bers. We opened a total of 471 Family Assistance Centers throughout the United States and served over 257,000 immediate and extended family members of the personnel of all the armed services. Our centers also responded to nearly 600,000 telephone inquiries. We view this as part of our commitment to the total force effort, as we were providing assistance to families of both Reserve and Active components, when the family members were not located near an active duty installation. Many of the Assistance Center staff were volunteers specifically trained for this mission. Being located in so many communities across the Nation, our Assistance Centers provided key focal points for a major part of the outpouring of support from the American people for our troops. Just as the Guard participation in the Persian Gulf conflict personalized the war in a very real way for the public, by seeing their neighbors and friends called again to serve, the centers provided them a way of helping those neighbors through helping the members' husbands, wives, and children during the ordeal. We found that there is even more truth than we thought to our slogan "The Guard is Family"—its not just our members and their relatives— it is truly our members and their communities.

Now our family members want to give something back to their communities in saying "thanks" for supporting them when they needed it most. Family member volunteers are participating in our National Guard community mission to reinforce the bonding between the Guard and the community. This active partnership is one very significant way for us to add value to America.

RESOURCE MANAGEMENT

In fiscal year 1991, we worked hard and smart to fulfill the Federal, State, and community missions of the National Guard. In sustaining this progress toward our vision for a quality Guard, we will continue to effectively use and preserve our equipment, supplies, and facilities. We will assess planning and processes to maximize efficiency. We will investigate the use of technology to increase services and productivity. The results of our efforts will enable the National Guard to continue to do more with less.

The Army Directorate continues to implement the Department of Defense force structure drawdown based on the changing geo-political environment. During fiscal year 1991, the Army Guard eliminated units consisting of approximately 10,000 spaces, including those in two maneuver brigades. During fiscal year 1992, the Army Guard will decrease almost 25,000 spaces of approximately 60 units. The current Army plan will reduce the Army National Guard to 338,000 spaces by fiscal year 1995. As this drawdown occurs, the Army Guard will continue to modernize the remaining force with systems such as the M-1 Main Battle Tank, the M-2/3 Bradley Fighting Vehicle and the AH-64 Apache helicopter.

To support the Guard's expanded role in counterdrug operations, the Army Guard has activated the Reconnaissance and Aerial Interdiction Detachments (RAID) and Wheeled Light Armored Vehicle (LAV) test program. The LAV program is testing the effectiveness of a wheeled armored vehicle in support of local law enforcement and counterdrug mission. Raid detachments are fielded with specially equipped aircraft and provide direct area support to local, State and Federal law enforcement agencies.

Congress has strongly supported the Multi-Stage-Improvement Program (MSIP) for the upgrade of the F-15A/B aircraft in the Air National Guard. We have also received support to upgrade our F-16 aircraft with modern self-defense systems and improvements in supportability. One very critical program to initiate a safety modification to upgrade the F100-100/-200 engine to the -220E configuration for the F15 and F-16 aircraft has also been supported by the Congress.

Personnel planning for the Air National Guard will continue to address the lifecycle characteristics of personnel resources in the same way as active force planning. However, the personnel community, not unlike the operational arena, is entering extraordinary times. Force restructuring in the Active component is causing a down-sizing of officer and enlisted strength. Force-sizing issues such as active duty base closures, mission consolidations and transfer of wartime-only missions to the Air National Guard are necessitating a "new look" at the personnel equation. Personnel programs and policies will need to be administered efficiently with an eye to top quality accessions and retaining the most professional airmen.

The Reserve Component Automation System (RCAS) is an information system that supports the decisionmaking needs of all commanders and staff responsible for the Reserve Components (RC). Desert Storm has demonstrated the continued need for timely and accurate information. The RCAS is designed to support the day-today administrative needs of the RC while enhancing their ability to mobilize. Initially, the RCAS will provide each RC unit electronic-mail and standard office auto

mation, utilizing commercially available hardware and software. Subsequently, unique military applications not available with commercial software will also be provided in the fiscal years 1993-1995 time frame.

The RCAS program is in the development phase. On September 30, 1991, Boeing Computer Services, Inc., was selected to provide the RCAS. Technical testing and development are underway. Fielding of the RCAS will begin in 1992 and continue through 1994. The following 2 years will see fielding of the remaining functions and equipment to complete unit automation.

