Today’s blog post is from the Honorable Katherine Hammack, Assistant Secretary of the Army for Installations, Energy and Environment (ASA IE&E).

We are living in interesting times.  Today, the Department of Defense faces multiple threats and non-traditional challenges, all of which jeopardize our future security environment.

Lt. Gen. Mary Legere, the Army’s senior intelligence officer, reports that the key defining element of the complex, future operating environment will be the “lack of Governance or Rule of Law.”  Driving this break down in governance will be an increasing, worldwide demand for scarce resources.  Rising oil prices and scarcity of water driven by increasing demand; cultural and demographic conflicts, and political unrest in several regions; unstable weather conditions, and the effects of climate change; will create increased global tensions and worsen our future security environment.

The Army’s ability to accomplish our mission on a global scale depends on secure, uninterrupted access to power and energy.  With today’s volatile energy market, the long-standing assumption that the Army will have unlimited availability of affordable fossil fuels is no longer valid.  We must become more flexible, and adaptable, in obtaining necessary energy supplies.

Due to the need for expansive maneuver areas, Army installations are typically isolated and at the end of utility lines. By constructing renewable energy projects, the Army increases its energy security, reduces vulnerability in the event of power outages, and reduces utility bills that are increasing much faster than inflation.

While we may use appropriated funding and performance contracting for smaller renewable energy projects, the Army recognizes it must take a different partnership path if it is going to develop the large-scale projects it requires to meet our energy security needs.  The Army’s goal is to have 25 percent of our power requirements generated by renewable energy sources by 2025, and, very importantly, to have that power consumed on our installations.

To address these issues and to comply with Congressional and Presidentially-directed mandates for energy consumption and alternate energy production (NDAA of 2007, 2010, Energy Policy Act 2005, and Executive Order 13514) the Secretary of the Army established the Energy Initiatives Task Force on September 15, 2011.  The EITF leverages private-sector financing and expertise to gain access to up-front capital investments in return for a long-term power purchase agreement.

To support the EITF, the U.S. Army Corps of Engineers initiated the first of its kind, Multiple Award Task Order Contract, or MATOC, to identify a pre-approved list of project developers in four technology areas: wind, solar, geothermal electricity, and energy/biomass.  The total contract ceiling across all four technologies is $7 billion, and allows for maximum flexibility for use by other military Services.

These energy initiatives are part of a broader effort to take an integrated approach to achieving Net Zero energy, waste, and water across all Army communities.  The Army’s Net Zero Installation initiative involves 17 pilot installations that serve as test beds for new design approaches as well as technological and non-technological solutions striving to reach Net Zero in one or more of these areas by 2020.  We expect Army installations to serve as models of sustainability that minimize resource competition with local communities, have lower operating costs, and offer a better quality of life for our soldiers and their families.

The Army is collaboratively managing its Energy and Sustainability efforts at an enterprise level that leverages the best practices of industry, academia, and the other military Services.  We offer a model of successful public-private partnerships.  We are achieving all of this while enhancing our energy security and strengthening our ability to perform our mission in an increasingly complex and challenging global environment.

Army Strong!

To learn more about the Army’s energy initiatives, be sure to follow the Assistant Secretary of the Army for Installantions, Energy and Environment on Facebook.

Among the heroes who joined the Hangout is Sgt. Jerrod Fields, a Chicago native who has received a Bronze Star and Purple Heart during his military service.  Fields’ leg was amputated after a roadside bomb struck his vehicle during a 2005 mission in Baghdad.  Since then, Fields has continued to serve while emerging as a talented sprinter on the U.S. Paralympic team.  Now a Soldier-athlete in the Army’s World-Class Athlete Program, Fields was featured on the cover of ESPN Magazine in 2008 and has become a motivational leader helping others with disabilities become active.

Spc. Jerrod Fields was on the cover of ESPN Magazine in 2008

Another Soldier-athlete who  joined the #HeroesHangout is Spc. Steven Nelson.  Coach K may see Nelson in Rio for the 2016 Olympics because the Nebraska native is a champion boxer with his eyes on Olympic competition.  Nelson was deployed in Afghanistan for a year, earning a Combat Action Badge.  Like Fields, Nelson is in the Army’s World-Class Athlete Program and joined the Hangout On Air from the Olympic Training Center in Colorado Springs.  Nelson is the 2013 gold-medal winner of the National Golden Gloves and USA National tournaments in the light-heavyweight division.

