and synchronization that we can create and flatten comms and eliminate some of them stovepipes really helps us maximize the resources that we have in order to achieve again effects and outcomes to better our Army quality of life soldiers and families and so looking forward to your questions and with that I'll turn it over to Miss Moshe okay good good morning everyone can we go to the next slide please so my name is Renee Moshe I am the Army material command G4 to my side is my sergeant major sergeant major Wyndham he's my senior enlisted and by G so as General Vereen has stated one of the key elements of readiness is quality of life for our soldiers as we talk about quality of life there's a lot in the news today in regards to some of the specific areas within the G4 that we have over shied up I'm going to touch upon a few of those and then I want to turn it over to sergeant major Wyndham so he can make some remarks just a little bit on AMC Army material command we can see at the top of the slide I'm not going to read the slide this is the division of AMC AMC we are 165,000 civilians contractors government employees strong it's a large vast organization there's not a a camp post or station in the United States conus and a conus that we don't touch having said that the oversight of our barracks our facilities our housing our food service for our service members is a critical component of what we do within Army material command partnering very closely with the G9 partners that you see here today General Vareen talked about the budget we like to spend his money and so I think we do that pretty well and so again what we want to leave time for is a large amount of time today for questions so I'm going to turn it over to my sergeant major and then we're going to open it up good morning everyone so like Ms. Moser said we focus on quality of life one of the initiatives that we're working on an AMC G4 is revolutionizing how we feed our soldiers we're looking at working with industry how does industry feeding college students that portfolio we're trying to give soldiers flexible feeding options to meet them at the point of need we have kiosks now, we have food trucks all of those different things to give soldiers access to healthy options so looking forward to your question you may have that we can feel and give you that clarity okay sir you want to open up your questions? alright we're ready I know we got questions out there Gina Cavallero with Army Magazine sergeant major you just mentioned revolutionizing how you feed your soldiers can you go give us some bullet points on some of the bigger things that we can expect to see or what the big things are that you're looking at yes so we're looking at we're looking at the the installation as the campus right so how can we get our soldiers access to food in the dining facility whether they can go to a food court that's on the installation and be able to use their meal entirely so we're doing some benchmarking sessions with universities kind of see how they're doing with the college students because our meal card holders on post camp stations are the 18 to 24 age demographic so it's the same demographic that you see at colleges and universities so we're just trying to see how can we meet soldiers at the point of need to give them access outside of the typical meal hours hope that helps and we're trying to do that in multiple ways we're trying to do it through kiosks we have meal prep options that we're giving soldiers where soldiers can have meals that are geared to their fitness levels that are geared to they can pick these meals up and have three to seven days worth meals that they can take to their barracks phones and heat them up at a later time to subside and if I could add to that as well so one thing before I got to serving the G9 army I got to be a 92 Gulf and so I'm actually the senior Gulf in the United States Army and so I I wear that as a badge of honor thank you so to your to your question man it's a great question and so on top of everything that AMC has shared one of the things that we're looking at you know as the Sergeant Wyndham talked about first every installation is different and we cannot have a one size fits all solution you know those solutions you know probably 10 to 15 years ago it was primarily our dining facilities or warrior restaurants right and as decisions have been made about you know certain capability that's going to be reduced in order to make room for modernization and other capabilities what we have to collectively do is ensure that from each installation when you look at it it's like a food ecosystem and so we're trying to look at a variety of different you know capabilities food trucks kiosks you know partnering with DECA the dining facilities will be a part of that always but maybe not to the extent that we've had in the past and so again it's it's looking at it holistically and figuring out again partnering with industry what are some of those capabilities that are out there that can help ensure that you know we're able to feed our soldiers one of the other challenges that we have in some installations is a lot of our soldiers don't drive and so when you have a barracks or a motor or a working area that is a significant distance from wherever that dining facility is you know we've got a pilot right now at Fort Kvasos where we've got a mass transit ICSA Intergovernmental Support Agreement with outside the community where they're leveraging you know basically a shuttle service that's got an app that gives soldiers an opportunity almost like ordering an Uber to be able to help get them to you know the warrior restaurants and other things and so those are some of the things that we're looking at from an army perspective to ensure that we're maintaining you know a high quality of life which ultimately we know is going to support recruiting and retention as well. And I'd like to just put stop to your last comment Quality of life is one of the areas in regards to barracks food you know getting after better food better choices looking at how unaccompanied housing is for a service member that is a key component to retention and keeping our service members in service. Hey I'm Command Sergeant Major Mike Connerty, Aberdeen Proving Ground the question I have we talk about the campus style dining. What are some of the technological barriers to you know soldiers get to BAS to being able to go anywhere with APs or DECA. What's some of the things the army is doing with that maybe with industry that will work on the solutions in the background so we truly can have BAS being able to use across the installation. Can you speak to that? Yes that's a good question. So it's really about a three pronged approach that we're working right now one of the areas as the sergeant major spoke about we are partnering with industry in regards to getting after as we're looking out across our formations and the army in regards to how we are managing food service holistically. So that's one of the areas that we've been taking a significant look. We have sent an assessment team to every installation to assess food service and talking we've been doing surveys talking to the service member and getting feedback on what they're looking for. So that's one of the areas that we've been working over the last three months. The second area we've been looking from a system approach and how we can take the food service system called ATHMS and how we can utilize technology and have that service member be able to take their cat car and go to ATHES, go to the commissary we're looking at those partnerships between ATHES and DECA. Again, opening up the aperture because that's one of the feedback we have received from the service member. They want choices and then the other area that we're taking a hard look at is the food itself and menus. We're looking real hard at quality and choices for our service members as they go through the food line. It's not just a matter of the atmosphere. We're looking at the atmosphere of the dining experience and the service members today as previously stated they want choices. They want grab and go. They want door dash. Those are all the areas that we're taking a hard look at and be able to provide that to our service members. I hope that answers your question. Good morning, ma'am. First round of low from 519 out of Fort Liberty. On the topic of barracks and food. We still live in some barracks from early 90s where rooms are small there's no kitchen nets. Even in the common area there's no common kitchen. I know barracks are looking to go privatized here in the near future. Is that something you guys can touch on as far as is there a way to look at what is standardizing the coding for all the barracks across the board or is it the have nots. The second part is for quality of life. I know the Navy is doing a pilot program I know of adding free wifi to the barracks. Is that something you guys are looking at across the board as well? I'll take a picture of this and then I'll send it over. You want to take it first? Okay. Your first question in regards to the rooms and kitchens and a standardized so yes that is a task working very closely with headquarters DAG9 and our IE&E teammates we are looking at a standardized template for barracks it's something that we'll be discussing we're going to have another barracks summit at the end of April and that is something that the SMA of the Army is working very closely with the team here very long response to your question but yes the Army is looking at standardization but understanding as we go through the meal con process it could take a while to get to every post camping station in the Army today but that's where we're headed with the standardized barracks or anything you want to add? No, great. So what we've uncovered is we have a variety of different barracks types in the Army and each one of them costs a full range of money it's amazing but what we're trying to do is really become more efficient and if we can get to a barracks room standard what should be in the barracks room for our soldiers to include how we house them do we have roommates or do we go with single rooms I mean all that's it's going to be sort of a final last year the next couple months but we know that we want to be able to have the amenities that a soldier needs in order to live in our barracks but we also know that there's there's cost savings when you have and that way as the engineers are trying to put no-con products together there is not so many varied cost that come into play so that's from an efficiency standpoint financial efficiency standpoint the other piece is yes we are looking at Wi-Fi there's a couple of options and things that we're trying to look at to be able to provide for our soldiers I think it's going to be great I know some of the other services are a little bit ahead of us it already has a contract for Wi-Fi I think the Navy does as well and so we're looking at options with that as well now again as Miss Moser said construction is really the the long pole in the tent it really takes quite a bit of time to get a building built in the Department of Defense it's just the fact of life it takes about five years of course to even the funding portion has to be done and then we actually break around and then of course almost 24 months later you'll actually see a building so you can kind of put that time together it's about a five-year plan we wish we could get faster we are making some other arrangements to get faster and Congress has given us some different authorities as well to be able to try to drive the ability to do things a little bit faster but faster and good not faster and bad so we got to balance how we build just to add on to that as well one of the things in Fort Story that we just did so we added kitchens we added kitchens at Fort Story where soldiers can come down and cook their meals prepare them themselves but what we're looking at in the future with the barracks especially is to have kiosks inside of the barracks where a soldier can come down and get food because we're trying to cause those collision points get soldiers out of the room where they can talk to other soldiers and how you can do that is cause those collision points whether it's a kitchen it or it's a kiosk that will cause that collision point with it my name is Rod Penny, well I'm with Caliber Systems thank you all for being here it's been a great discussion General Breen this question is for you particularly if we go back from we go back to like last year