In 1987, the Army National Guard initiated an intensive property accountability management program. Its main emphasis has been to instill aggressive command involvement in property accountability management at all levels in the Army National Guard. This effort has resulted in the reduction of open reports of survey per 1,000 members from an average of 17 in fiscal year 1986 to 8 in fiscal year 1991. By utilizing this program, the average loss per member has also been reduced by nearly 50 percent.

National Guard contracting officers are continually striving to improve readiness by expanding the base of available vendors to meet current and future National Guard acquisition requirements. As a result of these efforts, in fiscal year 1991 the National Guard enhanced competition in contracting by being in compliance with the Competition in Contracting Act of 1984. For fiscal year 1991, the National Guard rate of competition in contracting was 97.8 percent. This was 6.8 percent higher than the projected goal of 91 percent.

To improve the performance of the National Guard acquisition system and more effectively and efficiently manage National Guard resources, the National Guard Bureau contracting management team is tasked to centralize the acquisition of similar requirements from the States and territories. This better serves the Nation in the acquisition of air and ground equipment for a more uniform military force. The National Guard Bureau, beginning October 1, 1993, will require all acquisition personnel to meet the provisions of the Defense Acquisition Work Force Improvement Act.

The National Guard has an obligation to provide adequate, safe, and cost efficient "Facilities of Excellence" to support the using units. Facilities which provide for the administration, training, maintenance, and storage of all assigned equipment are required in order to maintain the high levels of readiness and mission objectives. The National Guard's aging infrastructure and shrinking real property support provides real challenges that will continue to be conscientiously and prudently managed to provide the best facilities for the available resources.

TOTAL QUALITY MANAGEMENT (TQM)

The National Guard Bureau is integrating and developing a Total Quality Leadership and Management System that highlights achieving quality through teamwork. Teamwork is not a new concept to the National Guard. Teamwork has been the hallmark of our joint Army and Air operations for a long time. The new focus is on management teams that have the mission to improve National Guard processes. Our goal is to better serve people, organizations and communities of this Nation. The TQM methodology helps to better align personal and organizational goals, objectives, and actions. Team activities build communication and cooperation, stimulate creative thinking, focus on doing things correctly the first time, increase unit effectiveness, and eliminate the waste of precious resources.

Total Quality Management emphasizes the use of both qualitative and quantitative methods to assess, analyze and continuously improve organizational processes. Success of the National Guard's TQM initiative requires an active role by the top leaders, a disciplined methodology, a support system and mandatory education and training on a continuous basis. I personally serve as the quality focal point for the National Guard with the Vice Chief being the quality manager.

KGB has published both a long range planning document titled "Vision 2020" and a TQM master plan. We have conducted TQM awareness education for all NGB senior executives. We are conducting TQM training classes at our two national training centers (Air Guard at Knoxville, TN and Army Guard at Little Rock, AR). All 54 States and territories are involved in our training programs. Four specific quality improvement boards have been established: Education and Training; Command, Control, and Communications; Drug Demand Reduction; and Environmental Quality Board. These Boards have begun identifying critical processes and improving them. Increased visibility of TQM processes is planned for the future. I am convinced that our "Quality Through Teamwork" approach will produce positive results in the "Changing of the Guard."

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ADDING VALUE TO AMERICA

Thousands of communities across the United States are home to members of the National Guard. We are fathers and mothers, sons and daughters, sisters and brothers, troop leaders and teachers, farmers and mechanics, housewives and lawyers. We contribute to the economic growth and strength of the Nation. We are role models to the community, bringing with us the knowledge and expertise acquired in our military service. We vote, pay taxes, and fight for better schools. We donate clothes to charity and help raise money for a new hospital. If a neighbor's child gets sick, we raise money to help pay the bills. We organize bake sales, walkathons and raffles. We make our children take piano lessons, and we make them sit still in places of worship. We remember our fallen comrades on Memorial Day, knowing we have a special connection. We work hard and save for the future. We are citizens, and soldiers, contributing as best we can to add value to America.

While community encompasses our neighborhood and our neighbors, it also encompasses our east coast and west coast, our forests and deserts, our plains areas and waterways, and our whole Nation. Several of the National Guard goals for the 1990s identify national issues on which the Guard will focus in this decade to "Add Value to America." These included guaranteeing equal opportunity for entry into the Guard and for military and civilian career progression once a part of the Guard organization; fighting illegal drugs through interdiction, eradication and drug demand reduction programs; cleaning up and conserving the environment; and improving the quality of life for our Guard families.

