Powell (chairman of the Joint Chiefs of Staff): a smaller base force, equipped with modern weapons, trained and ready, supported with vigorous research and development. We will be accomplishing this within a reduced defense budget that, by 1997, will have about the same buying power as the 1960 defense budget.

The corresponding, revised acquisition approach will place less emphasis on production. We can no longer assume that the systems and components we are developing will automatically be made and fielded. We will produce weapon systems only when we have an identifiable need, when the technology is in hand and only when it is cost-effective.

What should our science and technology investment portfolio be in this new world, and how does it fit into the revised approach to acquisition?

It is fair to say that at the present time, we have the best trained, led and equipped forces in the world, plane for plane, ship for ship, tank for tank, right down the line.

But what of the future? What is the goal, and what are the new boundaries in which we must create a new science and technology strategy?

front end of the pipe, from basic research to advanced development, usually tapering off when a decision was made at the full-scale development, now called the engineering and manufacturing development decision.

The DoD science and technology investment portfolio covered a broad range of technologies, with considerable emphasis on force multipliers, those technologies that could make a major difference. Sometimes these technologies were spectacularly successful, such as stealth, and sometimes these technologies failed to live up to their promise, like directed-energy weapons. But on the whole, we must rate the science and technology contribution to the U.S. acquisition process as excellent.

That science and technology contribution came from a broad community: universities, government and industrial laboratories and institutions, large and small and widely dispersed geographically. Each service has their own institutions, and there is the Defense Advanced Research Projects Agency, whose purpose is to reach out further in time and deal specifically with “high-risk" technological revolutions. In addition, special organizations such as the Strategic Defense Initiative Organization were created to fulfill specific needs.

Indeed, whatever its faults, this acquisition strategy was obviously successful. The Soviets were deterred; we won the Cold War, and as Desert Storm so aptly demonstrated, U.S. military technology in the hands of U.S. forces is a devastating combination for even unexpectedly large-scale contingencies.

Revised Approach

President (George) Bush first described our national security goals in his Aspen speech of Aug. 2, 1990, when he committed the United States to maintaining a strong military force to ensure global peace and stability.

The major threat to this goal is no longer an ever-improving military juggernaut with a welldefined acquisition pipeline, but is a dangerous world filled with regional situations that may turn nasty at any time.

The role of the Defense Department in this new world has been laid out in the National Security Strategy of the United States and rests on four foundations: strategic deterrence and defense, forward presence, crisis response and reconstitution.

Weapons of mass destruction are spreading, and we must continue to deter their use and defend against them if they are used. If conflicts do arise, we must be able to deter or defeat a potential aggressor with overwhelming force, while at the same time keeping casualties to a minimum. And finally, we must be able to reconstitute forces and their ability to fight, if the need arises.

The resources and tools needed to support these goals have been described by Secretary (of Defense Dick) Cheney and Gen. (Colin)

Science and Technology Focus

To start with, power projection for a major regional contingency such as Operation Desert Storm is no longer a "lesser included case" but is instead the model for military operations of the future. We must have the ability to project effective, discriminate power anywhere in the world.

Power projection means a global surveillance capability that can focus on a region and surge in capacity when needed.

It means the ability to maintain air superiority and air defense, for both forces and civilian populations in the region of conflict, and to find targets and destroy them, and only them, with precision.

It means the ability to get forces to the region safely, onto the "beach," and with sufficient combat power to secure and defend territory on the ground.

Thus, if the science and technology effort is to be relevant, it must be organized to support each of the distinct but interlocking capabilities we need to project power.

In addition, the science and technology program must support the training and readiness of the base force units, as well as provide the defense factories with the modern tools to produce new and upgraded systems at reduced costs

and, if necessary, to form the foundation for a reconstituted industrial base.

Supporting these warfighting, training and industrial functions will provide the focus for our science and technology program; so we are organizing science and technology into thrusts for each of these functions.

Similarly, the acquisition process has been tailored to fit the new realities. There is no longer a specific “pipelined" threat to drive the system. Instead the driver is a base force that must be equipped and trained for regional contingencies and to maintain deterrence.

