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1975 Army Law. 1 (1975)

handle is hein.journals/armylaw1975 and id is 1 raw text is: 'Jbflbatyi 97S' DA PAMPHLET 27-50-25 HEADQUARTERS, DEPARTMENT OF THE ARMY, WASHINGTON, D.C. Judge Advocate Support of Army Goals for 1975 Prepared Remarks by Major General George S. for delivery at the 1974 Reserve Judge While little over six months remain until we reach the date marking the bicentennial of the United States Army, the spirit of the occasion already is touching Army planners in the Penta- gon. 1975 is the Army's bicentennial year! It is a time for taking stock and a time for thinking ahead. While we are recounting the successes of the past, we will be reaching out for an even better Army of the future. Important victories in battle will be recalled and milestones for the years ahead will be given shape and definition. The Secretary of the Army and the Chief of. Staff have established three major goals for 1975. Moving toward their fulfillment will strongly influence the activities of the entire Army and of the JAG Corps-both active and Reserve. I'd like to share those goals with you this morning, along with a few illustrations of how our particular JAG work is and will be in direct support. The first Army goal is to upgrade the quality of our soldiers while maintaining our momen- tum in recruiting and retention. 1974 has been a huge success for the volunteer Army. The Army has proven that it can attain its numerical man- power requirements through voluntary enlist- ments. It truly may be independent of the draft., The challenge now is to improve the quality of our men in uniform by developing and maintain- ing higher standards. It will be tougher to get into the Army and tougher to stay in the com- petition. The Army JAG Corps personnel picture is ex- ceptionally bright and improving with every new group of young lawyers who make the grade to come with us. Of course, the economics of the times have much to do with the increase in numbers of applications for commission in our Corps. Important too, however, are the com- panion programs for generating new Army lawyers from among the career-dedicated offi- cers of the arms and services. I refer to the Ex- cess Leave Program and the new Fully Funded Prugh, The Judge Advocate General of the Army, Advocate Conference, 4 December 1974. Program. These are real winners for us, and we will continue to count heavily on both programs for much of our new talent. The Fully Funded Program will deliver 25 new judge advocates each year, drawn from among the finest young career officers in the Army. At the same time, roughly an equal number of fledgling lawyers will join us through the Excess Leave program. This latter group is composed of those deter- mined young fellows who have largely paid their own way through law school in order to qualify for a commission in the Corps. We are doing something new in this program since the last Reserve Conference. We have changed the ground rules so that excess leave officers able to put two or more days together for work in one of our field JA offices, may be paid for it in a full duty status. That means many of our excess leavers now can work weekends as well as dur- ing summer and other school vacations-all on full pay and allowances. While these two programs, coupled with di- rect coimissioning of younger lawyers, are more thin adequate to cover our recruiting needs, we still have a way to go to reach op- timum retention rates. Even here, however, we are doing much better than in the recent past. We are experiencing so many applications for regular Army commissions that certain year groups are oversubscribed. More and more Re- serve judge advocates are staying on after com- pletion of their obligated service. We are doing better too in recruiting and retaining minority officers. These are healthy signs indicating that our retention problems of the past maybe over. The second Army goal for 1975 is to obtain maximum benefit from all resources. This is an enormous challenge for every one of us. This goal clearly, includes conservation of physical resources, economy of funds, and constrained use of personnel. Wasteful procedures must be eliminated and redundant or marginal activities ended. Our government contracting and pro- curement process must be improved to squeeze

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