CONCLUSION

I have provided you with a report of our progress toward the "Changing of the Guard" and the status of our movement toward our vision articulated by 10 goals. Indeed, it is an exhilarating time as we transition from old roles to new roles. As America's Team, the National Guard will work together with our Nation, States, and communities to make this decade and the next century the best ever for this great Republic, the United States of America.

Senator GLENN. Thank you, General. General Rees.

STATEMENT OF MAJ. GEN. RAYMOND F. REES, USA, DIRECTOR, NATIONAL GUARD

General REES. Sir, General Conaway has spoken for the bureau. I will not have an opening statement.

Senator GLENN. Thank you. General Killey.

STATEMENT OF MAJ. GEN. PHILIP G. KILLEY, USAF, DIRECTOR, AIR NATIONAL GUARD

General KILLEY. I have no opening statement, sir.

Senator GLENN. General Sandler.

STATEMENT OF MAJ. GEN. ROGER W. SANDLER, USA, CHIEF, ARMY RESERVE

General SANDLER. Thank you, sir. It is indeed a pleasure to appear before this committee and represent the U.S. Army Reserve and the 600,000 men and women who are members of the Army Reserve, plus an additional 124,000 retirees who have hip pocket orders who may be called at any time in the event of a national emergency.

I just have a short statement, sir, which I would begin with. The aftermath of last year's conflict in the Persian Gulf and the changing world of the 1990s continue to confront both the U.S. Army Reserve and the Total Army, of which the Army Reserve is an integral part, with significant challenges in meeting our Nation's security needs. As the world changes, the Army Reserve and the Total Army will adapt to meet new challenges.

I am here today to tell you that your Army Reserve will accomplish this mission. We are working closely with the other components to help reshape the Total Force to meet the emerging threats of the post-Cold War world. While meeting needs of national security, we must also help the Nation take full advantage of the opportunities that the future might present. The reshaped force must be both cost-effective and structured to accommodate acceptable levels of risk.

Whenever appropriate, missions should be assigned to the U.S. Army Reserve. In this regard, we should continue to expand our Army Reserve missions such as the counterdrug, humanitarian assistance, disaster relief, civil works, installation support and service, and mobilization missions appropriate to a full-fledged partner in the Total Force.

The Army Reserve has historically had certain core competencies that should be exploited in the newly shaped force. Echelons above division where most of the Army Reserve units are located, such as civil affairs, psychological operations, and maintenance, transportation, and medical units, are examples of the types of units that could be even more pervasive in the Army Reserve of the future. In summary, while the future presents many challenges, I am completely confident, sir, that the men and women of the U.S. Army Reserve, when they are properly resourced and trained, can and will continue to accomplish the missions assigned to them. In these times of tight budgets our citizen soldiers, by virtue of their being part-time, are a great bargain, in my judgment, for the American people.

And, sir, that concludes my statement. Again, I appreciate having the opportunity to appear before this committee and am prepared to take your questions.

[The prepared statement of General Sandler follows:]

PREPARED STATEMENT BY MAJ. GEN. ROGER W. SandleR, USA, CHIEF, Army RESERVE

Mr. Chairman and distinguished members of this committee, it is a pleasure to be here today, representing the more than 600,000 men and women citizen-soldiers of the Army Reserve and the over 124,000 retirees with hip pocket orders, around the world serving our Nation, to present the fiscal year 1993 Reserve Personnel, Army, and Operation and Maintenance, Army Reserve, appropriation requests. This is my first appearance before this committee as Chief, Army Reserve. I ask that this statement be made a part of the record of this hearing.

The aftermath of last year's conflict in the Persian Gulf and the changing world of the 1990s continue to confront both the Army Reserve and the Total Army, of which it is an integral part, with significant challenges in meeting our Nation's security needs. Consequently, we are continually analyzing the size, structure, mix, mission, and stationing of defense forces around the world. When we implement the recommendations of this evaluation, we will doubtless see a smaller Active Army with more of its force regionally focused and stationed in the continental United States. This clearly will mandate corresponding changes in the Army Reserve and the key role it plays in the Total Force, especially in rounding out the active force and in providing support units. As America faces its new strategic, economic, and political challenges, the Army Reserve and the Total Army will, of necessity, be forced to adapt. I am here today to tell you that your Army Reserve will meet this challenge.