Without an inexorable timetable and starting with the world's best forces and systems, we have the opportunity to ensure that the best technology, both in terms of product and process, can be applied to new systems and upgrades prior to engineering and manufacturing development.

In addition, the department will develop prototype systems in limited numbers and try them in an operational context prior to deciding if and how large a production run we need.

technology demonstrations. Each will be designed to satisfy acquisition decision makers that the technology is feasible, affordable and compatible with a future base force operational concept and structure.

Specific examples include several new small satellites for surveillance and communications, new types of sensors for air defense and "brown water," anti-submarine warfare, new weapons for precision strike and new information-intensive manufacturing systems for infrared focal planes and signal processors.

What will also be new in this strategy is the stress placed upon feedback of concepts and doctrine from the operators, the men and the women of the base force, to the developers of the systems, and the "feed-forward" of new technology and systems from the developers to the operators.

These feedback/feed-forward loops in the acquisition process will take place not just in the conference rooms and in analysis centers but on a much expanded and integrated set of instrumented training ranges and electronic battlefields.

To illustrate just how vital and realistic these approaches have become, I'd like to show two short video tapes. The first is a "proof of principle" joint exercise that took place several years ago, and the second is a recreation of an actual battle that took place during Desert Storm. After seeing them both, I think you'll understand better the power of this technology in creating feedback/feed-forward loops between the technologist and the operator.

As these tapes demonstrate, distributed simulation is now possible between real and simulated elements and, when applied properly, can effectively capture the "real thing." It can permit us to dramatically reshape the traditional relationship between requirements and invention, technology push and demand pull.

But distributed simulation is just one of the applications of the information technology explosion that is transforming our ability to collect, understand, disseminate and apply information on a global scale at exponentially decreasing costs.

Technology Demonstration

Whichever path we follow, we will need to have the technology mature and under control prior to development. We'll do this through technology demonstration.

Technology demonstrations are nothing new. They have always played an important role in the defense development process. The Have Blue aircraft demonstrated that stealth was practical in a flying aircraft prior to the F-117. Assault Breaker demonstrated the technology that went into both the Joint Surveillance Target Attack Radar System radar and the Joint Tactical Missile System missile. The Microwave/Millimeter Wave Monolithic Integrated Circuits program has demonstrated the ability to produce low-cost, microwave integrated circuits.

But what is new is the scope and depth of the technology demonstrations and their pivotal position within the acquisition process.

Within each of the science and technology thrust areas, we are planning a number of major

Simulation Techniques

Distributed, interactive simulation is an area of spectacular advances, driven originally by the need to provide realistic and affordable unit training, and made possible by the dramatic improvement in computers, software and communications.

These simulation techniques are now ready to become an integral part of the acquisition process as well, and we have made them a major thrust in our science and technology strategy.

Harnessing Information

Let me expand on this a bit, since harnessing the information technology explosion is key to our strategy.

The transistor was invented in 1948 as a replacement for the vacuum tube and was the basis for the invention of the integrated circuit, the chip, a little over a decade later. The growth of the transistor-based integrated circuit business is dazzling.

By next year we can expect 10 million transistors to be produced for every man, woman and child on the earth, and most of these transis

tors will be in the form of chips. By the end of the 1990s, we can expect to have chips containing a billion transistors.

Chips are the main building blocks of modern computers, whose speed is increasing exponentially. Using massively parallel architectures, supercomputers in the teraflop range, that's a trillion operations per second, will be coming on line in a few years, and personal work stations won't be far behind.

But the story doesn't end with stand-alone computers. Computer networking started in 1969 when the Defense Advanced Research Projects Agency (then known as ARPA) hooked four computers together. That experiment grew to be the ARPANET, which expanded to become the MILNET, which has become part of the INTERNET. The number of computers on the INTERNET is expected to reach 10 million by 1996, and transmission rates have grown by 20,000.

What is striking about these numbers is both their magnitude and their continued growth. But what underlies this growth is the

interlocking nature of the technologies.

Advanced chips are the foundation of computers, and computers --and their software — are essential to designing and building advanced chips and to designing and building and operating the factories that create chips and computers.

