1. Pay Raise for PL 96-91 employees 2. Within grade pay increases 3. Estimated increases related to personnel salaries (benefits, Ser school, compensation for extra school activities, cost of living and quarters allowance) 4. Increased staffing in Europe and the Atlantic, offset by reduced personnel from student enrollment decreases in the Pacific 5. Estimated increase in tuition fees 6. Full year cost of co-curricular (sports, music) and paraprofessional school aides programs begun in FY 1972. $153.1 4.2 2.1 1.0 .1 1.3 1.4 7. Program improvements (facilities, vocational education, educational supplies and equipment) in Europe 5.8 8. Other increases (supplies and equipment $.2, transportation 3.3 9. Additional Supplemental and Amendment for Pay FI 1973 Request $172.7 Statement of Colonel Robert L. Jones Deputy Comptroller for Data Automation, OASD(C) Mr. Chairman and Members of the Committee: The major objective of the Department of Defense Automatic Data Processing (ADP) Program is the effective, efficient, and economical development and utilization of automatic data processing systems and computer technology in support of field activities. We have a goal of standardization and consolidation of ADP efforts where feasible to reduce costs. User management has a great responsibility for participation in decisions relating to automatic data processing systems. To emphasize the role of user management, we have established an OSD Automatic Data Processing Systems Review Group that is charged with a corporate review of all automatic data processing systems being designed, developed, and operated within the Department of Defense. Membership in the Group consists of the major functional areas (logistics, communications, intelligence, etc.) in the OSD staff. We feel that the efforts of this Group will facilitate attaining the goal of maximum standardization and consolidation within the Components and DoD. To provide guidance and assistance to our field activities, we have revised several of our Directives to delegate more authority and provide more decision flexibility to the Component data processing manager in the acquisition of hardware and software. We have revised our basic Directive on systems management to require a feasibility/economic analysis study of alternatives, a management plan for what, when, who, where, how and how much for the alternative selected, and milestone reporting during the development stage. Also, a requirement for an ADP Program Document that will be prepared on an annual basis by the Components has been established. The Document will summarize those systems being developed and operated, the resources required, the research and development computer technology efforts; and contain an inventory of all automatic data processing systems for the current and seven program years. To further our goal of data processing installation consolidation, we have authorized the establishment of three prototype data processing service bureaus. The Army will test the feasibility of the service bureau approach in the Philadelphia, Penna. area, the Navy in the Norfolk, Virginia area, and the Air Force in the San Antonio, Texas area. Although these initial efforts are intraComponent, we feel that they will have an inter-Component implication. A major milestone in standardization the past year was the award of the contract for 35 systems to support the World-Wide Military Command and Control System (WWMCCS). This was the culmination of nearly seven years effort and the first system of the 35 will be installed at Headquarters, Strategic Air Command, in March 1972. The 35 systems are to be allocated to the most critical WWMCCS activities and will provide standard hardware, and systems and utility software. Maximum standardization of application software will be accomplished when feasible. Certain Government-owned computers that will become surplus as a result of WWMCCS are to be allocated to the Marines to further standardization in the Corps. As of 30 June 1971, the DoD inventory of computers was 3,415. We feel that the inventory has peaked and will start declining as some of the large standard systems are implemented. For example, approximately 200 computers will become surplus in the Air Force when the standard Air Force Advanced Logistics System (ALS) and the Joint Uniform Military Pay System (JUMPS) become operational. However, the decrease example cited can be partially offset as the Component ADP manager discovers additional computers in the inventory not previously accounted for that are subsystems of major defense systems. In coordination with the General Services Administration, the Air Force as executive agent is establishing a Federal Simulation Center in the Washington, D. C. area. This will become a mandatory source of supply for computer system configuration simulations, and should reduce much duplication