The certainty once associated with a career in the military has, for the near future, diminished for some service members and their families. To minimize this effect, we intend to maintain the quality of life on military installations and reaffirm programs that provide comfort, support, morale and esprit.

We are cautiously and responsibly reducing quality-of-life programs where populations are diminishing, but we cannot always match diminishing populations with corresponding dollar amounts. Our schools are a prime example: Some may simply shrink rather than close completely as enrollment decreases. This may increase perpupil expenses.

vided with the FY 1993 budget submission. This is an increase of 20,000 spaces since the enactment of the Military Child Care Act in 1989. The budget also reflects continuing expansion through family day care programs and referral services.

Family Support Spending

Our overall quality-of-life budget request shows a slight increase for FY 1993. For instance, this year we have budgeted an increase for family centers to reduce staffing shortfalls. The 367 family centers worldwide offer parenting programs, information and referral, financial education and spouse employment assistance. They performed extraordinarily well during Operations Desert Shield and Storm, and statistics show that they are used more now than they were prior to the Persian Gulf war, indicating both the efficacy of the program and increased awareness of its value.

As personnel reductions and base closures proceed, we anticipate a higher demand for family center services such as relocation assistance, stress management and employment assistance. We believe the department is setting the national standard for a "family friendly" organization and request that you help us do this by supporting our budget request for family centers.

The Family Advocacy Program addresses child and spouse abuse. We expect demands placed on this program may increase as the effects of our reductions and restructuring affect even stable military families. In addition, some service members returning from the Persian Gulf conflict have experienced adjustment problems and require assistance.

Current funding levels for the

Family Advocacy Program are inadequate; caseloads carried by counselors are three times larger than standards established by leading national agencies. We have increased funding to meet 55 percent of requirements. The increase will be applied to prevention efforts and treatment programs. We ask you to support the program increase included in the president's budget.

The care of children emerged as a crucial issue during Desert Shield/ Desert Storm. Mobilization and deployment of troops highlighted the changing family situations and patterns of the military that have evolved over the past decade: more active duty couples, single parents and married personnel with working spouses.

We recently instituted a fourmonth deferment from deployment for military mothers of newborns and a similar deferment for one member of a military couple adopting a child. This year, we will continue to mature our child care system in compliance with the Military Child Care Act. We completed a systematic review of the total child care program and prepared a five-year demand study that we recently submitted to you.

Child care is important to our families, as commanders and service members manage the often competing demands of the military lifestyle and the family. For that reason, full-day child care is our first priority. Our second priority is school-aged care, before and after school.

The budget reflects a projected increase of 7,680 spaces in the Department of the Navy and some reduction in Army capacity commensurate with force reductions overseas. We project that a capacity of 170,330 can be pro

Dependents Schools

Another program of great importance to military families is our dependents education program, which serves more than 177,000 students, mostly overseas. We expect the drawdown to cause enrollment declines in many of our schools. Because there is no real educational alternative available, some of these small schools will not close. Their small size will result in the cost per student exceeding the dependents' schools program average, as there will be few economies of scale. In response to this probability, the DoD schools are experimenting with a distance education program that will help to maintain the breadth of the curriculum for a smaller, very widely dispersed student population.

Force reductions also complicate school staffing. Teacher employment commitments for the upcoming school year are made in the early spring based on available information on force structure. Accelerated troop reductions and accompanying student enrollment reductions may occur with the new fiscal year in October, two months after schools open. Major adjustments after the opening of school are difficult to achieve without disrupting the students' learning environment.

Despite these problems, the department remains committed to excellence in our schools. We are emphasizing achievement of the president's national education goals and have set measurable objectives to support each of the goals. One objective is to double the percentage of high school graduates who complete physics and calculus courses. Another is to train 2,500 teachers and 400 administrators in improved methods of teaching mathematics by 1995.

A discussion of our quality-of-life program would not be complete without a reference to our morale, welfare and recreation programs. These provide a sense of community for service members away from home, furnish services and activities at affordable prices and offer necessary respite from military duties. As was so dramatically demonstrated in Operations Desert Shield and Desert Storm, they are essential in maintaining a physically fit and mentally ready force during deployment and preparation for war. And back at home on an installation, the recreational needs of young service members and service members with families cannot be ignored. The military has a responsibility to provide fulfilling recreational opportunities aimed at self-development and respite from the rigorous requirements of military training.

MWR activities must be tailored to meet the needs of a smaller force structure as well as the changing needs of our military members and their families. We are currently reviewing our plans in this area to determine how best to meet these requirements both in the next few years and in the 21st century.

primary yardsticks for measuring collective training is operating tempo-ground vehicle miles, ship steaming days and aircraft flying hours.

