SBCT Final EIS - Govsupport.us

Chapter 1 ⎯ Purpose and Need• Implement enterprise-wide changes to ensure that organizations structures, processes, and procedureseffectively support the DoD’s strategic direction.Specific QDR decisions direct the department of the Army to accelerate the transformation of jointground forces capabilities. QDR decisions and directives to the Army include:1) Transform Army Units and Headquarters to modular designs.2) Continue to standardize brigades through Army Modularity in all three Army components (Active,Reserve, and National Guard).3) Incorporate technology improvements and Future Combat Systems (FCS) improvements througha phased development and fielding process to introduce new technologies as they develop.4) Expand joint tactical air/ground operations and double the coverage capacity capability of unmannedaerial vehicles to include the Predator and Global Hawk.5) Further increase the capability, capacity, and numbers of special operations force personnel andincrease active duty Special Forces battalions by one-third.6) Increase the Army’s strategic reach through DoD investment in cargo transportability, strategiclift (C–17 and C–5 air transport), and pre-positioned stocks.7) Pursue enabling technologies and innovative operational concepts, such as sea basing.8) Improve joint intelligence, surveillance and reconnaissance technologies, information sharing capabilities,and joint command and control.9) Achieve Net-Centricity and information connectivity on the battlefield by improving tactical satellitecommunications, strengthening network capability, and increasing communications capabilityand bandwidth.The policies establish the strategic national security and defense framework that influences and directsthe Army’s decision of where to station the 2/25 th SBCT. Intensive analysis, assessment, andexpertise from the nation’s leading security and defense experts shape the goals, objectives, and directivesthat feed into these security and defense policy documents. Ultimately, the nation’s top defenseprofessionals, its senior military leadership, assess and balance defense policy to manage thestructure of the Army to implement these policies. It is not within the scope of this document to revisittheir decisions on the size of the Army force structure needed to implement security and defensepolicy. Therefore, discussion of elimination of the 2/25 th or of other BCTs elsewhere to accommodatethe 2/25 th is also not within the scope of this document. Such actions would reduce the number ofcombat brigades in the Army and would jeopardize the ability of the Army to accomplish its missions.The Army has recently determined that it needs six additional combat brigades in order to addressexisting shortfalls with respect to current and future projected operational demands (Army2007c). Elimination of a combat brigade would merely serve to exacerbate existing shortfalls and isnot considered within this document.1.2.1.5 Army TransformationThe implementation strategy for QDR decisions is outlined in the ACP. The ACP serves as theArmy’s roadmap to implementing the goals and objectives put forth in the QDR and is the overarchingplanning document that guides Army transformation. To implement decisions made in the QDR,senior Army leadership is responsible for developing and planning the steps required to manage theArmy’s force structure. Since the publishing of the QDR in 2001 with its considerable recommendationsfor reorienting Army force structure and capabilities, senior military leadership has utilized theFebruary 2008 1-5 2/25th SBCT Final EIS