when the Secretary Secretary Wormwood spoke about the challenges relative to barracks and quality of installation if you don't mind sir could you speak from your vantage point how long do you see it's going to take us us the Army get to a place where when we go to recruit and when our quality of life and we're maintaining our our workforce that quality of life issue isn't a disparity between say us and the Air Force for example can you talk about how long is it going to take us to get to a place where that's not a discussion anymore I know that's a larger question that's great so I'll first start off by saying nothing's easy to fix in Army and it's all the other services when you have a very constrained budget and you have certain timelines and you think about our MilCon I'll just frame an example we can't even give the Corps of Engineers all of our projects at one time they can only do but so much a year and so those are the things that I think that we're challenging now I will say that what we've done over the last few months is we have made a conscious decision to fix all of our quality three and four barracks across the Army we really didn't have that plan before this four or five months ago the Secretary of the Army and the Chief have been committed to invest our money to fix in quality three and four and so what is quality three and four barracks what are they the worst barracks we have in the Army and so over time we've been using sustainment dollars to basically kind of just limp our way through and those sustainment dollars can be used for other things you know commanders are trying to make hard decisions on the ground we've now fenced money where we're literally taking a large portion of our budget to go after three quality three and quality four barracks and so we are hoping that we will start to see things change next year because now we've made a conscious effort over the next five years these are going to be substantial investments that are going to go after quality three and four barracks and so I feel comfortable that we can change the dynamics now we can change the landscape but it's still going to take time I think that's a welcoming decision because now I think we have a four way forward and we're not doing patchwork trying to use FSRM to be the end all be all and so I say that because I am very much concerned like with all of us if we don't have quality barracks and we don't have quality work spaces our soldiers are not they're not going to feel good about wearing our uniform we want them to feel good about joining the Army we want them to feel good about where they work and where they live but also decide to play in our MWR facilities and things of that nature so that's our approach but I think we have a good way forward now that we have a strategy of fixing really worst of our worst barracks across the Army and if you don't mind could you also touch on some of the other things we're doing to save costs across our Army for example meter data management or building more efficient sustainable buildings energy you know net zero other things that we can do to lower the cost so that we can apply more quickly the renovations and the sustainments that you're talking about yeah so I will talk I don't want to steal Honorable Jacobson Jacobson's thunder she is really the environmental energy guru and so but I do play in that space as well like some all of us do I think when you when we're trying to measure what we are are spending when it comes to some of the energy bills that we have across the Army we have a substantial utility bill across the Army believe it or not I mean we spend a lot of money and they can vouch for it on our utilities some of it is because we have infrastructure that we probably don't need but we also have infrastructure that's probably in such a state of condition that is requiring additional energy to be able to heat and cool them so I think we've identified that through some of the building research that we've been able to update our data to understand where we have really bad buildings and things of that nature so we're going to divorce ourselves of buildings we don't need that's the first thing we're going to divorce and that will lower I think our utility bill and the other expenditures that we're having across the Army what we are also looking at is efficient buildings themselves and most of our new construction when we start to build new barracks we're going to focus on them being more energy efficient and not costing us a lot of money when we build them we just can't sustain them because the bills are too high so that's an area we're looking at I do want to footstomp the ICSS and I know Sir Major talked about it but every time we can cost share with the community is a good thing we are doing that across the Army as a matter of fact the Army leads all the other services with ICSS and that's a great thing as we look at a win-win situation for the community that we're surrounded by but also the community themselves and so I think that's a great thing micro grids we're building micro grids all across our military installations I do almost every installation I've been to either has a micro grid structure or is in the process of getting one I was at Liberty some months ago they have one it's powering both Liberty in some areas some of our places there but it's also Pinehurst is using some of it as well so we have some great projects ahead I think we just got to continue the pace at which we want to get this done and it's going to be a win-win I think for us and for when you look at our budgets as well across the Army so hopefully I answered it and I think we're really excited about the way ahead and we're actually going to cut our new energy, climate strategy here in the next few weeks the Secretary should be where she feels comfortable assigning but that's going to give us a great leverage as well and we have some document that we're offering Thanks Hi there My name is Melissa Hadley I'm with AY's Human Capital Practice and I've heard a lot over the last day and a half about how Army is working to become a data driven organization I'm curious about how you are using or collecting and using data about the soldier experience to inform some of the decisions that you're making so how are we sort of listening to our soldiers asking them what they're thinking and feeling and expecting and measuring that up against what we're actually delivering All right, Renee you want to start because I do have an answer for you We're using data in a lot of different venues for housing for instance we are in the right now we're doing the housing tenant survey for privatized housing and so that is a survey that goes to all the tenants and the housing that is managed by our RCI partners and survey specific questions how well are the RCI partners doing in regards to privatized housing so that's one of the means that we have in regards to getting feedback from the service member and their families in this case in regards to how well we are doing in housing for our company service members Other ways that we're using data is as we go through and we make the determination in regards to General Bahrain you mentioned the cost of buildings and so we're using the data in regards to our cost in regards to Milcon and our Milcon and our RNM projects and looking at the cost and how over the years how cost trends are increasing and how we can bring those costs down and so that's one of the other areas that we're taking a hard look at to help stabilize the cost from a housing and barracks perspective and we're also using data in regards to food as we spoke about earlier we have several surveys as we hit every installation we put surveys out through a QR code a QR code and so we're using data in that respect in regards to what the service member desires are from food as we go through so those are three examples I can provide so those are great I think we are we try to manage surveys within some sort of level of reasoning because we know we get survey fatigue and sometimes we don't necessarily get the response rates that we want I think the other critical aspect of how we try to take data that we get across the army is really we rely on our our leaders to talk to our soldiers and I think that is absolutely probably the most empirical unfiltered unedited data that we can get and so when you think about what types of food we like are the defects do you eat from the defects do you want a roommate all those different things that we are really trying to solve across the army we really have to rely on leaders asking our soldiers questions the first thing we always do is what are our soldiers saying and how are we getting that information we would want leaders to be able to talk to soldiers and then we take this data we somehow synthesize it so it makes some sort of sense and then we have to drive it for some decision and I said about room configurations and what soldiers want a lot of that information came from a survey but it also came from us just asking our soldiers what do you prefer what would you like because we want to make sure that we hear our soldiers that are out there in the field and so I think good leadership matters really does good morning my name is Jason McClare I'm the AUSA chapter president at Fort Eisenhower and I think an easy win for you all as far as good news is the installation and management command has this thing called the army maintenance app and if you could talk to some of the successes of that and I think also that data feeds into the previous question of how you're managing the expectations of soldiers and how you respond to their demand thank you you're referring to my army app make sure I have the right app is that correct yeah it's the army the army app so I'm not that familiar with the army app yes so you're absolutely right and we're taking that data from the army one of the things I don't know if you read the new NDA language it's mandating us to have barracks managers that are going to be civilians that can dedicate their full time to make sure that they're taking that data that's coming out of the army and actually applying it and fixing those issues that we're seeing in the army as you know now the soldier the green shooter is managing that process just not doing a good job at it because we have a lot of other things that they're doing to include their war fighting mission so with the NDA giving us the authority to hire these civilian employees to manage that system I think you're going to see a lot of great momentum to get it where it needs to be yeah I'll put a plug out for my army app I can go ahead and talk about it real quick the army is going to my army app that's going to be the app that really wherever installation is going to be separate and distinct it's going to have specific information about that specific installation for instance what gates are closed and when they're closed so you won't be going through a gate that's already closed like I do sometimes and not knowing the hours when it closes those are the things that are going to be specific to that installation where you can go it's going to be all on one one central sort of platform using all your mobile devices but we have a variety of different applications out there and right now a lot of them are not talking to one another so we're going to centralize that it's going to be under one app and it'll be really a plethora of information that you can find that's available that's specifically tied to that installation so we're excited about it it's been Yeoman's work with MCOM, AMC and of course folks into building our G6 CIO and folks so we're excited about it but that's forthcoming we're building it now I think I'm getting a hook alright if you have questions if you have anything on the sidebar we can always talk to you don't ask me no crazy questions thank you good morning ladies and gentlemen of the Warriors Corner our next topic sustainment data analytics education Army Sustainment University pastime and trade off Mr. Myers who's the interim president for Army Sustainment University the president of the Army Sustainment dryer is the instructor both will be presenting at 11.45 thank you ladies and gentlemen welcome to the Warriors Corner we will get started in promptly one minute if you would please assemble and take a seat and we'll start momentarily ladies and gentlemen welcome from the Army Sustainment University Mr. Myers who's the interim president and Lieutenant Colonel Justin Dwyer instructor and they're