Brown Dental Clinic

Fort Rucker, AL 36362
Open
Closes at 3:00pm
SundayClosed
Monday7:30am - 3:00pm
Tuesday7:30am - 3:00pm
Wednesday7:30am - 3:00pm
Thursday7:30am - 3:00pm
Friday7:30am - 3:00pm
SaturdayClosed

The Army mission is vital to the Nation because we are the service capable of defeating enemy ground forces and indefinitely seizing and controlling those things an adversary prizes most its land, its resources and its population.

Deploy, fight, and win decisively against any adversary, anytime and anywhere, in a joint, multi-domain, high-intensity conflict, while simultaneously deterring others and maintaining its ability to conduct irregular warfare. The Army will do this through the employment of modern manned and unmanned ground combat vehicles, aircraft, sustainment systems, and weapons, coupled with robust combined arms formations and tactics based on a modern warfighting doctrine and centered on exceptional Leaders and Soldiers of unmatched lethality.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army Strategy articulates how the Total Army achieves its objectives defined by the Army Vision and fulfills its Title 10 duties. In support of the National Defense Strategy, the Army Strategy describes how the Army will build a more lethal force to retain overmatch in order to deter, and defeat if necessary, all potential adversaries.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army People Strategy is the roadmap the U.S. Army will use to build a twenty-first century talent-based personnel management system, reform essential quality of life programs and build cohesive teams that are ready, professional, diverse and integrated for the Joint Force. The Total Army will acquire, develop, employ and retain the diversity of Soldier and Civilian talent needed to achieve Total Army readiness.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army Modernization Strategy (AMS) describes how the Total Army Regular Army, National Guard, Army Reserve, and Army Civilians will transform into a multi-domain force by 2035, meet its enduring responsibility as part of the Joint Force to provide for the defense of the United States, and retain its position as the globally dominant land power. AMS is the Army's plan to deliver a Multi-Domain Operations capable force and explains how the Army will operationalize the concept.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army Arctic Strategy supports the 2019 DoD Arctic Strategy and lays out how the Army will generate, train, organize and equip the force to partner with Arctic allies and secure the national interests. The Total Army strategy adapts how the Army executes extended, multi-domain operations in extreme conditions to support the joint warfighter, which demonstrates the Armys resolve to securing national interests in the region.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army Climate Strategy is the framework for a long-term endeavor to operationalize climate adaptation and mitigation across the Army. The strategy drives actions to enhance readiness, resiliency and capabilities of the force. By implementing the lines of effort outlined in the climate strategy, the Army will achieve the goals of a resilient and sustainable land force able to operate in all domains with effective adaptation and mitigation measures against climate change, consistent with Army modernization efforts.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The U.S. Army Installations Strategy is the first strategy to identify the need for modernized, resilient and sustainable installations. This strategy describes how installations will modernize to support the Multi-Domain Operations Ready Force over the next 15+ years.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army's Multi-Domain transformation will set the conditions for the Joint Force to fight and win integrated campaigns necessary to defeat state actors. By 2035, the Army will enable the Joint Force to maneuver and prevail from competition through conflict with a calibrated force posture of multi-domain capabilities that provide overmatch through speed and range at the point of need.

Brown Dental Clinic - General dentist in Fort Rucker, ALBrown Dental Clinic - General dentist in Fort Rucker, AL

The Army Data Plan, aligned to the Army Vision, sets forth guiding principles, goals and objectives, imperatives, and data management structures to transform how the Army manages, analyzes, and utilizes data to enable data-driven decisions across its enterprise, and with partners, through a resilient, secure hybrid cloud solution.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Regionally Aligned Readiness and Modernization Model, or ReARMM, aims to balance the operational tempo of our forces and provide leaders with additional time to invest in their people. ReARMM integrates and synchronizes the Army across all Army components Regular Army, Resource Component and Army National Guard providing predictability to the force regarding training, modernization and readiness.

Brown Dental Clinic - General dentist in Fort Rucker, AL

The Army Posture Statement is the Secretary of the Army and the Chief of Staff of the Army's written testimony to Congress on the state of the U.S. Army. The statement describes where the Army is and what the Army has done over the last year to support the National Defense Strategy.

This unclassified summary outlines the Armys annual accomplishments, initiatives, and priorities, based on the Army Vision and Army Strategy. It also explains the Armys budgetary needs for maintaining its strategic priorities in the upcoming fiscal year.