Additional Soldiers who joined Coach K for the hangout are stationed in Germany and Ft. Gordon, GA.  

To watch the #HeroesHangout that was hosted on the U.S. Army’s Google+ page, check out the video below!

Our guest blog post today is from Major General James C. McConville, Commanding General, 101st Airborne Division (Air Assault)

Major General James C. McConville

Thank you all for taking time today and showing an interest in what we are doing here in Regional Command – East, Afghanistan. This region includes 14 provinces surrounding Kabul, the nation’s capital, and stretches along Afghanistan’s eastern border with Pakistan.

From 2008 to 2009 I served as Deputy Commanding General – Support for the 101st Airborne Division here in Combined Joint Task Force – 101 and Regional Command – East; and, it is my honor and privilege to return as the commander of this fine organization.

The 101st Airborne Division (AASLT) assumed responsibility for this command on March 14th.  Our primary focus is to advise and assist the Afghan National Security Forces, so they can secure their country. Today, advised and assisted by Coalition Forces, the Afghan Security Forces lead the vast majority of operations in Regional Command – East.

We have advanced from being “shoulder to shoulder” (shohna-ba-shohna) to “OVER the shoulder” (buh-shohna), advising the Afghan Security Forces while they plan, coordinate, and lead missions.

When I was first here, less than five years ago, we did most of the fighting. We partnered for some operations; but at that time, the Afghan Security Forces were a nascent organization unable to field adequate forces to meaningfully contribute to the mission. In the years since, things have changed significantly – they have grown in number and capability.

There are two Afghan National Army Corps operating in our region – one in the area north of Kabul and one in the area south of Kabul.

We no longer have U.S. infantry brigade combat teams conducting combat operations in our area. We are organized as Security Force Assistance Brigades. Under those six brigades, we have seventy-six Security Force Assistance Teams.  Each team is fully dedicated to proactively mentoring a particular Afghan unit in day to day operations. The employment of these teams does not mean the end of all combat operations by Coalition Forces.  We will continue to fight alongside our Afghan counterparts as necessary.

So, how is it going and where do I think we are right now?

Afghan National Security Forces in Regional Command – East continue to grow into an effective fighting force, demonstrating daily the will and capability to aggressively take the fight to the enemy and operate successfully with minimal assistance from Coalition Forces.

The Afghan Security Forces are more capable of securing their people, their elections in 2014 and their future. They are better equipped and better prepared to secure Afghanistan, protect its territories and people, and enforce the rule of law.   With ongoing support from NATO, ISAF and the broader international community, Afghanistan has successfully recruited, trained and organized large, capable, and integrated forces that the Afghan people have grown to embrace as the pride of their nation.

Just as security forces in our countries do, Afghan National Security Forces comprise a layered security framework which includes the Afghan National Army, the Afghan National Police, and the Afghan Local Police.

At the most basic level, in the rural areas and villages there is the Afghan Local Police, like what we would consider our local policeman. Afghan Local Police now number over 8,000 in Regional Command-East. They are instrumental in defending local villages from insurgent attack, providing immediate and direct support to the local people by denying enemies of Afghanistan the ability to live and move freely amongst them.

The next layer is the Afghan Uniformed Police, with nearly 27,000 officers that secure the small towns and roads and are responsible for day-to-day law enforcement, investigations, and policing.

Next up is the Afghan National Civil Order Police, with approximately 4,500-members operating within Regional Command-East. They are a highly-trained, quick-reaction and specially-equipped police force aimed at dealing with advanced police situations such as civil disorder, looting, hostage-taking and riots. In our area, the Civil Order Police are primarily responsible for protecting the highways.

Then there are the Afghan Border Police that secure the border crossings. Numbering over 8,000-strong in this region, they conduct law enforcement and security operations along Afghanistan’s international border and points of entry with Pakistan.

And finally there is the Afghan National Army – the most respected institution in the country.

WARDAK PROVINCE, Afghanistan – U.S. Army Sgt. Miguel Thomas, left, a native of Orlando, Fla., and a member of 4-3 Brigade Special Troops Battalion, 4th Infantry Brigade Combat Team, 3rd Infantry Division, and an interpreter speak with a farmer in Wardak Province, Afghanistan, June 6, 2013, to help foster relationships with Afghan citizens, who are targeted by enemies of Afghanistan. (U.S. Army National Guard photo by Sgt. Julieanne Morse, 129th Mobile Public Affairs Detachment/RELEASED)

When I was here in 2008, the Afghan Army was just five years old and still coming together as an organization.  The Afghan Army participated with Coalition Forces using individual Soldiers or small teams to learn the basics of combat patrolling. Today, two Army Corps, comprising over 36,000 soldiers, are in the lead for security in their areas.  They conduct deliberate, intelligence-driven operations, with Coalition Forces providing only minimal support in extreme circumstances.