in effort in the DoD in this highly technical area. We applaud efforts in the DoD, such as this Air Force initiative, which develop centers of excellence with scarce talents. Our ADP Policy Committee is currently looking into the advisability of adopting the Air Force automated costing program for analyzing responses to Requests for Proposal for ADPE, throughout the DoD. This is a promising area for further consolidation and centralization in order to cut costs and improve responsiveness to the user. We have another cooperative venture under way, whereby the Air Force is working closely with the Navy in the establishment of a DoD Testing Center to validate COBOL compilers. We are in close touch with the GSA and NBS on this and hope to have DoD-wide validation performed centrally later this year. The OSD is actively promoting the idea of centralizing the ADP design activities within the Components. To further an exchange of concepts and promote this very worthwhile idea, the Air Force Data Design Center at Gunter AFB, Alabama is hosting the first intra-Service symposium on central design activities. We hope to maintain this kind of dialogue and this trend toward centralization of design and responsibility. We are increasingly concerned over the level of technology transfer from research to the operational user in ADP. We are looking into this and hope to develop a cooperative program to raise this level of transfer and to give the user, who is ultimately impacted by the ADP system, the benefit of practical implementation of research results. One promising first step has been taken by the Air Force, where a recent reorganization has brought the various technology Communities in ADP closer together. We feel that we can all benefit from this kind of closer relationship. We have initiated a program of systems information exchange between the Components to reduce duplication of effort. For example, the Army has adopted the Air Force automatic data processing system for civilian personnel pay. The Air Force is considering the adoption of the Army commissary automatic data processing system. Our goal is simple--stop reinventing the wheel. We feel there is much to be gained from this program. We are continuing our on-site field reviews of developmental and operational automatic data processing systems to the maximum extent possible. These reviews are conducted by joint OSD teams consisting of personnel from the OSD Anctional staff (User Management) and data automation specialists. The purpose of the reviews is to check progress against plan and provide guidance and assistance to field activities to insure systems are designed, developed, and implemented as effectively as possible. Operational systems are reviewed to insure effective utilization of ADP resources. We have now effective, continuing review procedures for the major DoD automated data processing systems, and these procedures are consolidated in my office as the OSD focal point for ADP policy and review. OPERATION AND MAINTENANCE, ARMY WITNESSES BRIG. GEN. LESLIE R. SEARS, ASSISTANT DIRECTOR OF ARMY BUDGET FOR OPERATION AND MAINTENANCE, OFFICE, COMPTROLLER OF THE ARMY MAJ. GEN. JOHN A. KJELLSTROM, DIRECTOR OF ARMY BUDGET, MAJ. GEN. DARRIE H. RICHARDS, ASSISTANT DEPUTY CHIEF OF BRIG. GEN. DONN A. STARRY, DIRECTOR OF MANPOWER AND DEVELOPMENT BRIG. GEN. ROBERT L. FAIR, DIRECTOR, MANAGEMENT INFORMA- COL. J. R. LOOME, DIRECTOR, BUDGET AND MANPOWER, OFFICE, COL. J. K. GILHAM, DIRECTOR OF PLANS, STUDIES, AND BUDGET OFFICE, DEPUTY CHIEF OF STAFF FOR PERSONNEL C. A. OLSON, DEPUTY ASSISTANT DIRECTOR OF ARMY BUDGET FOR OPERATION AND MAINTENANCE J. P. CRIBBINS, DIRECTOR OF AVIATION LOGISTICS, OFFICE, DEPUTY CHIEF OF STAFF FOR LOGISTICS LT. COL. A. S. RYDEL, OFFICE, ASSISTANT CHIEF OF STAFF FOR FORCE DEVELOPMENT OPENING REMARKS Mr. FLYNT. The committee will now review with the Army its request for operation and maintenance funds for fiscal year 1973. The request is for $6,903,714,000. This is an increase of about $242 million above funds now appropriated for fiscal year 1972. However, we have pending before the committee a reprograming request of the Army for operation and maintenance funds of some $141 million. There will also be a supplemental request submitted within the near future for additional operation and maintenance funds for 1972 to cover increased costs associated with the pay increase for civilian personnel which went into effect on January 1, 1972. But the increase shown generally gives us a feeling for the additional funds requested for the Army, because more than likely there will be reprogramings and supplemental requests affecting fiscal year 1973. JUSTIFICATION MATERIAL At this point, we will insert the justification material in the record. (The material follows:) For expenses, not otherwise provided for, necessary for the operation and maintenance |