going to talk to you about sustainment data analytics education please join us in a round of applause alright here we go hey good morning as he mentioned I'm Rick Myers the interim president of Army Sustainment University this is JJ Dwyer he's the chairman of the operational research systems analysis committee and it's quite an opportunity to come here today to talk to you guys about our data education strategy I'm very excited for the conversation and we'll dig into some details but before we kick it off I think it's really important to help you guys understand what Army Sustainment University is and so when you look across training and doctrine command no other COE has this university structure such as us and so I just want to spend a minute or two talking about that structure and then we'll jump into the data aspect of it and so about 25,000 students across the Army the intergovernmental agencies and international and joint communities across to our campus annually and it's a pretty unique environment where we cover the entire spectrum from 01 through 06 W1 through W5 and then E5 through E7 and so I'll talk about that just a bit and then we'll jump into data so the logistics leader college is where we do initial military training for our officers and our professional military education for our officers it covers three branches quartermaster of transportation and ordinance we have the technical logistics college that covers 15 of the 19 sustainment warren officer specialties W1 through W5 so initial military training and then the professional military education as well and then we have the logistics non-commissioned officer academy which is 44 enlisted MOS's from across the sustainment community and then we have this unique organization that JJ is part of which is the college of applied logistics and operational sciences and they're really functional in nature with a tad bit of PME and so if you look at what his organization does it's functional courses on behalf of TRADOC so if you think that GCSS army middle managers course, the support operations course those functional areas that are in addition to PME they also touch on partnership courses and that's really that bottom my left, your right hand side we teach courses where we actually develop and teach courses on behalf of numerous partners and so AMC for example we teach supply chain optimization and multiple other courses on their behalf the department in army G8 we teach the ORSA MAC and ORSA the functional course on their behalf army civilian career management activity we teach data analysis and visualization and then multiple courses for the logistics career management field that focuses on department army civilians I'm going to explain ASU in a single sentence I would tell you guys that it's the education arm of the combined arm support command in the sustainment center of excellence a unique organization but a pretty powerful one so I don't tell you that story to tell the ASU story which I obviously love doing but I tell you that to highlight the opportunities that exist within the education realm and so about two years ago the SEC army released her objectives and number two was make the army more data centric and so we took quite serious and we jumped in a room and we threw a whiteboard up and we talked about how do we get there how do we achieve that and why is it important and I don't think there's any argument that we can say the sustainment community is one of the largest producers and consumers of data and in our case you look at just our information systems IPSA, GCS's army and GFIB no shortage of data impacts every organization across the force and so we recognize that data was absolutely critical to really getting after I know we talked about precision logistics but precision sustainment too because it's about replacing those personnel on the battlefield just as much as anything else and so what JJ is going to talk to you about is our data education strategy and so this team came together put together a white paper that really did the analysis of why data is important and then they jumped in a little bit deeper and tried to understand how we how we address it you know I found this an interesting fact and JJ may talk about it but when we did the analysis we looked at logistics officers and 55% of the logistics officers that joined the force have a business or criminal justice degree the last math class or data class that they took was quite honestly college level algebra very few has statistics very few had any stem background and so we had to look at an education strategy that considered all of that so we have those that are really deep into it self-studied or even you know educated and those that have very little understanding of data and so the combined arms that are under the command of General Beagle really got after data literacy and that was what he wanted to attack so what JJ is about to share with you is something a little bit more deeper than data literacy alright so as Rick said I'm Lieutenant Colonel JJ Dwyer I'm an ORSA in the Army and ORSA is a Operations Research Systems Analysis so we're not actually part of logistics field although we reside inside the university we're taught through G8 as our proponent we're able to get our schooling and we teach the PME there we teach the basic PME we come through and become an ORSA and as well as the advances of major promoting to Lieutenant Colonel so as we do that we're just part of the university so they were able to help out with the research and be able to figure out what we really needed so the university looked at they asked us to look at we did a survey where we asked senior leaders former battalion commanders, former commanders all the way down to E6's E5's right whoever in the school I think was 186 total people we surveyed and we asked what they felt they were comfortable with with data analysis and most of them weren't as Mr. Wires pointed out only about 10% actually had a true STEM degree although it may say a bachelor of sciences you know I mean it's not really the sciences are kind of weak in there so it's really to be able to do that data analysis we want to be able to assist in that so we're not trying to turn all these logistics officers and logistics NCO's into ORSA's right we're working with decision sciences how can we make decisions better using some of that data and help lead us out but we're not trying to turn all these young lieutenants and captains and E6's into ORSA's we're just trying to help them make better decisions for their commanders on the ground sir could you hit up the next slide please is that working give me one more please so here's what we talk about when we talk about decision data centric environment so most of the things you'll see inside of a command or inside of a structure with analysis is you're going to see a whole lot of graphs and most of it is what we call descriptive it's what already happened right you're going to put up a bar graph about what's on hand what happened yesterday what happened the day before and if the data is up to date it might be what today but as we most we really know it's usually a couple days old you know 12 to 24 hours old right it's not that snapshot that you can see instantaneously so we want to be able to help with that and even get that picture a little bit better that's something very simple you can do is just put up some colors be able to talk about right this is a starting point and that's okay it's a great starting point to talk from there and maybe be able to elude some things that we can use in the future we're trying to get everyone all the way up to that you know prescriptive type of level it's a hard work to get there so if you notice that graph at the top every time you do this it takes a little bit more time a little bit more data and a little bit more knowledge to be able to do this so we're going to start to be able to build that program as we go through so we're moving up to the diagnostic because you see a lot of dashboards right that's the new thing especially with power BI or those kind of buzzwords right we can put up a dashboard to see hey what's our status right now it's cool it's great it's be able to show the commander instantaneously where the forces actually can make decision right so be able to build those type of skills and know where to reach inside of gss army make a data connection into that data lake as we call it right and be able to grab that data instantly and create a picture for the commander so they can make a good decision and be able to move the force forward the next thing we'll look about is predictive right so what's going to happen next right we'll be able to use some forecasting some words you know regression some of those things we're optimizing we're going to be able to figure out what's going to happen next and that's where we're teaching these lieutenant's a little bit like there's some things already built inside of Excel they can click a couple buttons hopefully they'll understand the output and that's our goal is to help teach them to be able to understand what's going on from there and then eventually the obvious the biggest goal is to be predictive about it we talk about this especially in force on force with say fuel artillery and we're ready to move from different operations go from offensive to defensive how will we predict we're more prescriptive when we say hey get a flat rack ready with all the ammo we need for defense right we're planning that out we're optimizing that flat rack we're setting it up with all the smoke setting it up with that with the landmines with that we'll just set up inside there and get it ready for that future operation two days later because we're thinking ahead we're not just talking about just what happened so even the mindset changing besides just throwing up those graphs thinking about data and how what's going to impact that data and what's going to be able to affect in the future so that's where we're trying to build inside the university in the next so on the right side that's what we started to build we took it back and we after we did that survey we found out what was actually needed inside the community we started to build a couple different levels of training so far the first two levels are complete right we have level one the foundational which is 16 hours of training 18 hours total with a in test and out test to see if we actually achieve the goal that we wanted to and that's inside our currently inside our lieutenants course so they come in we just started that last fall and they'll be able to pull in through there so we're sending 150 lieutenants at a time through this course and we're being able to get them some sort of data analysis our primary mode of instruction is Excel right because guess what every government computer you open is going to have Excel on it right if you don't use any sort of GWIS software and then they get there they're going to do purchasing and have to do a contracting right so we're trying to get down to the basis where every officer is going to be able to use that and use that kind of stuff for the future and then we have our intermediate where we move up into the captains so the captains get an intermediate where they get 40 hours of training right they actually get a lot of training they get some stuff where really talk about data visualization talk about some true analysis and be able to figure out what kind of decisions they can help make for the commander so that 40 hours of training it's currently the first 16 hours is what the lieutenants are getting because we haven't caught up to that model right the lieutenants it just started we can't start way ahead and that's 16 hours before they get it too eventually next three years we'll move that 40 hours into something a little bit deeper because they have that baseline when they come through as lieutenants but until then the first 16 is just that same stuff the lieutenants are getting and then they build on top of that and then we're hoping to move forward to an advanced level so it's level three right for those support operations officers and those staff officers to really dig deep inside it using you know at the headquarters in paycom and UConn and all those kind of stuff where they're really digging in deep to figure out what they can use with this data analysis and throughput and ships and optimization where they can build their strengths inside that so that's the next step is where we're going but right now we currently have those two