While previous initiatives primarily focused on growing the size of the Afghan Security Forces, our focus now is improving the quality and capability of the force; developing the right balance of seniority, skills, and specializations that are vital to their long term sustainability and success. To put it plainly, the Afghans know how to fight. We don’t have to teach them that. What we are doing now is helping them become a more professional force.

Afghan Security Forces now lead most operations against the enemies of Afghanistan and carry out the majority of their own training.

During recent high profile attacks on the governor’s compound in Panjshir, the International Committee of the Red Cross office in Jalalabad, and the attack in Paktiya which killed 17 Afghan civilians, 10 of which were children walking home from school, the Afghan Security Forces responded quickly and aggressively with little or no coalition assistance.

Yet, the enemies of Afghanistan continue to wage war on the people at the expense of innocent women and children. The fact that they will ride a bomb-laden motorcycle into a group of children, killing 10, and that they would attack the International Committee of the Red Cross, shows that they have no consideration for innocent Afghans – or for an internationally respected organization dedicated to the protection of civilians.

Afghanistan’s enemies know they cannot defeat the Afghan Security Forces in a head-to-head fight.  They are keenly aware that they are increasingly losing the support of the local population. They seem to be displaying a level of desperation not previously seen as is evident by an increase in assassination attempts on government officials, spectacular attacks and a much greater level of indiscriminate killing than I’ve ever seen.

The transition to Afghan-led security, governance, and development remains on track. The Afghan people are ready for this transition.

In the near future, Afghanistan will enter Tranche 5, the fifth and final phase of transition which will result in Afghan security forces exerting full security responsibility across Afghanistan by the end of 2014.

With this change, the campaign progresses from one focused on coalition-led combat operations, to one which further enables the development of the Afghan Security Forces in key areas such as logistics, intelligence, medical evacuation, aviation and building critical institutional systems for their long-term benefit and self sustainment.

As our campaign has progressed and evolved, so too must our force posture and presence.  The forces required to advise and assist the Afghans are not the same as those required in past years. That said, redeployment is the natural outcome of successful transition. We are in the process of redeploying coalition vehicles, equipment and logistical supplies, and closing or transferring military bases to Afghan officials.

During our peak, in 2011, Regional Command-East once had 114 outposts and bases.  When we assumed responsibility on March 14, we had 58.  Today, we have only 30 bases and 14 assistance platforms still in operation.

For more than a decade, Afghanistan has benefited greatly through unprecedented international support and has gained a strong foundation on which to build a secure future, but it is ultimately for Afghans themselves to make that a sustainable success.

From where I stand, as commander of Combined Joint Task Force – 101 and Regional Command – East, I believe that this is not only possible, but it is happening.

In addition to celebrating the U.S. Army’s 238th birthday on June 14, today we blow out the candles for four Army branches. Check out the blog below to learn more about the Adjutant General Corps, the Finance Corps, the Quartermaster Corps and the U.S. Army Corps of Engineers. 

Adjutant General Corps

The Adjutant General’s Corps dates back to the formation of the American Army. Horatio Gates, a former British Army officer, is honored as the father of the Adjutant General’s Corps. On June 16, 1775, the Continental Congress appointed him as the first Adjutant General to George Washington with the commission of a brigadier general. Historically, he was the second officer to receive a commission in the Continental Army, preceded only by George Washington. With that appointment, the second oldest existing branch of the Army was born.

During World War II, more than 15,000 officers, soldiers, and civilians served in the Office of the Adjutant General. By the end of the war, the Adjutant General’s Corps processed more than six million soldiers back into civilian life. In what has been described as one of the most successful administrative tasks ever carried out, the AG Corps processed nearly one-half million discharges a month in accomplishing this difficult mission.