WASHINGTON -- People are our greatest strength, our most valuable asset, and our most important weapon system. The Army is a team of teams-an interconnected network of teams that stretches from the vehicle crew to the infantry squad, to the logistics team, to the highest level staff element. Our Army 's success depends on bringing talented Soldiers together in teams built on competence, resilience, discipline, and trust; to ensure every Soldier can say with confidence and pride, 'This is My Squad.'

The Army invested significant resources and leadership into restoring readiness and modernizing our Army. However, our readiness focus resulted in an unsustainable operational tempo (OPTEMPO) and placed significant demands on units, leaders, and Soldiers and Families and stress on the force. Therefore, we are prioritizing People as the #1 Army priority. We will strive to reduce OPTEMPO, adjust policies to prioritize People, and reduce requirements to provide leaders additional time to invest in their People.

To reduce requirements, we will implement several significant changes. ln the coming months, we will implement the Army's new Regionally Aligned Readiness and Modernization Model (ReARMM). This model will better balance OPTEMPO with dedicated periods for mission, training and modernization. HQDA G-31517, in coordination with FORSCOM, will determine the level of Total Army readiness necessary to meet operational requirements. Next, we are pursuing options, in coordination with DoD and the Joint Staff, to reduce our current continual heel to toe deployment rotations of Brigade Combat Team-sized formations to task-organized battalion task forces.

To protect our leaders' time while also building collective readiness, Commanders will leverage high-quality, multi-echelon training exercises such as Command Post Exercises (CPXs), Tactical Exercises Without Troops, and Fire Support Coordination Exercises to train battalion and brigade staffs. Highly trained, disciplined and fit Soldiers, squads, platoons and companies are the foundation of our readiness. Commanders will prioritize proficiency at company and below levels. Units will train above the company level as time allows.

We are also re-evaluating Combat Training Center (CTC) rotations. CTC rotations are the gold standard of training and provide tremendous learning environments that develop units and leaders into lethal warfighting teams. However, we must be pragmatic with our assignment of CTC rotations and properly balance training opportunities and the resulting OPTEMPO. To reduce OPTEMPO, we will minimize gated training requirements and eliminate the requirement to conduct brigade and battalion Live Fire Exercises and Field Training Exercises prior to a CTC rotation. To further reduce the demands of training for and supporting CTC rotations, not all Brigade Combat Teams will deploy all of their battalions into 'the box'. Select rotations will consist of a heavy/light task organization or include CPXs to reduce the burden on divisions while maintaining the CTC leader and staff development opportunities. Additionally, units scheduled for non-combat rotational deployments may not require a CTC rotation, especially those units deploying to theaters where they can conduct similar collective training.

The Army is changing policies to reinforce our focus on People. ln the coming weeks, HQDA will publish guidance on absent Soldiers to clarify that when one of our teammates fails to report for duty, we will consider them missing and take immediate action to find them. The Army Staff, in coordination with the ACOMs, will identify other necessary changes through a holistic review process. This will include a review of readiness policies (how we evaluate, track, and report readiness), maintenance policies, manning policies (particularly mid-grade NCOs), adequacy of resources for small-unit training, borrowed military manpower, and Soldier and Family programs to support our People. The Army will align resources for Fiscal Year 2023-27 to support the Army Priorities of People, Readiness, and Modernization.

As we implement these policy changes, Army Staff and ACOMs will identify simple, yet specific metrics to measure progress. Divisions and Brigades will routinely inspect unit systems that focus on their People including pay, awards, counseling, barracks/quarters, and physical/mental/spiritual health to ensure our focus on caring for our Soldiers and Families remains constant. Army Senior Leaders will track progress and provide guidance through routine updates.

North Korea's nuclear provocations in 2017 cemented an ongoing shift from building Army readiness for counterinsurgency and counterterrorism to preparing for large-scale combat operations. Army senior leaders implemented the Focused Readiness model soon after, which produced the highest levels of readiness in years. They prioritized building the immense levels of tactical readiness across all three components required for large-scale combat. However, Focused Readiness also revealed critical Army operational gaps and strategic readiness shortfalls that complicated our ability to meet wartime demands on the Korean Peninsula.