going inside the officers and along with the officers we're not just going to stop there we're looking to go to the NCOs and warrant officers but that's a little bit more typical because each one of those MOS's is a different length of time is a different length you know different field you're looking at different systems of records so each one of those things is taking a little more time right the lieutenants and captains were blanket it was a lot easier to be able to cover those quickly but now it's digging into course by course really as we start digging into each AOC or MOS for those NCOs and warrant officers so we'll continue to build that as we go yeah I was just going to say so when you look at the bullic and the lieutenants and the captor course in particular they're not necessarily all standalone courses and so what we try to do is incorporate it or what we would call integrated training they're already in those systems of records so let's take advantage of those systems of records and highlight the opportunities for them to pull down so that's a real life experience and then we have some of our other current and near term goals that we're working with we actually have some partnerships with VCU and with the University of South Carolina they're currently sending some of the tenants to for a year to go get some the captains excuse me to get some actual data training they go and get a degree and get a certificate and be able to come back into the force so it's one of those things you can talk about as an exchange at ACS where they go send a year and come back to the force with a bit of knowledge we're just trying to put it inside for everyone to get a little bit of that flavor where they're going to be the subject matter experts as they go forward and they move on and then we're also trying to get a consolidated data platform where we can go get that education where we can go find all of these catch ups and you know simple where you can do self development right there's a lot of those courses out there in the Army Base Board and we have that partnership with Microsoft and where we can go through and get some of that training on your own if you're not here and the other thing we're doing to fill out that gap for the lieutenants and the captains is we're doing an IMI which is an interactive media interface where we're going through the education and we're building that that 16 hour foundational force inside an IMI and that should be available to all Army soldiers and DA civilians right so it's not just for us but it's going to be a little bit more logistics focused but we're going to have that available hopefully in about a year from this summer I think hopefully summer 25 is the goal to be able to have that built so we can have that so they can catch up if they miss lieutenants or they're branched transfer into logistics field they can go hit up that IMI and catch up with the rest of their field anything else on this one? I think you know touching on the IMI portion of it's something else that we've recently done just trying to educate the forces run a data road show as well and so JJ and his team Dr. Bill Smith went out they spent some time in the G9 the National Guard Bureau and others educating senior leaders who are PME complete on data and importance for them as well and so we're looking at every opportunity to expand understanding of data and how we can better use it as a sustainment community to be a little bit more precise in operations. Yeah absolutely and to echo that point we were able to it's about four hour training sometimes we've gone two we did it with the CASCOM headquarters the G9 and we've done a couple others with the war officers to be able to talk about them and have them think about what they can ask their subordinates about that's the biggest thing like how do you ask these data driven questions to be able to get what you desire right now just have that open in a comment how do we do things better how can we make it better think about that question we have a smart acronym that we use specific measurable all those kind of things to be able to ask those questions to be able to drive your force because we're giving them the skills now you've got to ask for them to use it right I mean that's the thing so we're trying to get with those leaders to be able to say hey how can your organization build better off of this data sort of environment. So here are some of the things data efforts in the field the first one up there is a maintenance common operating picture it was built by a private and lieutenant right it's at a power BI where they can be able to build this kind of thing it pulls up their maintenance cop right the common operating picture and this is a true common operating picture right because when you're logging in you're getting the same data as somebody else because it's a direct connection to the system right that's we're trying to build inside of there so you can see that comment wherever it opens it's going to see that same data picture and it's just two guys working hard right on a staff trying to build this thing and we're able to pull up all sorts of things through the AOAP right with the army oil analysis program all these things and with power BI if you haven't not familiar with it right it's a drillable right so you can touch those things get a little bit closer touch on some interactive briefing right it's not a power point static slide right it's something you can actually touch and be able to drive inside and that's where we can really have those conversations that's also changing the environment it's changing those leaders and not just ask for that slide be able to be okay with asking questions and maybe not be able to answer them on the spot we can dig into it we can click on it we can talk about it right this morning there were five you know tanks down now there's six well what happened right we can get live data and that does happen we don't need to you know stop the quarterly training brief slides a week beforehand because we're too worried about doing that live thing being comfortable with it right that's a big thing we're trying to get leaders to be okay with is this thing is not always right you can't rehearse it for three days ahead of time it's ready to go right now so being able to be comfortable with that kind of feeling is important for the senior leaders as well as the young ones I was going to say it's one of the reasons I think it highlights the importance of data that a lieutenant did build this right and so helping standardize the language help and standardize the understanding of the material how to better use it but what I find interesting with this is the efficiencies that it created they were spending about eight hours one day a week pulling all this data it automatically pulls and refreshes twice a day now right and so they're not spending that time looking up AOP TMD safety use messages and and their readiness rates right it's at the tip of their fingertips for anybody to see quite honestly they gave us an private and a lieutenant built out in the bottom right is the G8 dashboard built by GS 15 who went to the University of South Carolina program and so they're both accomplishing the same thing one may be more detailed than the other but they're both accomplishing it right and so it's really a testament to that to the skills that we have residing in our force how do we standardize that and help people understand the same concept so our next slide sir and then here's what the reach and right so we kind of started this program originally kind of as we started building inside everyone in the first ones to really get after it inside of our education but then the mission command center of excellence became the proponent for that data education so they're they're building for the common core right for all army leaders they're building what they call the data literacy program right so that's this is so everyone can talk the same language and that's what's really important right use that same the same words as we're talking the same understanding to be able to do that so they're building that literacy portion inside of the common core now the hands on portion that's then up to each command center of excellence as they want to do right as we talk logistics individuals have a lot of data their fingertips so we're going to make sure we have a lot of hands on stuff now the infantry right the maneuvers and of excellence they might not too much hands on right it may be more like four hours instead of that 16 that we're doing to be able to use that data inside there so the common core will be built hopefully by I think is this is it next summer I think is a bench market yeah so be able to go through there so that common core we built inside of all me at all levels soon and then we're going to do the hands on portion is up to each individual COE center of excellence so we've got with the intelligence the maneuver center of excellence we've done a lot of partnerships sharing our data we have that teams page at a share point where we have all of our instructional material we can share with them and then we also have reach out to the horses on the ground right there are other horses in your field that have been working with your data they can help you there too right we're we're here with the loggies right we have that understanding and maybe some of the other horses there can help them out so otherwise we're we're all about transparency and sharing all of our classes are out there they can come grab whatever they want and we can share that kind of material as we go through and then also we're doing some collaboration since we are in the horse the community we have the the center for army analysis what we're doing is we're building some more upper level stuff for that advanced and we're building some books right we're building some PDFs to use code R is a statistical language that you can use right it's actually free within within the army and it's also free outside the army but we have some programs where you can be able to actually use it log in use a web-based server and you can be able to have access to R and do some more stats type analysis a little bit deeper right than just that simple Excel stuff so we're building some how-to books and some common things so we're doing you know like hey here's how to do some simple regression here's how to do some examples so we're trying to build that it's going to be available to anybody right it's a kit bag it's a PDF the army's building it we're going to share with all the team so we can build that data centric environment so we're just only building a couple of those things we already have some basic 40-hour courses for them and we're also building that kit bag and some other books we're trying to build also for Python is another language trying to build on top of and we're building those so we can share them throughout the army other than that I think we're just open for questions at this point Doug, how is the Mission Command Center of Excellence decision driven data connobs shaping your career or is that not necessarily shaping but closely connected and so from the introduction or the development of the white paper we immediately went to Mission Command Center of Excellence when General Beagle appointed him as the proponent for data and started shaping it we focused theirs on data literacy we focused ours on more of the use of data or data analytics are you doing like that for the CULSA for your data how are you ensuring that the data is the best data that you can have maybe as you got I know what gives good log looks sometimes just curious that's a great point right everyone always talks about the bad or the dirty data so that's why we're trying to teach it every level right that's why inside of the initial military training the IMT training they're getting data literacy right when you're talking to a mechanic you're talking to somebody who's actually inputting the data right you don't just run down when you send miles go one two three four right inside the miles you were talking about how important that is and how we can do with that so we're teaching it every level so hopefully when they're entering the data we can get the best I know we did a lot of analysis through Palantir, through Army Vantage so it's a big data aggregator where it connects all the systems and the Center for Army Analysis went through that and they figured out which is the best record so actually they went through line by line as they built