We are working closely with our sister components and other branches to help reshape the force to meet the emerging threats a post-Cold War world presents. While meeting needs of national security, we must also help the Nation take full advantage of the opportunities that the future might present. The reshaped force must be both cost effective and national security effective. This means that, whenever appropriate, missions should be assigned to the Army Reserve.

The Total Army is already depending heavily on its Reserve forces to deploy and support our contingency force package that contributes so substantially to conventional deterrence. These early deploying Reserve units must be mobilized early and be already trained to a high level of readiness. The Total Army, which has fully integrated the Reserve components, depends on them for the earliest deployment of power projection forces, and it has undertaken initiatives, such as Bold Shift, to dramatically enhance the readiness of its Reserve units. With the participation of the Army Reserve, no army in the world is better prepared to meet contingencies and emerging threats than our Total Army.

The well-recognized superb performance of Reservists both in Panama and the Persian Gulf proved how particularly well suited these citizen-soldiers are, when properly equipped and trained, to meeting contingencies and augmenting Active component units. In today's world our Armed Forces cannot perform its missions without contributions from the reserves. This reserve force must be kept highly trained and effective. In the past, Congress has done its part to ensure this, as our reserve forces demonstrated in Southwest Asia. For this you have our deepest gratitude.

RESERVE PERSONNEL, ARMY

Excluding the fiscal year 1992 Desert Storm Supplemental Appropriation, the Reserve Personnel, Army, budget request for fiscal year 1993 is for $2.1 billion. This is a decrease of $156 million from the amount appropriated for fiscal year 1992 and reflects Selected Reserve end strength reductions of 44,300 in fiscal year 1993. While there is sufficient funding for minimum training, we have been forced to make Draconian choices on the relative priority of various essential training opportunities, such as additional drill assemblies, schools and special training, individual mobilization augmentation training, and mobilization training.

We continue to have to make difficult choices between retaining existing structure and activating programmed structure. Our decisions must be based upon an objective analysis that results in a force best suited to facing emerging contingencies and warfighting requirements of the foreseeable future.

Predicting everything that might affect the Army is virtually impossible. This is particularly obvious when consideration is given to the recent unprecedented events in Europe, Central America, and the Persian Gulf. Nevertheless, this uncertainty makes maintaining the readiness of the Army Reserve all the more essential. In the case of Desert Shield and Desert Storm, the Army Reserve responded well to the call of duty. Nonetheless, this response would not have been nearly so successful but for our full-time support personnel. The full-time force administers, plans, and maintains equipment, which allows drilling Reservists to spend more of their limited drill time actually training. Our full-time support personnel enable Reserve units to play a more effective role in the Total Army. This makes Active Guard and Reserve (AGR) soldiers and military technicians a particularly prudent investment in an era of constrained budgets.

FULL TIME SUPPORT

The fiscal year 1993 budget effects a decrease in full-time support of 2,970. This decrement keeps the level for the Army Reserve at 9.9 percent (which remains the lowest of any Reserve component). The need for full-time support, however, is not decreasing. The Army Reserve will be receiving equipment both from the Active component and the Dedicated Procurement program as well as its own equipment back from use in the Persian Gulf, which will all require maintenance. When end strength reductions occur without a corresponding reduction in mission or training requirements, additional full-time support will be required to pick up the slack. Many of our full-time support needs can be met by increasing the assignment of highly qualified active duty soldiers into the Full-Time Support program. However, these active duty soldiers must be added to the program rather than being substituted for already qualified AGR soldiers. Furthermore, while we will be able to cope with a reduction in full-time support in fiscal year 1993, increased need for full-time support will necessitate increased levels of the Active Guard/Reserve force and the civilian military technician strength in future budget years.

For example, we expect that reductions in the Active component will permit the transfer of much needed equipment to the Army Reserve. Adequate maintenance of this modern equipment can best be promoted by availing ourselves of the opportunity to assign as many additional fully trained and experienced Active component maintenance personnel as possible to Army Reserve full-time support positions. When maintenance personnel transfer with the equipment they maintain, neglect