In the FY 1993 budget request, active Army ground- and airtraining operations are kept at 800 miles per year for combat vehicles and 14.5 tactical flying hours per month for air crews. Navy steaming days remain at 50.5 days a quarter for deployed fleets and 29 days a quarter for nondeployed fleets. Flying hours for active Air Force tactical crews will hold at about 21 hours per month.

The realistic practice made available through collective training builds readiness; we must, therefore, at a minimum, sustain OPTEMPO levels as we reduce our forces. In fact, in some areas, such as joint and combined operations, we may need to increase OPTEMPO. The department is committed to maintaining operating tempos at the levels needed to ensure ready forces, and we request you support the levels in our budget request.

The technology that enables improved collective training is expanding very rapidly. The value of our major collective training centers—like the Army's National Training Center, the Air Force's Red Flag, the Marines Corps' TwentyNine Palms and the Navy's Top Gun—can hardly be overestimated. In addition, we must continue to focus attention on the exciting advances being made in the simulation area. Indeed, the value of all these tools was clearly demonstrated in the Persian Gulf war. Also, OSD (Office of the Secretary of Defense) and the Joint Staff are continuing to work with the services to emphasize programs that improve joint training activities.

Of course, we are continuing to look for ways to improve individual skills training and are diligently searching for areas where we can achieve savings. We are improving training technology, increasing the number of course consolidations, making better use of existing facilities and developing innovative ways to provide technical training using civilian institutions, just to name a few—but we are not willing

to cut the overall quality of training. It needs to be maintained and supported by adequate funding.

We are also ensuring that the impact of human capabilities and limitations, and other organizational factors—training, manpower and human engineering-are taken into account as new defense systems emerge. We have created a computer-aided acquisition and logistics support systems component subcommittee; improved military standardization; accelerated development of human systems tools, handbooks and data bases for acquisition program managers; and participated in joint DoD, industry and NATO working groups to increase operational effectiveness while further reducing costs for our defense systems of the future.

Although the size of the U.S. military is shrinking, the Department of Defense is committed to maintaining a fully manned, trained and equipped force. Our budget request for FY 1993 reflects this commitment, both in the levels of manpower requested and the compensation, quality-of-life and training funds budgeted. To guard our national security interests for today and for the future, we need your approval of this budget request.

i said to you last year that it was very important to avoid excessively steep reduction profiles that would create considerable turbulence and disruption. I repeat that statement this year, with emphasis. Let us reduce at a reasonable rate, in a balanced manner. Only by doing so can we preserve the high quality and readiness that distinguish our forces today and treat fairly the people who have served us so well.

This subcommittee has done a great deal during the past few years to make our Total Force what it is today. I look forward to working with you to preserve what Gen. (Colin) Powell (chairman of the Joint Chiefs of Staff) has called, "the proudest, best trained, best equipped, most capable fighting force in the world."

Maintain Training Budgets

Training is the key element in maintaining the readiness of our forces, and readiness translates directly into combat capability. This is what made us so effective in the Persian Gulf, and we do not want to do anything that would diminish that strength. We have been careful to avoid mistakes made in the post-Vietnam force reductions and in previous drawdowns. Too little training or ineffective training not only reduces readiness and combat capability, but it also affects recruiting, retention and the safety of our forces.

We generally focus on two main categories of training: collective and individual skills. One of the

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performance or reliability; and the incorporation or retrofit program is cost-effective."

O "Production of new systems using advanced technology only when the technology and associated subsystems are thoroughly tested and proved; the technical, production and operational risks are significantly minimized; the production program is costeffective; and the absolute need for a new system is verified."

Mr. Chairman, members of the committee and staff: I appreciate the opportunity to come before the Defense Subcommittee and to share my vision and plans for the Defense Advanced Research Projects Agency, DARPA. ...

As we face fiscal year 1993 and beyond, there is little doubt that we are dealing with a changed world. The startling changes in the former Soviet Union, events in the Persian Gulf, recent political unrest and instability in many other parts of the world and the declining defense budget have caused senior defense officials to alter our approach to the development and acquisition of military systems.

In his statement before the Senate Appropriations Committee on Feb. 25, the deputy secretary of defense (Donald J. Atwood) indicated that the Department of Defense must change its basic approach to acquisition and outlined a strategy to support our forces in a dramatically changed world.

Features of the strategy which will have a significant impact on DARPA are quoted below:

O "Increased research on advanced technologies for application In military systems in the future."

O "Increased development and evaluation of demonstrations and prototypes using advanced technol

Of even more importance to the new acquisition strategy, DARPA provides the mechanism for exploring new ideas and concepts without preordaining a commitment to go into full-scale development even if the concept proves workable. This decision to explore can be clearly separated from the decision to develop and the decision to produce or deploy.