that Vantage and there's a couple of horses that sat up there and decided you know where gender is in 19 different tables which one is the one right so we built inside that and then we're also trying to force and encourage correct data entry at the lowest level but part of their analysis and what we're teaching them is also data cleaning right you're going to get dirty data what do you do with that how do you improve it right how do you get the things off an email that should have been entered in an Excel spreadsheet and transfer it and be able to actually do some analysis with it so we're teaching them at that level to be able to clean the data as well and then find those outliers or those bad data okay sir so I'm going to put my drinks here I don't want to support out in this poll also I've got commodity managers that I think would absolutely use some of these courses so where do you see after Cap's career course currently got enrolled in support operations course do you see some of these courses and some of these joint efforts being implemented after I guess support operations courses and do you see a disparity between combo one, combo two and combo three implementation for some of these courses I wouldn't say there's a disparity it's just being able to get them there I think it's trying to be able to use that time that they come an active duty to be able to get the training now we're able to build we have a data analysis and visualization course it's actually an 80 hour course outside of any of the other PME where it's specifically for this and we have all ranks and sizes coming through there from civilians you know enlisted warrants and officers coming through which is that extra it's kind of like a it's not quite to the level two like you wanted to but we're building it and anyone can come in there all combo so we have a lot of combo two and three that come inside that course and they use that 80 hours to be able to take it back to their field and tie the ESCs and TSCs yeah and if we oh sorry just real quick I was going to say we recently revamped this both courses as well or the SOC course right the support operations course to include data we've incorporated a GCSS Army course and to the DAV point that he talked about the data analysis visualization course we went from 80 quotas this year to 862 quotas next year and so we're really trying to open up the aperture to get more Greensleevers and Department of Army civilians to attend hey good morning thanks for putting this on Byrne Myers from Army Contract Command Orlando so I'm more interested in the structure from Army level down you may not be able to answer this question but as far as having cheat data officers down at the you know brigade division level is there any effort from the Army to kind of look at the structure from top down it sounds like this is bottom up it is so as an ORSA and I was actually a division ORSA so I was at the division level there's two ORSA slots or two data decision science data analysis guys that are there inside the G5 inside the plans in the office right so there's actually two that are there currently our proponent General Gingrich is working on maybe making it three but down all the way to the brigade division level is just too much right so like they're up there to help at the higher level we reached down to the brigade we did all sorts of stuff from my just anecdotal right we did all sorts of stuff with the schools to be able to implement the aerosol school because I was at core Campbell under first right or to do analysis for the COVID right do all those kind of things they're used there inside and the longest we go is usually about a two star level is where ORSA is already there so we're able to help and guide those young guys there exactly what I'm concerned about right because if we really want to be a data centric army the brigade level that's probably what we're going to need those experts at so just something to think about good morning or good afternoon actually Ron Isom from SAP how are you integrating simulations into these courses and the other thing sort of following on from the gentleman behind me I see the courses are oriented from the lieutenant to major level it looks like what are you doing for the battalion and brigade commanders to understand how they should actually utilize this data we talk about data driven decision making they're the ones making the decision but it seems like we don't have any sort of education for them unless you're integrating this into the command courses I'll just take the last part so we have integrated it into the sustainment pre-command course so there's four hours of you know it's a five day course and there's four hours of data we've also added it in addition to the standalone four hours we've also added it into the GR reportion of their SPCC and then I'll let him take the first part simulation simulations I don't think we in the simulations much we show them a little bit of it and the captain of the 40 hour course we really do that as Orsas because that's talking about big data and really analysis you know doing a thousand runs you got to know some code you got to be able to do that kind of stuff and technology and with Microsoft for the Power BI with all these things start to grow we might have an easier capability of doing it but this I think that level of understanding has really meant where it comes back to us right where it comes back to those data experts there I don't think simulations might be useful at that brigade level maybe I don't know right I haven't been there in a while but you know you'll understand where we're actually going to use that data I think is at those higher levels but we do it inside the Orsas community all the time we do know at the tactical level actor forecast is critical right and so I heard a speaker yesterday talk about 33% of all fuel taken NTC is returned we got to get better at that and this is part of that that cleaned out of that we talked about Hello for tools you mentioned Excel right so lifelong user of Excel love it are you doing anything to help facilitate APIs you meant advantage or is it exclusively Excel macros because that's all your users have access to or can you use best of read applications like Salesforce so actually yeah so with Power BI actually big packages is part of inside of it is actually a lot of APIs connecting directly to the systems of record so inside Army 365 now they're actually building some of these things with a new update where they're actually being able to get those APIs which is a connection into a data system right to be able to reach in and grab that so that's actually coming with it where it's and you can log in with your cat cart right through the A365 to be able to access GCSS Army and some of the other it's there is another one that they're actually connecting right into to be able to drive through that we are doing some things in the outside that's where we come in right with R and Python we do APIs outside of that but they're actually inside SSI right inside the AG school the edge in general school that comes right it's a comes with Power BI built in reading from it right away so they're able to grab those instantly without having to build an API it's already pre-set up with a larger Army contract well we appreciate your time if you guys want to come up and ask some questions we'll be sick around for a few hundred minutes thank you ladies and gentlemen here's the corner our next panel we'll start at 1230 persistent experimentation by the Futures and Concepts Center Lieutenant General David Hone Brigadier General Stephanie Ahearn Scott Centale stand by please ladies and gentlemen in the Warriors corner we'll start in four minutes please gather around and take a seat ladies and gentlemen welcome we'll get started with persistent experimentation Futures and Concepts Center Lieutenant General Hodney and Brigadier General Ahearn will present can you guys hear me okay thank you hey thank you everyone for joining us in the Warrior Corner on Persistence Experimentation my name is Dave Hodney I'm the Director of the Future and Concepts Center if you do have cards and letters to send to me please send them to Fort Eustis, Virginia and not to Austin, Texas my predecessor was in Austin I've now relocated the Director position to Fort Eustis and I've been in position for about two and a half months I assume responsibilities in January and while I may be the new Director of the Futures and Concepts Center I'm not new to Army Futures Command years ago I was the Director of the Soldier Lethality Cross Functional Team I did that job for three years so I love hearing folks talk about things like next gen squad weapons, CNVGB IVAS all those important capabilities for our soldiers so anyway I bring that experience with me I'm proud to be back in Army Futures Command I'm certainly proud to be part of the Army Modernization Enterprise because I can think of no more meaningful work for both today's soldiers and tomorrow's soldiers to make sure we get modernization right before we begin we have a video teed up so if we can show that please this is a reference project convergence capstone for the learning we have experiment we learn the lessons and then we take lessons learned and applaud it's been monumental alright so I'm joined by General Steph Ahern she's the Director of Concepts of the Futures and Concepts Center and you may wonder why is someone who's the Director of Concepts here for a panel on experimentation well it's precisely the experimentation that went into the future Army Warfighting concept that Steph's going to discuss later so project convergence capstone certainly got a lot of top billing and General Randy's keynote address this morning and I do want to highlight that project convergence capstone is not the only major experiment executed or hosted by Army Futures Command and that's what we're going to we're going to talk about experimentation while it might be the biggest experiment we do in the dirt there's a whole host of other experiments that perform equally important functions can we pull up the first slot or the only slide please so first all of our experimentation starts with a warfighting concept that concept is informed by the future operating environment why do we experiment one we experiment to inform decisions made by senior leaders in some cases we experiment to accelerate development of critical capabilities you heard General Randy talk about all the lessons we learned with the semi autonomous and robotic systems that we experimented with project convergence capstone we also experiment to validate and refine our concepts and lastly we experiment to inform joint warfighting concepts we have good strong partnerships with the joint staff J7, Dag Anderson and I talk routinely on our warfighting concepts they also have good partnerships with our service Futures Chiefs to make sure we're aligned in the joint space we also embed experimental objectives on top of operational exercises that occur inside our combatant commands things like valiant shield, balacutan northern edge those are great opportunities for us to leverage cocom resourced exercises where we can hit experimental objectives that not only benefit the US Army but also benefit our allies and partners that are part of those exercises I do want to make while I talk about exercises I do want to make a distinction that there's a difference between an exercise and an experiment an exercise is focused on building readiness first it also addresses specific training audiences sometimes across multiple echelons there's clear training objectives and sometimes what comes out of exercises are observations that may not be backed by a lot of data experiments are the opposite in some cases and experiments we're doing this to not build readiness but to inform future decisions instead of training demands there's learning objectives and learning demands but what doesn't work is as important as what works and you only learn that through experimentation and then lastly it's about data that comes out of the experiment that informs the rigor that we can bring to senior leaders and decision makers so that they know that they're making informed decisions so in this chart it shows our path to persistent experimentation you'll see three lines the black rain gold, black being the future studies program we're going to talk about in a few minutes that used to be known as unified challenge unified quest that's where we experiment with our future war fighting