Since World War II, the Adjutant General’s Corps has been combat tested on several far-flung battlefields such as Korea, Vietnam, Grenada, Panama, and, most recently, in the Persian Gulf War (Operations Desert Shield and Desert Storm). AG soldiers mobilized 139,207 reserve component soldiers (equating to 1,045 Reserve and National Guard units of all types), recalled 1,386 retirees to active duty, deployed 1,600 Army civilians to Southwest Asia, processed over 10,000 individual and unit replacements, and delivered more than 27,000 tons of mail to deployed Army forces.

Finance Corps

The United States Army Finance Corps is a combat service support (CSS) branch of the United States Army. The Finance Corps is the successor to the old Pay Department, which was created in June 1775. The Finance Department was created by law on 1 July 1920. It became the Finance Corps in 1950. It is responsible for financial operations, most notably payroll and contracting. It is the smallest branch of the Army.

The Finance Corps assist Combat Soldiers and Commanders in the field with timely and accurate finance and accounting support. This support includes how Soldiers get paid, the preparation and payment of travel, transportation and commercial vendor vouchers, and accounting for the obligation and disbursement of public funds. In addition to providing financial services for fellow Soldiers, the Finance Corps play an important role in supporting logistical, medical and supply requirements during tactical missions.

Quartermaster Corps

The Quartermaster Corps is the U.S. Army’s oldest logistics branch, established 16 June 1775. On that date the Second Continental Congress passed a resolution providing for “one Quartermaster General of the grand army and a deputy, under him, for the separate army.” From 1775 to 1912 this organization was known as the Quartermaster Department. In 1912, Congress consolidated the former Subsistence, Pay, and Quartermaster Departments to create the Quartermaster Corps. Quartermaster units and soldiers have served in every U.S. military operation from the Revolutionary War to current operations in Iraq (Operation Iraqi Freedom) and Afghanistan (Operation Enduring Freedom).

The function of the Quartermaster Corps is to provide the following support to the Army: general supply (except for ammunition and medical supplies); Mortuary Affairs (formerly graves registration); subsistence (food service); petroleum & water; field services and material and distribution management

U.S. Army Corps of Engineers

George Washington appointed the first engineer officers of the Army on June 16, 1775, during the American Revolution, and engineers have served in combat in all subsequent American wars. The Army established the Corps of Engineers as a separate, permanent branch on March 16, 1802, and gave the engineers responsibility for founding and operating the U.S. Military Academy at West Point.

Since then the U.S. Army Corps of Engineers has responded to changing defense requirements and played an integral part in the development of the country. Throughout the 19th century, the Corps built coastal fortifications, surveyed roads and canals, eliminated navigational hazards, explored and mapped the Western frontier, and constructed buildings and monuments in the Nation’s capital.

As in its earliest days, the Corps of Engineers still thinks of itself as an organization ready to help build the nation’s infrastructure. However, today “infrastructure” means something more than just internal improvements and transportation systems. Although maintaining the nation’s public works remains an imperative, today environmental issues are the chief public works challenges.

Soldiers serving in Afghanistan preparing to celebrate the U.S. Army’s birthday June 14 can have their cake and eat it too, thanks to the efforts of Defense Logistics Agency (DLA) Troop Support Subsistence employees.

DLA provided more than 2,100 cakes decorated with the U.S. Army logo in recognition of the Army’s 238^th birthday.

Subsistence employees begin working with the prime vendor supporting Afghanistan months in advance of each service’s birthday, according to Anthony Amendolia, Europe and Middle East region chief for customer operations. For the Army’s birthday, the cakes arrived in Afghanistan March 31 and April 6, he said.

According to Amendolia, the prime vendor places orders with a baker located within the continental United States, where the cakes are decorated, packaged and shipped frozen to Afghanistan.

“I think the services look forward to celebrating special occasions,” said Amendolia. “It’s important that they’re able to honor their traditions even while deployed, and I’m proud to help them do that.”

“DLA providing a cake for the Army’s birthday is crucial to the success of the celebration,” said Sgt. 1st Class Jordan Gort, with the Army’s 311th Sustainment Command (Expeditionary). “The presentation and ceremonial cutting of the cake is a symbolic gesture reflecting the Army’s success over the last year.”

During Army Birthday celebrations, it is often tradition for the oldest and the youngest Soldier within a command to ceremoniously cut the service cake together.

If you could plan an Army Birthday party for deployed Soldiers, what would it look like?