In this context, DARPA is wellpositioned to provide the acquisition community the necessary data to make informed acquisition decisions; data not only on performance parameters, but also on military utility assessments through demonstrations and simulation, and affordability data based on manufacturing pilot demonstrations.

New Acquisition Procedures

In late December 1991, the under secretary of defense for acquisition (Donald J. Yockey) provided guidance to the scientific and technical community for sustaining a robust program to support future defense capabilities in light of the new acquisition strategy. He focused on seven S&T (science and technology) thrust areas.

The director of Defense Research and Engineering (Victor H. Reis) has developed a science and technology strategy which will play a pivotal role in this new acquisition approach.

DARPA has a legacy and history that demonstrates our ability to support this new acquisition strategy. It actually plays to the strengths of the organization.

Our charter and mission provide the flexibility to move rapidly into new areas and respond to new challenges and opportunities. This allows us to generate options and prevent technological surprise by constantly advancing the state of the art and exploring the limits of the possible.

Basic Mission

Further, DARPA's mission provides the Department of Defense with the ability to explore new concepts in a manner that clearly separates the agency from bureaucratic inertia, roles and mission dogma and the syndrome of "that which is possible automatically becomes that which is required." It enables DARPA to do this with relatively modest investment where the leverage is greatest - in the conceptual stage.

While technical and military strategies are undergoing massive change, the basic DARPA mission, as stated below, continues to be very relevant:

"As the central research and development organization of the Department of Defense with a primary responsibility to maintain

1

chanical phenomena in devices that manipulate electrons and photons. Our Ultra program will demonstrate the first devices, circuits and subsystems based on these revolutionary concepts.

U.S. technological superiority over potential adversaries, DARPA shall:

"Pursue imaginative and innovative research and development projects offering significant military utility.

O" Manage and direct the conduct of basic and applied research and development projects that exploit scientific breakthroughs and demonstrate the feasibility of revolutionary approaches for improved cost and performance of advance technology for future applications."

Key to the DARPA mission is our focus on scientific breakthroughs and revolutionary approaches which lead to fundamental change in DoD's ability to execute national security policy.

The emphasis on fundamental change is vital to all DARPA programs. I cannot overemphasize this management strategy as the key context for planning and prioritizing the DARPA program. I believe it is the major factor that makes DARPA unique in the DoD acquisition community.

by advanced, stealthy nuclear and non-nuclear submarines and by undersea mine warfare;

All-weather, day/night, survivable, mobile and lethal ground combat vehicles;

Technology for training and readiness, including embedded training, distributed simulation and virtual environment depiction.

Application of advanced technology for improving affordable design, test and manufacturing processes to improve performance and reduce life-cycle cost and schedule throughput time.

Fiscal 1993 Program

Underlying most, if not all, of the DARPA program is the explosion in information technology for which DARPA has been the principal government catalyst. Information technology touches almost everything we are doing, from advanced weapons to CPI (command, control, communications and intelligence) systems, advanced sensors and, most important, high-performance computing

DARPA is continuing to invest in the key enabling technologies that feed this explosion, including advanced microelectronic devices and processes, software technologies, information science and computer architectures. ...

Optoelectronics

DARPA has built a strong research base in optoelectronics materials and devices over the last several years and a broad spectrum of military applications are now emerging from this science base. Our current program is demonstrating optoelectronic interconnect technology to surpass current interconnect throughput limitations for large-scale computing systems and demonstrating a group of optical processors tailored for use in specific military systems. In addition, we are increasing our emphasis on wide-band optical communications technology and the manufacturing technology needed for assembly of optoelectronic modules.

As one example, we are now developing optical-pattern recognition systems that have lower false alarm rates, process images faster and are more compact than conventional electronic systems. These optical-pattern recognizers, which offer significant advantages for global surveillance and precision strike needs, grew out of an aggressive materials and devices effort to develop the needed spatial light modulators and detector arrays.

Seven Thrusts

Having stressed DARPA'S flexibility to move into new areas, we know that we are limited by the budget environment and that we cannot fund many of the good ideas that are generated and reviewed by our program managers. We must be selective. It is necessary that our efforts be focused. The seven thrusts championed by the DDR&E science and technology strategy provide a framework to focus the program.

Further, the DDR&E strategy will ensure that our efforts are coordinated with the services and that we have early user involvement in all our efforts. The seven thrusts are:

O Global surveillance and communications, focused on a theater of operations with sufficient fusion and planning assets;

O All-weather, day/night precision-strike against 21st century critical mobile and fixed targets;

Air superiority and allweather defense against very low observable cruise missiles, ballistic missiles and aircraft;

Sea control and undersea superiority against open-ocean, coastal and regional threats posed

Focused S&T Programs

Throughout its history DARPA has invested in a wide array of basic science programs which were critical to national defense. Much of today's revolution in information technology can be traced to early DARPA investments in networking technology, parallel computing and artificial intelligence. Also, many of the high-technology weapons employed successfully in Operation Desert Storm had their beginnings in DARPA technology programs. ...