The switches for the networks of computers are computers themselves, and the computer-aided design, manufacturing, logistics and management systems are information networks. And so, of course, are the command, control, communications and information systems that represent the sensors, brains and nervous systems of modem military operations.

Indeed, one could characterize the entire information technology revolution and its application to national security as the creation, maintenance and operation of an ever-expanding, adaptive network of systems and networks, from precision-guided weapons back to the factories and design teams that built them.

And because of their ubiquitous

power, it is these technologies and their application to other technologies and systems that have become the most critical to the department.

The goal of our science and technology strategy is then: to sustain the information technology revolution and to adapt it and convert it into military technology that will revolutionize military operations; to design and build better and more affordable systems; to train more qualified personnel; to create a more effective C’l structure

all driven by our new national security challenges and all interwoven into a single, integrated, operating and acquisition system.

Our operating principles involve using distributed simulation and exercises to involve the operator directly and intimately in the acquisition process, and to demonstrate that the technology is ready, the manufacturing processes are in place and the operating concepts are understood and validated.

Our science and technology strategy is an essential element in our post-Cold War national security strategy. It is built upon our past successes and on the strengths of our military and technology systems; but it requires courage and constancy of purpose to carry out. I am convinced we can do it, do it right, and maybe even do it right the first time.

Published for internal information use by the American Forces Information Service, a field activity of the Office of the Assistant Secretary of Defense (Public Affairs), Washington, D.C. This material is in the public domain and may be reproduced without permission.

... Thank you for inviting me today to discuss the implementation and effectiveness of our transition program. At the outset, I wish to thank you, the members of this subcommittee, and your staff for your continued interest in and concern for the welfare of our men and women who have faithfully served our nation.

Last summer, Assistant Secretary of Defense (for Force Management and Personnel Christopher) Jehn had the opportunity to testify before this subcommittee as we began the process of providing transition services to our separating personnel. Let me assure you that we have made exceptional progress in the past eight months.

We reported then on the computer programs we were developing, the preseparation counseling we were accomplishing and the various benefits being offered. Our success in these and other Operation Transition endeavors has been overwhelming.

Through these programs and benefits, we have bolstered our goals to maintain readiness and combat effectiveness while continuing to improve the quality of life for our people; to maintain a balanced personnel mix -- pay grades, experience and occupations; to sustain military and civilian career satisfaction — ensuring the continuance of challenging, rewarding opportunities; and to treat departees with fairness by providing severance pay and transition assistance benefits. I want to reinforce my personal and the department's collective support for Operation Transition. We face no greater

challenge.

Although it is still too early to claim a total victory with Operation Transition, we are overcoming many of the obstacles associated with any new program of this magnitude. Our military men and women are now entering the civilian sector work force with the same drive and determination that have distinguished them throughout their careers and most recently in Operation Desert Shield and Desert Storm. Operation Transition and reducing and reshaping the force are my top priorities. Since the last time we appeared before you, eight months ago, we have been hard at work implementing programs to serve our transitioning military and civilian members. Today, I will be presenting a summary of what we have accomplished to date and what we plan for the future.

job placement assistance, to include job placement counseling for the spouse, information on the availability of relocation advice and other services available through the Department of Labor Transition Assistance Program and information concerning medical and dental coverage availability to include the opportunity to obtain a conversion health policy, if eligible. Medically separated personnel receive additional information on compensation and vocational rehabilitation benefits to which they may be entitled under laws administered by Department of Veterans Affairs.

A generic preseparation counseling guide has been developed and was made available to the services in camera-ready copy so they may supplement existing separation information. This guide ensures that all exiting military personnel have access to some level of consistent preseparation counseling available. Once a Veteran, an existing publication jointly developed by the Department of Veterans Affairs and DoD, has been updated to include transition issues and essential information concerning veterans benefits, and we are printing 546,000 copies for distribution to the separating service members.

Job placement is obviously the criterion for success from an individual point of view. However, it must be emphasized that our goal is to provide employment assistance, not job placement. We strive to provide tools that will make the job seeker more accessible to and employable in the private sector.