Focused Readiness has ended, but strategic guidance endures. Our strategic documents stress our central challenge: long-term strategic competition with Russia and China. But as recent events between the U.S. and Iran have exposed, this challenge requires an Army that is ready to deploy, fight and win in more than a single region and is ready at each level to operate anywhere around the globe. Leaders must adopt a holistic view of readiness that allows the Army to meet the demands of global simultaneity in great-power competition and, if necessary, great-power conflict.

Secretary of the Army Ryan McCarthy and Chief of Staff Gen. James McConville are advancing a holistic approach to Army readiness by recalibrating our gains in tactical readiness to enhance the Army's operational and strategic readiness. Holistic Army readiness is the Army's ability to generate highly trained, disciplined and fit tactical units; preserve the capacity and capability to meet operational demands of the joint force; and achieve the strategic role of rapidly providing Army forces to the combatant commanders. Leaders must also view Army readiness across multiple time horizons by evaluating the Army's ability to meet both current and future operational demands. Deploying our Immediate Response Force in January to the Middle East underscores how the Army will require both capacity and capability to meet any emergent demand on top of extensive steady-state commitments. This will stress our efforts to modernize over the course of the new decade, leading to tough but necessary trade-offs between current readiness and future readiness investments.

Holistic Army readiness highlights a connection between three echelons of warfare (tactical, operational and strategic) and three military force operations (force generation, force employment and force projection).

The Army owns force generation activities, which produce ready units across all components at the tactical level. Under the direction of combatant commanders, the Army conducts force employment of these ready units at the tactical and operational (corps) levels to meet operational demand in an environment of either competition or contingency. The Army conducts force projection, supported by the joint community, to fulfill its strategic role of providing ready tactical units in time and space to meet the joint force's operational demands. Title 10 codifies the Army's statutory requirements throughout these three echelons and within the three military force operations.

Tactical readiness is the ability of Army forces to fight and meet the demands of their assigned missions. The U.S. Army Forces Command and unit commanders own the responsibility to build the tactical readiness of their units. Tactical readiness is a force generation function, but the Army's institutional force generation activities begin at the U.S. Army Training and Doctrine Command and with the chief of staff of the Army's No. 1 priority--people. Institutional functions like Initial Entry Training, leader development and professional military education produce individuals who are highly trained, disciplined and fit. Army senior leaders have created initiatives to boost soldier and family readiness including the Army Combat Fitness Test, talent management reforms and housing improvements. The Army is also investing in soldier lethality to improve how soldiers will overmatch future adversaries. Unit command teams promote soldier training, discipline and fitness to generate cohesive teams capable of accomplishing assigned missions.

The Army's force generation model is the Sustainable Readiness Process. A critical output of this is the Unit Readiness Cycle, which serves as the template for tactical unit training cycles (currently a two-year cycle for active units and a five-year cycle for the reserve component). New Unit Readiness Cycles--Prepare, Ready, Mission--evolved from the previous unit force pools of Army Force Generation. Tactical readiness assessments highlight a unit commander's assessment of their unit's mission-essential tasks. Unit commanders assess resource availability and serviceability against documented requirements with training assessments. The Army assesses tactical readiness through a commander's monthly unit status report.

Operational readiness is the Army's ability to meet the joint force's global operational demands in either a competition or contingency environment, not both simultaneously. Demand reflects Army capacity and capability required to conduct the joint force's military operations. While the combatant commanders primarily own force employment operations, operational readiness--the collective ability of our tactical units to fight and win--is the corps commander's responsibility. Others, like Training and Doctrine Command and the U.S. Army Futures Command, play key roles by establishing warfighting doctrine and developing the Multi-Domain Operations concept, respectively. The Army assesses operational readiness by comparing what units are available to supply (ready forces) against the operational needs of combatant commands (force demand), as prioritized by national strategic guidance.

Operational demand is different during periods of competition and contingency. In competition, the global campaign plans describe how the services support the joint force. The Global Force Management Implementation Guidance and the Global Force Management Allocation Plan then express the Army's operational requirements in terms of unit types either assigned or allocated to combatant commands. In a contingency, particularly a large-scale contingency, the joint force expresses operational demand through the Globally Integrated Base Plans, which combine multiple numbered war plans and their associated time-phased force and deployment data.