In a new program called Ultra, we are increasing emphasis on one of our most basic research areas: radical new electronic and optical approaches to building futuregeneration hardware for computing and information technology.

In the last decade, our ability to tailor semiconductor materials and to fabricate structures with atomiclevel control have given us the means to exploit quantum-me

Mathematics Program

The DARPA Applied and Computational Mathematics Program is successfully implementing a new mathematical algorithm technology called wavelets to perform signal processing for automatic target recognition.

These algorithms are 10 times faster than the conventional techniques and, at the same time, can provide additional functions which cannot be done with the conventional approaches such as data compression and detection of localized features in images.

Based on the progress being made, we are expanding this activity in fiscal year 1993 and focusing the effort on the critical problem of automatic target

recognition for applications such as precision strike systems.

High-Performance Computing

The DARPA effort in highperformance computing is accelerating advances in the computing technology base, including communications for high-performance networks and the associated systems software needed to apply these technologies to large-scale defense applications. DARPA is a major participant in the federal HighPerformance Computing and Communications program and has the lead responsibility for HPCC within DoD. The DARPA Strategic Computing Program complements the HPCC program and addresses defense-specific needs such as embedded systems.

The first 100 gigaops (100 billion operations per second) computing systems have begun to emerge, and by the middle of the decade we expect to have systems in the teraops (1 trillion operations per second) class. These advancements in computing capability are fundamental to the information technology revolution.

Software

System software - operating systems, compilers, program development environments are being developed based on open architectures that will enable portability across different computer architectures. These systems are built on a scalable technology base, thus enabling expansion of the computing systems, software and applications.

Networking technology is being developed to support interconnection of these high-performance systems across both local area and wide area networks. Experimental networks that will support connections between computers 10 times faster than today will be demonstrated in fiscal year 1993, and networks having between 10 to 100 times more speed beyond this will be demonstrated by mid-decade.

The present capability of the United States to develop quality software does not meet current DoD needs. Based on a DARPA/DoD analysis of key software affordability drivers, DARPA has structured its software research program around

the top three leverage factors: enabling work avoidance through software reuse technology; pursuing sophisticated software development methods; and enabling rapid software development by leading the development of software engineering

The Software Technology for Adaptable, Reliable Systems Program is DARPA's keystone program in providing integrated solutions for the three, highleverage affordability strategies of software reuse, process and tools.

STARS is developing a set of commercially supported software engineering capabilities with builtin, integrated support for reuseable software component libraries, advanced software processes and interoperable software tools. These capabilities will also support DoDintensive software needs not strongly supported by current commercial technology.

The Software Engineering Institute, a federally funded research and development center at Carnegie Mellon University, managed by DARPA, expedites the transition of software technology into DoD practice. Its major contributions have included the SEI process maturity assessments, Ada real-time scheduling capabilities, the SEl masters' curriculum in software engineering and the Computer Emergency Response Team to fight computer viruses.

service requirements, including transportation planning, tactical planning and autonomous planning, are critical to all future DoD systems.

The Autonomous Planning Program focuses on the development of the next generation of planning, resource allocation and scheduling technology. Products from the program have been instrumental to the success of diverse, large-scale system demonstrations that include transportation planning and scheduling for Operation Desert Storm.

Materials research at DARPA is focused on those materials which have potentially the highest payoff for military systems. These include structural materials, especially composites for advanced aircraft engines, airframes and missiles; electronic materials such as gallium arsenide, indium phosphide and mercury cadmium telluride for high-speed signal processing and infrared imaging; photonic materials such as semiconductor superlattices and photo-refractives for communications, and hightemperature superconductors for a variety of electronic applications.

There is an increasing emphasis at DARPA on intelligent processing of materials—for example, gallium arsenide crystal growth and coating carbon-carbon composites for oxidation protection. Here, process models, expert systems, real-time sensing and information processing are employed to increase product yield and lower cost of advanced materials.

Theory, modeling and simulation are playing an increasing role in materials synthesis and processing. For example, realistic simulation of precision investment casting processes, enabled by recent advances in modeling and simula

Artificial Intelligence

The success in Operation Desert Storm of knowledge-based planning applications, based on earlier DARPA investments in Al technology, provides a preview of the future legacy of advanced defense capabilities which will be enabled by current DARPA investments. Planning technology for joint