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SOURCE: Defense Logistics Agency

A cornerstone in meeting these challenges is a senior civilian workforce that is better educated, highly-qualified, flexible, adaptable, and able to assume greater levels of responsibility and accountability. The mission of the Senior Enterprise Talent Management (SETM) Program is to provide senior Army civilians with the right skills to serve in the right place at the right time.

Secretary of the Army John McHugh, said, “We must create and maintain a structured Civilian professional development system designed to meet our Army’s long term performance needs and SETM will be the means by which the Army prepares its Senior Civilians to assume those duty positions of greatest responsibility.”

Started in 2012, the SETM Program prepares competent, motivated, and educated senior civilian leaders for positions of greater responsibility. Civilians join senior-level educational and developmental learning opportunities and gain the opportunity to manage their careers. Commanders also benefit by determining training requirements, forecasting vacancies, transferring knowledge before personnel leave, reducing lost productivity that goes along with vacancies, and improving succession planning.

There are four components to the SETM Program. Each has unique benefits and can impact senior civilians differently. Senior civilians can apply for one or all options.

Enterprise Placement Program (EPP) - Open to GS-15s and equivalents only, EPP is an opportunity to be considered for positions Army-wide where the Army needs its most talented civilian leaders. EPP adds breadth and depth to the employee’s skill base. Those selected for EPP will be listed on slates forwarded to Commanders across the Army for placement consideration

SETM-TDY – These are challenging project-based, temporary duty assignments (TDY) for GS 14s/15s and equivalents that strengthen their competencies and leadership abilities to support the Army’s most critical needs. These centrally funded developmental assignments can be used to backfill someone going to Senior Service School or to temporarily fill a critical vacancy that an installation needs to accomplish a significant project. These positions do not require a mobility agreement and last up to 179 days.

Senior Service College (SSC) - GS 14s/15s and equivalents can compete for Army Civilian seats at the Army War College (resident or nonresident) or the Dwight D. Eisenhower School for National Security and Resource Strategy. Students gain military knowledge, a national security perspective, and the competencies needed in the contemporary operational environment. Graduates of the resident courses are placed into positions that build upon the competencies developed at SSC.

Defense Senior Leader Development Program – GS 14s/15s and equivalents can gain leadership skills and an enterprise perspective to lead programs through this two-year DoD comprehensive education and developmental program. Students also get to attend one of the other Services’ SSCs.

Mobility and continuation of service agreements are needed for all components except for the SETM-TDY and for nonresident enrollees in the Army War College. A mobility agreement is not needed for the EPP until a proffered assignment is accepted.

Applications for the SETM Program must be endorsed by commands, and then are accepted through June 29^th.

Click here for more information on these programs and to apply, or contact SETM with questions and for additional information.

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This Army Live Blog post was submitted on behalf of the Assistant Secretary of the Army for Manpower & Reserve Affairs.

Among the numerous caking cuttings, Army runs and birthday balls, there  is a unique Army Birthday tradition that has its beginning over 300 years ago – the Twilight Tattoo.

Soldiers from the 3rd U.S. Infantry Regiment (The Old Guard) and The U.S. Army Band “Pershing’s Own” participate in the 2011 Twilight Tattoo on Fort McNair, D.C.

“Twilight Tattoo” is a time-honored tradition that blends the precision and discipline of the 3rd U.S. Infantry Regiment (The Old Guard) with the orchestral sounds of The U.S. Army Band “Pershing’s Own.”

The history of Twilight Tattoo began more than 300 years ago as British troops were summoned from the warmth and hospitality of local pubs by a bugle and drum call to return to the barracks. The familiar tune told tavern owners “doe den tap toe,” or “time to turn off the taps.” The troops knew the call to mean “taps off,” and minutes later they were back in their tents.

The modern-day call is known as “Tattoo” and during basic training the call signals the time to quiet down and hit the bunks. For the U.S. Army Military District of Washington (MDW), the call serves as a tribute dedicated to the vitality of our nation and to the sacrifices of those who forged America into the land of the free and the home of the brave. It is for our forefathers and fellow Americans that MDW proudly presents “Twilight Tattoo.”

The U.S. Army Military District of Washington (MDW) Twilight Tattoo can trace its own history back to the years before World War II. At that time, on the grounds of Fort Myer in Arlington, Va., the 3rd Cavalry Regiment held military shows during the winter months. The Military District of Washington revived the traditional show in 1961 to showcase the talents of its ceremonial units.