concept and that's a really important important endeavor in the upcoming fiscal year you'll see future studies programs FSPs and you'll see FCXs in the next fiscal year 25 we're going to incorporate what we call future combat experiments which are simulation events that are tied to our war fighting concepts that allows us to get far more sets and reps that we might get in war game it also allows us to examine specific aspects of the concept that we might want to examine in further detail I do want to note our capability development integration directorates each of them participates in our future studies programs we get that war fighting function expertise that's brought to the war fighting concept when I speak about seeded you'll see the gold line at the bottom are seeded supported by our battle labs execute their own experiments and I want to highlight these specifically for our industry partners because in spite of the top billing that project convergence capstone foregot during the keynote address and during the subsequent panel this is a great entry point for industry at our seeded hosted experimentation events so you'll see them listed on the bottom MIFFICS or our FIERS experiment is hosted by the FIERS seeded it's hosted at Fort Seale, Oklahoma that experiment began 10 years ago in 2014 and they look at tough problems the most recent experiment examined in counter UAS how we detect, identify and defeat threat unmanned aerial systems AWI or the Army Expeditionary Warrior Experiment this is our oldest seeded hosted experiment this one began in 2004 it's hosted by at Fort Moore at AWI they look at brigade and blow simulation they also look at most recently all of the robotics and human machine integrated formation work that we showcase the project convergence capstone fore was demonstrated at this most recent AWI the sustainment modernization experiment or SMEX that's the newest experiment we do it's hosted by the sustainment seeded at Fort Gregg Adams this one began in 2023 this is an offshoot from the maneuver support protection integrated experiment or MIFFICS and at the sustainment modernization experiment that last year they looked at joint logistics over the shore the JLOTs at Fort Story and in the upcoming experiment they're going to look at telemaintenance and they're also going to look at UAS delivered resupply which we experimented with that at project convergence MIFFICS I mentioned previously the maneuver support protection integrated experiment hosted by a maneuver support seeded that's at Fort Leonardward Missouri that began in 2017 and they look at protection efforts the last experiment and notably looked at mobile camouflage systems and lastly CQ or cyber quest hosted by our cyber seeded at Fort Eisenhower Georgia this is about 8 year old experiment began in 2016 this is what we look at spectrum situational awareness how we look in the electromagnetic spectrum as well as how we obfuscate our own signals to minimize detection all of these again the athlete events probably get less pressed than the other ones but these are really important experiments that inform and feed into each of our other experimentation events in the middle of our project convergence and General Rainey was key to mention a point that it's not a singular event project convergence spans a year long series of activities between joint war fighting assessments and project convergence events in Europe, PCE and project convergence events in the Pacific PCP I mentioned some of the exercises we tag onto and PC again I have a plank holder in Army Futures Command with my teammates Ross Kaufman, John Rafferty Wally Rugen when they were leading CFTs PC PC19 was bottom up driven it was born of a problem that fellow CFT directors realized we needed to do better in terms of integration of our sensor to shooter linkages so it was an Army internal you know just a few sensors, just a few shooters just to see how we can communicate between observers and fire and shooters in Army space CFT led AFC supported General Murray supported that effort which now having left AFC and returned it's unrecognizable in terms of where project convergence has come and grown into it's a fully integrated Army hosted joint experiment tied with OSD's efforts with combined joint all domain command and control CJAD C2 OSD's CDAO guide the Global Information Dominance Experiment which is really important towards realizing joint command and control project convergence did look at four use cases, use case one integrated offensive and defensive fires use case two was joint forceable entry operations use case three was expanded maneuver and use case four was sustaining the combined force this experiment entered over two locations phase one was in Camp Pendleton, California and then we did a joint forceable entry into the National Training Center we did a core battle handover between 18th core to third core and continued experimentation there I do want to highlight for use case one which was really CDAO's guide 9.2 experiment we processed where I talked about what PC-19 did with essentially a few sensors and a few shooters we processed air and missile tracks at machine speed across multiple headquarters across multiple services and across multiple countries multinational participation and project convergence capstone we certainly built on all the take aways from PC-22 for use case three expanded maneuver focusing at the National Training Center human machine integrated formations were central to our experimentation and I'll just pile on General Rainey's comments we saw ground forces augmented by semi-autonomous and robotic systems could execute combined arms maneuver and we saw increased protection and increased lethality as a result of that employment these systems also extended our comms networks whether through tethered UAS systems or aerial tier network expansion AT&E loitering UAS systems that extended comms ranges they allowed for sensing and detection well beyond the forward line of troops and lastly they even allowed for improved casualty and patient tracking as well as remote triage pretty impressive experiments we also experimented with the first generation or the first you know I wouldn't even call it an increment because this was kind of a lab experiment of C2 next what General Rainey described as next generation C2 and we got feedback from leaders from the division to platoon level and it certainly showed the potential for data centric C2 a unifying C2 system that seamlessly integrated warfighting functions not boxes talking to boxes but a single data layer that allowed allowed us to maneuver and fire lastly I can't talk about experimentation with talking about the analysis so simply in project convergence capstone we had over 250 analysts they came from the army they came from multinational allies and partners they also came from joint services track DAC, ATEC all provided analysts we also had assessment teams from joint modernization command our CDIDs our CFTs and lastly I can't fail to mention the seasoned NTC observer controller teams that provided their in-the-dirt observations just informed by their experience all of that provided insights and over 270 learning objectives for project convergence capstone 4 so with that broad overview of our comprehensive and persistent experimentation effort I'll turn this over to Steph Ahern to talk about our future studies program and our concept Thanks so much Sarah and so what I do want to emphasize is the absolute importance of persistent experimentation helping inform army 2040 efforts and the concept for 2030 to 2040 which is in that concept driven transformation period as we talk to our intelligence community colleagues about the changing future operation environment in the threat and we talk to the scientists about what technology could be changed by then the changes are dramatic and intensifying and I would say that would be expected when we think about people that are in college today being the future battalion commanders battalion sergeant majors by 2040 people that are in elementary school now just coming in the army the concept should be able to help and they can help because as we're looking to the future it allows us to use existing technologies so signature monetization efforts with technologies that exist sometimes in the lab or at small scale and how do we organize differently and then how do we operate differently and so in addition to that centrality of the commander and having that judgment and having the intuition and having the analytical understanding to make sense of the data military science absolutely matters instead that methodological rigor that has been informing project convergence and all of the battle labs and the experiments that general Hany just talked about is something that we have to include within our war games it is not okay to look at just a bunch of guys and gals sitting around the table when we're talking about the future army forces we do have less fidelity in the work that we do and we use the Marine Corps operational war game system that McWill put together so it's less fidelity but it's helping us understand some absolutely real challenges and opportunities and things that we're going to have to do even when we don't have that physics based data that current systems provide and so how we war game has been a central effort in addition to what we were game over the past three and a half years so the second point like to raise is that so as we're developing the army war fighting concept that general Hany mentioned maybe coming out this fall maybe and we're using to assess and develop the future study program one of the brilliance of army futures command is from a concept perspective where we have many of the army scientists we have experts in the threat that have a link to the national ground intelligence center we have teammates in the concepts community across all of the war fighting functions that are linked directly with the CUECG and previously we had worked directly with West Point Sleeber Institute on the law of arm conflict now in addition to them we work with AFC staff judge advocate and so that role of law of arm conflict that general Hany really emphasized they are absolutely a part of our war games experimentation as well so working across with all of the army commands we've had the opportunity to have core G5s in with us people coming from both of the priority theaters and from the our north in addition the chief of engineers General Rainey highlighting the importance of the engineers coming up as one on the engineer research development command also has a large group of scientists and they've been with us from a very beginning and then our joint partners our allies the 5i allies our work is the input for the army to the joint war fighting command the joint war fighting concept and so as we're learning things within our research as we're able to learn from other services and the JWC it gets tested we are pushing and pulling those ideas across in addition as far as for how we were game had tremendous support from Rand from Ida the other services to make sure that the methodology that we're using in the systems exploration more game is sound so the last thing as far as just what we're seeing and the nice part of being able to support general honey support general rainy the ideas that general really talked about the challenges within the concept-driven transformation are what we've been able to derive over the past three and a half years working very closely with our joint in 5i allies we are seeing again the criticality of that data and the resiliency to systems the all domain sensing the offensive and defensive fires protection protection protection and the ability from a sustainment to be able to operate over these extended distances and then again that power and energy that he highlighted really critical aspects of what we're seeing and so I think the last thing I just want to leave with this is that as we're approaching this work one of the things that I'm most appreciative of is that we're now working with the other services very closely and we're all seeing the problem very similarly and so the opportunity to work with each other to solve these problems to work with other parts of academia to work with industry partners going forward this is absolutely essential because these challenges are real but the opportunity to make a difference is also real as well thank you sir thank you that concludes our presentation I think we'll turn it over to see if there's any