Strategic readiness is the Army's ability, through time and space, to provide combatant commanders with trained and ready tactical units that can meet the joint force's operational demands. The Army enables force projection of ready units to meet demands in competition or contingency. The Army measures strategic readiness by assessing seven strategic readiness tenets: manning, training, equipping, sustaining, installations, capacities and capabilities. Installations, for example, serve as strategic platforms to enable reserve component mobilization and deployment of all components. Equipping of Army pre-positioned stocks, manning of forward-based units, industrial base capacity to produce munitions, and capabilities with allies and partners characterize aspects of the Army's global posture necessary to support the joint force in competition, as well as project and sustain our units in wartime.

The Army, as part of the joint force, seeks to achieve military end states that accomplish national objectives. In coordination with the U.S. Transportation Command, the Army is building strategic readiness to rapidly mobilize and deploy forces anywhere in the world and to sustain them for the duration of a crisis. The U.S. Army Materiel Command owns a large share of responsibility for strategic readiness, and all Army commands have equities, but Headquarters, Department of the Army, is ultimately responsible.

The Army is adjusting its posture across the globe and throughout all domains, including cyber and space. The service is advancing relationships with allies and partners through foreign military sales and by fostering defense and security agreements, with forces deployed in 140 countries worldwide. Strategic readiness is crucial in an era of great-power competition because the Army must possess the access, presence and influence paired with interoperability among allies and partners. The Army will drive considerable gains in strategic readiness through large-scale exercises like the Defender series.

The Army will continue to build and sustain readiness for the spectrum of military operations amid the changing strategic and operational environments. Tactical readiness alone is necessary but insufficient to meet the demands of great-power competition or great-power conflict. While the Army may have units at their highest level of readiness to accomplish their assigned missions, it must be able to rapidly provide those forces to combatant commands, which will likely occur in a contested environment.

The Army has one force generation process, and that model is Sustainable Readiness. Focused Readiness, Objective-T and Army Force Generation have ended. Headquarters, Department of the Army, is driving improvements to Sustainable Readiness that clearly define the Army's operational demand; program and assess the readiness of all components and at all echelons to meet that demand; provide the field with one clear message on readiness; and open decision space for our senior leaders to modernize the force. The Army deputy chief of staff for operations, plans and training serves as the integrator of the Army's readiness efforts through the Army Campaign Plan to drive critical decisions for senior leaders across multiple time horizons.

The Army has entered a period of fiscal tension that requires funding modernization priorities while simultaneously building readiness to meet current demands. We must identify and preserve sufficient levels of current readiness while balancing future readiness trade-offs. This is essential to allow our senior leaders to understand and accept prudent risk during modernization activities. Army modernization is future readiness and has impacts beyond the six priorities and 31 signature programs. New service concepts, like Multi-Domain Operations, will emerge throughout a period of rapid change for the Army, and will link to a new joint operating concept on the horizon for the next fiscal year. Establishing Futures Command has allowed senior leaders to explore some of the trade-offs between current and future readiness.

The Army is more prepared for the fundamental changes to come and is better able to synchronize our modernization activities, but ongoing and emergent demands will challenge us. Army readiness at the tactical, operational and strategic levels forms the nexus of how the Army is and will remain the preeminent land power to meet the joint force's operational demand.

Lt. Gen. Charles Flynn is deputy chief of staff of the Army for operations, plans and training. Previous assignments include deputy commanding general, U.S. Army Pacific, and commanding general, 25th Infantry Division.

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Rating 4.8 out of 5 based on 5 reviews

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Roman Holland
2 years ago
Name a better military dental clinic? I'll wait.


Brian C.
4 years ago
For Dental Cleaning/X-Ray/Checkup: Without a doubt the best I've been treated in a military dental facility so far. - From the front counter, to the very chipper xray specialist, through the entire cleaning, I felt very comfortable. The dental hygienist didn't even so much as poke me wrong. - In fact, I was so relaxed I almost went to sleep on the chair. ... the "goodie bag" at the end was a bit sub par, but who cares after the extraordinary service these people provide.


Brian C.
5 years ago
For Dental Cleaning/X-Ray/Checkup: Without a doubt the best I've been treated in a military dental facility so far. - From the front counter, to the very chipper xray specialist, through the entire cleaning, I felt very comfortable. The dental hygienist didn't even so much as poke me wrong. - In fact, I was so relaxed I almost went to sleep on the chair. ... the "goodie bag" at the end was a bit sub par, but who cares after the extraordinary service these people provide.


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