The Findings And Recommendations Of The Department Of Defense Independent Review Relating To Fort Hood
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The Findings and Recommendations of the Department of Defense Independent Review Relating to Fort Hood by United States. Congress,United States Senate,Committee on Armed Services Pdf
The findings and recommendations of the Department of Defense Independent Review Relating to Fort Hood : hearing before the Committee on Armed Services, United States Senate, One Hundred Eleventh Congress, second session, January 21, 2010.
The Findings and Recommendations of the Department of Defense Independent Review Relating to Fort Hood by United States. Congress. Senate. Committee on Armed Services Pdf
The Findings and Recommendations of the Department of Defense Independent Review Relating to Fort Hood by United States. Congress. Senate. Committee on Armed Services Pdf
United States. Fort Hood Independent Review Committee,United States. Department of the Army
Author : United States. Fort Hood Independent Review Committee,United States. Department of the Army Publisher : Independently Published Page : 148 pages File Size : 51,5 Mb Release : 2020-12-22 Category : Missing persons ISBN : 9798585098833
Report of the Fort Hood Independent Review Committee by United States. Fort Hood Independent Review Committee,United States. Department of the Army Pdf
The U. S. Secretary of the Army appointed the Fort Hood Independent Review Committee(FHIRC or Committee) and directed it to "conduct a comprehensive assessment of the Fort Hoodcommand climate and culture, and its impact, if any, on the safety, welfare and readiness of ourSoldiers and units." In addressing this mandate, the FHIRC determined that during the time periodcovered by the Review, the command climate relative to the Sexual Harassment/Assault Responseand Prevention (SHARP) Program at Fort Hood was ineffective, to the extent that there was apermissive environment for sexual assault and sexual harassment.As set forth in this Report, specific Findings demonstrate that the implementation of theSHARP Program was ineffective. During the review period, no Commanding General or subordinateechelon commander chose to intervene proactively and mitigate known risks of high crime, sexualassault and sexual harassment. The result was a pervasive lack of confidence in the SHARP Programand an unacceptable lack of knowledge of core SHARP components regarding reporting and certainvictim services. Under a structurally weak and under-resourced III Corps SHARP Program, theSexual Assault Review Board (SARB) process was primarily utilized to address administrative and notthe actual substantive aspects of the Program. While a powerful tool by design, the SARB processbecame a missed opportunity to develop and implement proactive strategies to create a respectfulculture and prevent and reduce incidents of sexual assault and sexual harassment. From the III Corpslevel and below, the SHARP Program was chronically under-resourced, due to understaffing, lack oftraining, lack of credentialed SHARP professionals, and lack of funding. Most of all, it lackedcommand emphasis where it was needed the most: the enlisted ranks.A resonant symptom of the SHARP Program's ineffective implementation was significantunderreporting of sexual harassment and sexual assault. Without intervention from the NCOs andofficers entrusted with their health and safety, victims feared the inevitable consequences of reporting: ostracism, shunning and shaming, harsh treatment, and indelible damage to their career. Many haveleft the Army or plan to do so at the earliest opportunity.As part of the command climate, the issues of crime and Criminal Investigation Division(CID) operations were examined. The Committee determined that serious crime issues on and offFort Hood were neither identified nor addressed. There was a conspicuous absence of an effectiverisk management approach to crime incident reduction and Soldier victimization. A militaryinstallation is essentially a large, gated community. The Commander of a military installation possessesa wide variety of options to proactively address and mitigate the spectrum of crime incidents. Despitehaving the capability, very few tools were employed at Fort Hood to do so. Both the Directorate ofEmergency Services (DES) and the CID have a mandate and a role to play in crime reduction.Each contributed very little analysis, feedback and general situational awareness to the command towardfacilitating and enabling such actions. This was another missed opportunity.The deficient climate also extended into the missing Soldier scenarios, where no onerecognized the slippage in accountability procedures and unwillingness or lack of ability of noncommissioned officers (NCOs) to keep track of their subordinates. The absence of any formalprotocols for Soldiers who fail to report resulted in an ad hoc approach by units and Military Police(MP) to effectively address instances of missing Soldiers during the critical first 24 hours, again withadverse consequences.Consistent with the FHIRC Charter, this Report sets forth nine Findings and offers seventyRecommendations.