Transition Counseling

In regard to preseparation counseling, the secretaries of the military departments have established programs to ensure that everyone discharged or released from active duty receives appropriate counseling and that the availability of such counseling is certified in the individual's official personnel record. The counseling includes financial planning, counseling on the effect of career change on individuals and their families, procedures for and advantages of affiliation with the Selected Reserve, discussions on the educational benefits under the Montgomery GI Bill and information concerning government and privatesector programs for job search and

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ment to DORS in that it allows those employers having definite job requirements to specify these requirements. For instance, Hospital X is not looking for just any type of nurse — they need an operating room nurse. We really expect to see this system escalate in popularity once employers appreciate its true value.

The Defense Outplacement Referral System is one of the programs we have developed jointly with the Office of Personnel Management to meet this goal. DORS, which was formerly called the Job Opportunity Bank System, is a mini-resume registry and referral system. Separating military members and their spouses can complete a short form at their local military installation from which information is taken to generate a one-page mini-resume. This miniresume is stored in a computer data base until it is selected by an employer through a 1-900 telephone call and matched against the employer's vacancy and geographic position. Any mini-resumes found meeting the employer's request are either faxed or mailed normally by the next business day.

DORS presently has over 500 employers registered. We are adding to that at a rate of over 100 a month. We are able to report that some service members have found jobs through DORS. Employers have responded to DORS very favorably, using it again and again and telling others in their respective business community that the service exists and is worthwhile.

The Transition Bulletin Board just came on-line this month. It is an electronic bulletin board that has been modified to carry transition information on job fairs, associations, entrepreneurial opportunities and job vacancies. Employers will have the ability to post job openings as they would in a newspaper and receive replies in whatever manner they choose. Job seekers can view the job listings at their local transition office on the computer or in hard copy by selecting a region of the country and a job category. Reaction from employers has been positive. The bulletin board serves as a comple

Job Verification

The Verification of Military Experience and Training document is in the final stages of testing and should be available in the third quarter to all separating military members. The verification document will chronicle a service member's career from enlistment to separation, to include all formal schools and occupations.

Included in the document will be a translation of the military experience and training to civilian equivalents in the Dictionary of Occupational Titles and in the Standard Occupation Codes. It will also include a description of the military occupation or course and contain the American Council on Education's recommended college credits.

The document will be useful in preparing resumes and verifying to employers that a former military member actually performed the duties as stated. The document will be issued approximately 180 days prior to separation.

In conjunction with the Office of Personnel Management (and) the Departments of Labor and Veterans Affairs, we participated in the development and staging of a series of All Veterans Job Fairs. The fairs were designed to assist military departees in the job search and to provide industry an opportunity (to) meet with some of our nation's finest men and women trained and eager to make a difference in the

civilian sector. During the series of five job fairs, we were able to reach over 30,000 veterans, and in some cases, there were veterans hired onsite.

We are also working closely with the Department of Justice to fill 1,200 vacancies for a variety of security personnel. Our separating personnel possess the skills necessary to excel in this environment. We are not only making DORS and the Transition Bulletin Board available, but we are also working with the Immigration and Naturalization Service to specifically target certain military occupations which have the attributes for which they are looking. The FBI, the Secret Service, FAA (Federal Aviation Administration), EPA (Environmental Protection Agency), DoE (Department of Energy) and the state of Washington all have registered to use Operation Transition systems.

DoD has worked closely with the Department of Labor, which funds and administers the TAP seminars within the United States, to expand these seminars to more military installations every month. DoD funds TAP-like efforts overseas. Each military installation is charged with managing the details of TAP with local DoL employment service representatives. Most sites conduct monthly seminars, and personnel are eligible to attend if they are within 180 days of separation. Some military installations have adequate facilities to host large groups of students, while others limit class size to smaller numbers.

I understand that there may be some concern about the numbers of personnel attending these sessions, and we will continue to monitor the number of TAP attendees in conjunction with Dol; however, we do not plan to adjust DoD funding based on the number of people who attend those seminars. Our primary concern regarding the transition of our people is providing adequate resources to manage the entire transition effort. Although the three-day Dol-sponsored seminar is very useful to our people, it is only one part of a much larger effort that involves significant resources at the local level.