questions from the audience sir ma'am current retired Brian Cook mks2 technologies I'm going to ask the same question asked over already where does where does quantum computing maybe in quantum power fit into the future competition good to see you Brian so I would say again being a scientist but getting the opportunity to work with them this is one of the areas from army from DOD that absolutely is a priority research area and so having quantum experts within DEFCOM working with ERDIC within ERDIC is something that we are leveraging heavily this is something that there are places that we see having an impact by 2040 there are obviously things that aren't going to be ready by 2040 so what we're trying to do is to make sure that as we're developing the concept that we're not trying to rely on fantasy and that where the science is is where we're trying to be able to operate with and Brian I'm going to fulfill the task that General Rainey Levy made on me in this morning session the future studies is also intended where I talked about AFWIS as an entry point for industry FSP is also a point where industry can help us if they have bring in expertise on some areas that we may not have the full depth of expertise we certainly can find opportunities there thanks Brian quick question for how are you implementing artificial intelligence into your space I think we're seeing that I think if you asked the industry partners of Project Invergence Capstone they would tell you a lot of the systems that were in the dirt included AIML opportunities in there so General Rainey talked about data centric C2 that's certainly an essential component of it Hi Dave Lockhart with the Boeing company the question I'm thinking about and trying to think through is is to participate in a series of experiments industry will bring some system to be looked at and now that you've got the three different pathways it could be in any one of two prior to getting to that point we usually find ourselves in other experiments that may be done by some of the CFTs and things like that one how do these things kind of group together that the work you do in one counts toward some understanding of the other and at the end of the exercise what happens next because that's the question we continually get from senior leaders after you're done with the exercise what is the army going to do what's the linkage to the material acquisition side of the house what do they do with this information yeah thanks for asking that question one we through this slide up to educate on the experimentation there's a difference between as a former CFT director a soldier touch point is not an experiment a user jury a user study is not an experiment those are tied to requirements the CFT may be pursuing and then they're going to learn something about how they in general range talk about capability needs statement Tony Pax and I you know deterred capability matrix you know the threshold and objective without a specific it's like industry tell us what's in the range of the possible this is to show you that there's one there's a tiering FSP project convergence gets top billing but FSP the concept again I go back to everything starts with the concept project convergence is informed by our concept we're not just doing things randomly it's informed by the direction that the army leaders want to take us and you hit on the topic that both honorable bush generally talk about transparency Mr. Trudeau also mentioned it in the panel this morning about what industry wants and transparency so there are outcomes that come out of each of these project convergence capstone general rainy offered some high-level you know initial senior leader insights that he had from his personal experience the 250 analysts that are crashing right now on the sorting through the data will probably take a few months before we have the detailed insights that come out of project convergence capstone so the feedback that comes to everyone that participated in that will follow once the analysts have had a chance to review that I hope I answered your question you're at your question about the changes that's that's what general rainy and honorable bush talked about today you know leveraging congressional authorities flexible agile funding you know that army senior leadership desire to do a portfolio of you all those things you know come out of this process the CFT directors and I communicate routinely the seeded and I routinely communicate routinely the COE commanders and I communicate routinely so we're all tied in tied in together thanks for that sir ma'am okay that works sir ma'am thank you question about learnings from project convergence and specifically that's a release to human machine integrated formations I was a striker PL back in the NTC and I had very unavailable tune by 26 guys and I'd leave 12 back with my four strikers I can imagine then hitting objective with 12 working guys that have to give up a couple of them or to man a robot or control robot sort of clearing the rooms I'm wondering if that came up at all in kind of how getting after it how the squads operate one general robot don't replace humans I'm sorry your manning challenges in your formation at the NTC but no they did not replace humans they certainly provided trade steel for first contacts we're not losing human lives we don't need to we had soldiers controlling semi-autonomous systems that did not come into decrement to the formation's ability to execute their assigned tasks general great to see you again and thanks to both here for addressing the crowd here and the noisy space I know that's not easy a question also with the human machine integration you mentioned the forthcoming update to the army operating concept will that address the underpinnings for HMI or do you see that as separate effort it is a foundational aspect of efforts by 2040 and in part because it's going to take practice and if we're going to offload risk and there'll be some offloading work we have to have over time the ability to gain confidence in the technology that we're working there obviously be a different and different type of formations there are some things that machines are very good at there are things that humans will never rely on machines to do but this is something that we see is also something that we must be able to do today but the human machine integration is a very important part of the 2040 do not give a microphone to a man over 60 apparently hey so the question is are we planning any really good experiments where we're expecting the network but really we know the network's not going to work because physics is still physics are we planning any experiments with intentionally not having the network work or barely work that remains an essential component denied, degraded, intermittent latent those are part of our experimental conditions COMS was central to everything we did at Camp Pendleton, NetMod X in the fall will further look at those kinds of things so yes I've seen some capabilities on the floor here that acknowledge the GPS deny GPS jammed conditions separate from operator user error potentially there's certainly a lot of compelling capabilities out here just on the floor here that address exactly that, thank you Sir Doug Morrison, I appreciate both of your comments direct my question I think to you sir if you're willing to go out a little bit in some deep water given what you've seen so far going back to when you were what was then for bending down a fortnight but and what you see going forward and what you see on the threat side that many of us don't see are you confident that the direction the azimuth that you're headed and the potential capabilities are we going to are you going to see the delivery are we going to see the delivery of those capabilities that we need and is it going to be in a timely enough fashion I know that's probably going far out for you but just trying to get a feel for what else occurred, I appreciate that No, happy to discuss that and Doug I think I'll echo some of my points I made at AWE at Fort Moore so lethality is defined when you were a lieutenant when I was a lieutenant, I'm sorry overmatch was defined as a function of lethality and protection our lethality and our protection had to exceed the lethality and protection of our adversaries pretty simple formula we used to own the night because our lethality we can acquire and shoot and kill in the dark and we can move undetected with our night vision advantage so lethality was overmatch was a function of lethality and protection we no longer own the night we share it we operate in a highly ubiquitous sensors you'll be seen in today's and tomorrow's battlefield so how we define overmatch and pursue to do that overmatch is no longer a function of just lethality and protection it's a function of lethality and protection but it's also a function of situational awareness and mobility it's also a function of decision advantage things General Rainey talked about today so the capabilities we're pursuing that allow us to like IVAS situational awareness and mobility I can move without looking at a map quickly you know I put IVAS on my face earlier versions 1.2 is moving to great space linked up with a moving platoon at Fort Pickett in the dark over 1100 meters I never put that device on my face before I'm sorry I never walked at Fort Pickett before I used IVAS before but I was able to link up with a moving platoon in the dark and you know go straight to the platoon later and talk to them about that those are the kind of capabilities now IVAS still has some work to work to go but those capabilities we're pursuing General George's intent to pursue C2 next to give commanders situational awareness you know data layers that connect division to platoons so everyone can see you know have common understanding of the fight I think we are heading in the right direction it's hard it's a hard slog everyone that's in the melee of modernization recognizes it's a hard tough slog to deliver capabilities that our soldiers need but I'll go back to my opening comment it's meaningful work and I'm certainly happy to be invested in that I'm getting the hook I think I went a few minutes over sorry about that but I appreciate everyone's time Steph thanks for joining me on this panel I appreciate you listening to our panel of persistent experimentation I came here to see if you needed help you still haven't done that I'm going to mail you with a bell household good to see you it's always a possibility ladies and gentlemen good afternoon and welcome to the Warriors corner our next panel Jungle Arctic IBCT Focus CTC training exercises and scenarios presented by trade-off Mr. Martin Hoffman and Colonel Brian Martin start time 1.15 thank you gentlemen good afternoon and welcome to the Warriors corner our next topic Jungle Arctic IBCT Focus CTC training and exercises presented by Mr. Hoffman and Colonel Martin and all of their props up front please join us in a round of applause thank you we're going to start with a short video and then Lieutenant General Gervais for trade-off we'll do a short intro ladies and gentlemen can you hear me okay excellent hey so I'm Lieutenant General Maria Gervais I'm the training and doctorate command deputy commanding general but I also had the opportunity to be the deputy commanding general at combined arm center training where we oversee the collected level training for the United States Army and the other corner is taking place right now is because we have to understand how to replicate the operational environment that our soldiers are going to operate in and that doesn't matter you know whether that's in a desert or that's in the Arctic and we have to understand it from the perspective of what is the equipment that we need how do we replicate the opt for the opposing force and present that picture to them in a scenario so that they can train and that's what the team is going to talk to you about our trade-off G2 team and our partners at user pack because I think this is an area where we really have to understand the requirement, the scenarios and how we train and so Maria I'm going to turn it over to you and don't be easy on them ask them the tough questions right thank you ma'am so good afternoon my name is Maria Hoffman I am the director of the U.S. Army opposing forces program and I represent trade-off G2 the deputy chief of staff for intelligence good afternoon my name is I'm the D.C.O. for JPMRC in the Pacific hello everybody I'm first sergeant Konstantino I'm here representing