United States Government US Air Force,Us Air Force
Author : United States Government US Air Force,Us Air Force Publisher : CreateSpace Page : 222 pages File Size : 44,9 Mb Release : 2013-07-08 Category : Law ISBN : 1490938850
Air Force Follow-On Review - Protecting the Force by United States Government US Air Force,Us Air Force Pdf
On 5 November 2009, a tragic shooting allegedly carried out by a military member at Fort Hood, Texas, left 13 dead and 43 wounded or injured. Secretary of Defense Robert M. Gates subsequently established the Department of Defense Independent Review Related to Fort Hood and appointed former Secretary of the Army Togo D. West, Jr., and former Chief of Naval Operations Adm Vern Clark to lead that effort. That review identified possible deficiencies and provided recommendations regarding Department of Defense (DoD) policies, programs, and procedures related to force protection, personnel policies, mass casualty response, and sufficiency of care for the health care providers involved in such events. Key concerns included developing a credible process for identifying individuals who pose a potential threat to themselves or others, providing time-critical information to the right people, employing appropriate force protection measures, and planning for and responding to incidents. The report, Protecting the Force: Lessons from Fort Hood, was delivered to Secretary Gates on 15 January 2010. It concluded force protection measures focused solely on external threats are no longer sufficient. Force protection measures must now also consider internal threats— “disaffected individuals within the force motivated to violence against the force and the nation.”The DoD report recommended that each of the Services conduct in-depth follow-on reviews. In response, Secretary of the Air Force Michael B. Donley issued Terms of Reference on 25 January 2010 and directed Gen Stephen R. Lorenz, Commander of Air Education and Training Command, to chair an in-depth Air Force Follow-on Review (Air Force FOR) to identify and resolve policy, program, and procedural gaps that could create vulnerabilities to the health and safety of Air Force personnel, other supported personnel, and their families. This report is the result of that review.Although the Air Force review emerged as a result of the shootings at Fort Hood in November 2009, this report expands its focus beyond traditional force protection measures by addressing a broader range of violent physical threats and the potential precursors or indicators of violence. This attention to indicators sets the conditions for moving toward preventing violence rather than relying on response in its aftermath. This more expansive approach, contained in this report, emphasizes integrating existing programs not normally identified within the force protection agenda. Our review team conducted simultaneous top-down and bottom-up assessments. Major commands (MAJCOM), direct reporting units (DRU), the Air National Guard (ANG), and the Air Force Reserve Command (AFRC) provided inputs and reviews. Representatives from across the Headquarters Air Force (HAF) staff formed six cross-functional teams—Risk Assessment and Prevention, Sharing Information, Preparing the Force, Developing the Force, Leading the Force, and Responding and Recovering. The HAF also drew upon the DoD findings and recommendations as a baseline from which to assess relevant Air Force policies, programs, procedures, and practices. A full team roster is provided at appendix D.More than 2,000 Total Force commanders and civilian directors provided insight into practices related to information sharing, training, recognition of internal threats, force protection, and mass casualty response and recovery through a survey conducted by the Air Force Manpower Agency (AFMA). Selected survey results are integrated throughout the report and provided at appendix C.Our review developed 118 findings and 151 recommendations focused on preventing violence and enhancing response, which are contained in this report. A summary of our recommendations appears at appendix E. The terms of reference for both the DoD and the Air Force reviews requested notation of best practices to be shared across the DoD. Those identified during our review are provided in appendix B.
Department of Defense Authorization for Appropriations for Fiscal Year 2012 and the Future Years Defense Program: Military posture by United States. Congress. Senate. Committee on Armed Services Pdf
Congressional Record by United States. Congress Pdf
The Congressional Record is the official record of the proceedings and debates of the United States Congress. It is published daily when Congress is in session. The Congressional Record began publication in 1873. Debates for sessions prior to 1873 are recorded in The Debates and Proceedings in the Congress of the United States (1789-1824), the Register of Debates in Congress (1824-1837), and the Congressional Globe (1833-1873)