As Twilight Tattoo grew in popularity, the Army adapted the show, its location and the time of year it was performed to fit the growing needs of the American people. Settling on performances in Washington, D.C., throughout the summer months, has allowed for thousands of audience members to experience the ceremony and pageantry of the United States Army.

Visit the Twilight Tattoo website to check out the 2013 Schedule to experience a glimpse into American history through performance.

Want a taste of what the Twilight Tattoo is all about? Check out the video below!

From its inception, the U.S. military has continuously adapted itself to meet evolving threats. At its core, the Air-Sea Battle (ASB) Concept is about reducing risk and maintaining U.S. freedom of action and reflects the Services’ most recent efforts to improve U.S. capabilities. Similar to previous efforts, the Concept seeks to better integrate the Services in new and creative ways. It is a natural and deliberate evolution of U.S. power projection and a key support component of U.S. national security strategy for the 21st century.

Visit here to read the Air-Sea Battle (ASB) Concept in its entirety.

Service members and their families will receive one free cupcake per person at any Georgetown Cupcake location (Washington, DC, Bethesda, New York, Boston, Los Angeles) ALL DAY on Friday, June 14th.

Every year, Georgetown Cupcakes bakes and ships 10,000 cupcakes to deployed troops.

Also on June 14th, the next episode of “DC Cupcakes” will air. In an episode entitled “DC Cupcakes: Get Tanked,” Sophie & Katherine are invited to the Army’s 237th birthday bash and aim big to create a cupcake gift for the occasion. The sisters take on the challenge of building an enormous, one-ton cupcake tank – complete with a functioning cupcake cannon. Not only do they have to figure out how to make this massive tank, but also deliver it to the Pentagon in one piece for the Army Birthday celebration.

“We had a great time at the Pentagon building the cupcake tank – we are thrilled the tank was able to fire cupcakes,” said Berman & LaMontagne. “As DC-residents, the U.S. military is close to our hearts, and we are so pleased to thank our troops and their families with a sweet treat on the Army’s birthday.”

Be sure to watch the episode on Friday, June 14th at 7:00pm ET/PT on TLC. For service members, Veterans and military families, we hope that you are watching with your (free) Georgetown Cupcake in hand!

Chairman of the Joint Chiefs of Staff, Gen. Martin Dempsey, waves from a life-size, cupcake tank comprised of approximately 5,000 cupcakes and at least 200 pounds of camouflage fondant.

A cupcake Abrams tank, donated by Katherine Kallinis Berman and Sophie Kallinis LaMontagne of Georgetown Cupcakes, stood in the Pentagon courtyard as part of the Army birthday celebrations on June 14, 2012.

On June 14, 2013, TLC will air “DC Cupcakes: Get Tanked” – a behind-the-scenes look at the creation of the cupcake tank designed for the U.S. Army’s birthday.

Chief of Staff of the Army Gen. Ray Odierno will host the department’s sixth Sexual Harassment/Assault Prevention Summit June 10-11, 2013, at the General Jacob E. Smart Center on Joint Base Andrews, Md.

As directed by the Secretary of the Army John McHugh, this two-day event reinforces the Army’s commitment to eliminate incidents of sexual harassment and sexual assault.  General officers and sergeants major from various commands will attend and share best practices, examine lessons learned and develop/communicate new ways to prevent sexual violence. The theme of this year’s summit is “Achieving Cultural Change to Eliminate Sexual Assault and Harassment.”

Day one of the summit features on-record presentations of the latest Department of Defense and Department of the Army SHARP program efforts from the Chief of Staff of the Army and the Chief of Army Personnel.

On day two of the summit, media are invited to hear remarks from the Secretary of the Army and the Sergeant Major of the Army.

McHugh recently told Army senior leaders, “you can succeed from this day forward in virtually every aspect of your military career, but if you fail at this, and that is leading on the issue of sexual assault, you’ve failed the Army.”

Odierno echoed the leader’s role in preventing sexual harassment in his remarks to the Senate Armed Services Committee June 4.

“[Army leaders] must create a climate and an environment in which every [Soldier] is able to thrive and achieve their full potential,” “Leaders must take action to establish and sustain standards at every level,” said Odierno.

Interested in seeing what the Army’s most senior leaders are saying about preventing sexual assault/sexual harassment during the summit? Get real time information on Twitter by following @USArmyG1 and on Facebook at https://www.facebook.com/USarmy.

Visit the Army Sexual Harassment/ Assault Prevention website for more information and links to resources.