the 11th Airborne Division up in Alaska hello I'm Captain Kyle Buchrud I'm a company commander down in 2nd grade last but not least Captain Briggs I'm an O.E.O.P.4 scenario planner for JPMRC so times have changed 40 years we spent in the post World War II after the Cold War looking at the Soviet Union and Russia then we spent the next two decades in the Middle East during the entire time we were also looking at North Korea who would have thought 60 years ago that our threat according to our National Defense Authorization Act is going to be China China is our pacing threat with a new emphasis on the Indo-Pacific so for this afternoon we're going to spend a few minutes to introduce you to challenges and training in the jungle environment and in the Arctic environment and some of the capability shortfalls that we have that hopefully maybe industry may have some solutions for we'll do this in three parts first Colonel Alvarez we'll talk to you about the exercise design scenario multi-national partnership then I will talk about a little bit about the threat conditions and how we keep things unclassified and then we'll close it with discussions and hopefully get our first sergeant company commander to share some of the experiences and answer questions Colonel Alvarez thank you sir so what is JPMRC so many people understand what is JPMRC it's another CTC very background what JPMRC is in 2018 General Flynn the commander of the pacific understand we have a gap he went back to the army and he said we need to have a CTC it take us 30 to 60 days to ship 25 ID back to the US to other CTCs plus another 30 days training so total of 90 days if you put that return the equipment so it's another 30 days so now readiness is going down you take that pre-gate commander the division commander the assets that he have available in the theater to actually fight and train so he decide I'm going to create JPMRC so JPMRC is the new CTC that we have in the pacific so for Indo-Pacon mission it's actually provide readiness to the 25th ID and the partners this last rotation we execute rotation with total of 18 observers from multinational partners and we have 5 different units to support the exercise we have Philippines we have Korean we have Thailand you can mention we have Canada and it continue to grow as a partner relationship in support of this mission we have an Arctic operation 11 air pod division we support that mission with the joint partners in the Arctic condition high altitude if you talking about high altitude cold weather conditions we talk about negative 16, negative 54 but you cannot train but we got a different challenge we got a challenge with equipment we got a challenge with batteries we got a challenge with soldiers we got a challenge with the partners we have another equipment in order to operate this environment and we have another rotation that happen with the IDL last year we took a thousand sabers with Australians we talk about 40 joint units multinational partners working in one environment in support of the theater operation this next year we are going to introduce how is a CTC wrong and we go assist our Philippine partners to ensure they understand how to train so that's what JPMRC came up is the new CTC in the Pacific and that's what we have right now so what we talking about JPMRC we talking about regional combat training center that is body dating the organizations readiness and training so we create an environment that is real before going to the US going to the different CTCs it was a great training in 1978 we came up with NDC then we came up with JRTC but the environment is not what we fight we need an environment where we can involve partnership an environment where we can fight we can train as if we fight for the division commanders because at JRTC we don't want the high ground the division commander is in charge of the high ground we enable the entire exercise but we allow the division commander to trigger, make decisions and provide the resources to the brigade commander JPMRC primarily generate readiness by operating in the pathways the pathway is the line that we have in order to go to the theater in Hawaii in my years experience in the army it's only one place I see so many joints I've been in Europe I've been in many other locations but when you talking about joint assets if you go into the Pacific you have the Navy you have the Marines you have the Air Force we depend on the Coast Guard we have the multi-national partners also so that's what you gotta think about where all the locations you can involve so many joint partners in one exercise that the Pacific that is an innovation and it's also coming with a set of challenges that we have in previous exercise we have a challenge with interoperability we have a challenge with communications between our joint assets how we communicate how we fight we have a logistic problem as we move 3,000 miles from the main islands of Hawaii to Guam to different locations Philippines so it's a big problem set that we have over there and General Flynn, Carter, Brian, Martin have been assigned to define how we better understand this problem set so when we're talking about partners, we talk about how many partners we have over here in my years of experience in the other city scenes we probably have one or two partners but when we're talking about partners it's the opportunity to link with different partners to understand interoperability when we're talking about systematic we're talking about communications we're talking about different systems C2 that we have but something that we identify in previous exercises it's also equipment we believe that the equipment is integrated together and it's the same because it looks similar it may not be so allow us to explore experience and experiment with different opportunities that we have the IS system when we're talking about virtual we have virtual and we have constructive JPMRC and the virtual system we use the IS system which one is exportable it's the only CTC that can export from Hawaii all the way to the Philippines provide mild systems to track unit players to track everybody in the field as they operate and to provide that battalion brigade and division commander with the inputs of how the force is being operated so just think about that it's powers and systems that provide that and we experimented with so many issues we have to communications 5G networks when we're talking about Alaska some of the challenges we have is batteries problems with equipment we're talking about U.S. working for 30 minutes one hour when we deploy a negative 30 that can be constrained to 50 minutes so it's many constraints we have over here as we develop them by I'll go pass it to Mr. Halfman and we go and talk a little bit go to the next slide so this is two of the rotations we have over here we have one in the Arctic and one in Hawaii we talk about this briefly if you can see how different in the terrain expansion that we have for legislation and the impact that we have for NDO it's a great place for NDO as we have fires communication systems and space it's just a good quality set that we have to open I'll go and give it to Mr. Halfman that we can talk about the U.E. environment stay on the slide here for a second you know the resiliency of the soldiers that belong to the Joint Pacific Multinational Readiness Center is incredible so when they finish their rotation at the end of each year in Hawaii doing the jungle they celebrate Christmas and then they go from 80 degree weather 80 degree weather in Hawaii within 24 hours they're in Alaska doing sub 40 120 degree weather and they immediately get down to training and what's unique about both of these rotations is we cannot replicate this anywhere else so when we're talking about the Pacific often we talk about the first and second upland chains hopefully most of you understand what that means nickname island hopping that's part of the Chinese vision for the fence that is what JPMRC is doing in Hawaii island hopping where all of a sudden your division in your core is not what's around you it's the Navy it's the Air Force it's the Marines it's true joined in Alaska little bit like NTC you can see miles and miles maybe even further in clear brisk nice sunny day weather but your movement to get anywhere hours days very slow you certainly don't want to move fast if you start sweating on the older gear that first time is showing up here and then you start freezing from the inside out so it's definitely a completely different environment to consider next slide but so is the threat so to keep things unclassified we in Iraq have developed what's called the decisive action training environment the decisive training action environment is based on four regions one is the Pacific Indo-Pacific the original one is the Caucasus there's one for Europe and there's one for Africa each one of these has multiple countries in it that are based on real countries and based on real world operation environment assessments and threat for their region however we do adjusted to keep things unclassified when we train in date type of scenarios we're not training to fight the Chinese but we want to be ready to fight the tactics and the capabilities and the environmental factors environmental factors include the political the military economic social infrastructure information time and the physical terrain terrain we gotta have talked about so what you see here on the left is the Indo-Pacific version of date to your far left corner was the original version that was pretty much focused on the Philippines and then we've expanded it to the mainland there's multiple vignettes within the decisive action training environment that you can use so the date is not a scenario itself JPLMC or units develop their own scenarios based on their exercise requirements training objectives highlighted in red are countries that are not favorable to the US therefore typically the bad guy but you don't have to turn them into the bad guy amber being neutral and green obviously being friendly to your right side you see the multiple organizations that are currently transitioning to use date Indo-Pacific so the army is making a deliberate shift trade off is making a deliberate shift from teaching slash former Soviet threat capabilities tactics equipment to focus now on China as the chief has said he wants us the US army to understand the Chinese threat the PLA People's Liberation Army to understand that as well as we once knew the Cresnovians in this case we call them the Orbanas again Orbanas is notional but it's based on real world intelligence and real world information so it's not make believe it's just the country that's make believe next slide so to give you a little cross reference to your top left you actually see the People's Liberation Army which has a total of 5 theater commands comprised of 16 armies each army has approximately 6 brigade combat teams combined arms brigades and 6 enabling brigades generally they do not have divisions and I'll talk about what the brigades look like and why they don't have divisions but needless to say they followed up example during the coin war where our center of gravity our primary unit of maneuver was the brigades they are heavy on ground based air defense that's how they get their parity and their anti access area denial reconnaissance much emphasis on UAVs but actually any technical advantage that they can gain so they are more blind on technology than they are on human reconnaissance teams and last but not least they're reinforced by army group capabilities again as I mentioned no divisions therefore the enablers that they get either they have them already within the army or they get them even from higher pushed all the way down to the brigade so frequently when I hear a brigade combat team training and we create an opposing force to train against what I see at times as commanders rushing things away well that wouldn't be in a brigade absolutely it would it comes from army all the way down to a brigade and you will see cyber and advanced electronic warfare in fact the Chinese CTC version of their op-for is more capable than ours so on the bottom right you will see our version of Ovanan in this case we use three theater commands again six maneuver brigades combine arms brigades with some enabling but much more flexible in order for us to change our force structure as well as order battle to meet training objectives this is where I mean that we're not replicating China or the PLA we're replicating the capabiliti