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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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