ARMY 

POSTURE

STATEMENT 

A CAMPAIGN QUALITY ARMY WITH JOINT AND EXPEDITIONARY CAPABILITIES 2008

A STATEMENT ON THE

POSTURE OF THE UNITED STATES ARMY 2008

submitted by

THE HONORABLE PETE GEREN and 

GENERAL GEORGE W. CASEY JR.

to the Committees and Subcommittees of the

UNITED STATES SENATE 

and the 

HOUSE OF REPRESENTATIVES

2d SESSION, 110th CONGRESS

26 FEBRUARY 2008

2008 ARMY POSTURE STATEMENT

TABLE OF CONTENTS

The Strategic Context ...............................................................................

 An Era of Persistent Confl ict 

 Trends Creating the Conditions for Persistent Confl ict 

 Challenge of Providing Forces with the Right Capabilities 

Two Critical Challenges: Restoring Balance and Funding ...................

 An Army Out of Balance 

 Restoring Balance 

 Compelling Needs 

 Funding Challenges 

 The Fiscal Year 2009 President’s Budget

Stewardship, Innovation and Accomplishments ...................................

Preserving the Strength of the Nation ....................................................

ADDENDA

 A. Reserve Component Readiness ......................................................

 B. List of Information Papers Online ..................................................... 

 C. Helpful Websites ..............................................................................

 

 D. Acronyms .........................................................................................

 E. Army Force Generation*

 F. Reset*

 G. Modularity*

 H. Soldier Family Action Plan*

 I. Warrior Care and Transition*

 J. Business Transformation*

 K. Space and Missile Defense*

 

1

1 Required by National Defense Authorization Act of 1994

* Online

2

6

12

14

15

29

32

34

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UNITED STATES ARMY
2008 ARMY POSTURE STATEMENT

Our Nation has been at war for over six years. Our Army—Active, Guard and Reserve—has been a leader 

in this war and has been fully engaged in Iraq, Afghanistan, and defending the homeland. We also have 

provided support, most notably by the Army National Guard and Army Reserve, to civil authorities during 

domestic emergencies. Today, of the Nation’s nearly one million Soldiers, almost 600,000 are serving on 

active duty and over 250,000 are deployed to nearly 80 countries worldwide.

We live in a world where global terrorism and extremist ideologies threaten our safety and our freedom. As 

we look to the future, we believe the coming decades are likely to be ones of persistent confl ict—protracted 

confrontation among state, non-state, and individual actors who use violence to achieve their political and 

ideological ends. In this era of persistent confl ict, the Army will continue to have a central role in implementing 

our national security strategy. 

While the Army remains the best led, best trained, and best equipped Army in the world, it is out of 

balance. The combined effects of an operational tempo that provides insuffi cient recovery time for personnel, 

Families, and equipment, a focus on training for counterinsurgency operations to the exclusion of other 

capabilities, and Reserve Components assigned missions for which they were not originally intended nor 

adequately resourced, result in our readiness being consumed as fast as we can build it. Therefore, our top 

priority over the next several years is to restore balance through four imperatives: Sustain, Prepare, Reset, 

and Transform. 

The Army’s strength is its Soldiers—and the Families and Army Civilians who support them. The quality of 

life we provide our Soldiers and their Families must be commensurate with their quality of service. We will 

ensure that our injured and wounded Warriors, and their Families, receive the care and support they need 

to reintegrate effectively into the Army or back into society. We never will forget our moral obligation to the 

Families who have lost a Soldier in service to our Nation.

We are grateful for the support and resources we have received from the Secretary of Defense, the 

President, and Congress. To fi ght the wars in Afghanistan and Iraq, transform to meet the evolving 

challenges of the 21st century, and to regain our balance by 2011, the Army will require the full level of 

support requested in this year’s base budget and Global War on Terror (GWOT) Request. 

______________________________ ______________________________

George W. Casey, Jr. Pete Geren

General, United States Army Secretary of the Army

Chief of Staff

February 26, 2008

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UNITED STATES ARMY

The Army—Active, Guard and Reserve—exists to protect our Nation from our enemies, defend our vital 

national interests and provide support to civil authorities in response to domestic emergencies. Our mission 

is to provide ready forces and land force capabilities to the Combatant Commanders in support of the 

National Security Strategy, the National Defense Strategy and the National Military Strategy. 

While “what” the Army does for the Nation is enduring, “how” we do it must adapt to meet the changing world 

security environment. We are in an era of persistent confl ict which, when combined with our on-going global 

engagements, requires us to rebalance our capabilities. We do this remembering that Soldiers, and the 

Families who support them, are the strength and centerpiece of the Army. And, while our Nation has many 

strengths, in time of war, America’s Army is The Strength of the Nation.

“The U.S. Army today is a battle-hardened force whose volunteer Soldiers have performed with courage, 

resourcefulness, and resilience in the most grueling conditions. They’ve done so under the unforgiving 

glare of the 24-hour news cycle that leaves little room for error, serving in an institution largely organized, 

trained, and equipped in a different era for a different kind of confl ict. And they’ve done all this with a 

country, a government–and in some cases a defense department–that has not been placed on a war 

footing.”

 - Secretary of Defense, Honorable Robert M. Gates, October 10, 2007, AUSA Conference

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2008 ARMY POSTURE STATEMENT

An Era of Persistent Confl ict

Persistent confl ict and change characterize the 

strategic environment. We have looked at the future 

and expect a future of protracted confrontation among 

state, non-state, and individual actors who will use 

violence to achieve political, religious, and other 

ideological ends. We will confront highly adaptive and 

intelligent adversaries who will exploit technology, 

information, and cultural differences to threaten U.S. 

interests. Operations in the future will be executed 

in complex environments and will range from peace 

engagement, to counterinsurgency, to major combat 

operations. This era of persistent confl ict will result in 

high demand for Army forces and capabilities.

Trends Creating the Conditions for Persistent 

Confl ict

The potential for cascading effects from combinations 

of events or crises arising from the trends described 

below compounds the risk and implications for the 

United States.

Globalization and Technology

Increased global connectivity and technological 

advances will continue to drive global prosperity–

yet they also will underscore disparities, such as in 

standards of living, and provide the means to export 

terror and extremism around the world. Globalization 

accelerates the redistribution of wealth, prosperity, and 

power, expanding the “have” and “have not” conditions 

that can foster confl ict. The scale of this problem is 

evident in the projection that 2.8 billion people are 

expected to be living below the poverty line by 2025. 

While advances in technology are benefi ting people 

all over the world, extremists are exploiting that same 

technology to manipulate perceptions, export terror, 

and recruit the people who feel disenfranchised or 

threatened by its effects.

Radicalism

Extremist ideologies and separatist movements 

will continue to have an anti-western and anti-U.S. 

orientation. Radical and religious extremist groups, 

separatists, and organizations that support them are 

attractive to those who feel victimized or threatened 

by the cultural and economic impacts of globalization. 

The threats posed by Sunni Salafi st extremists, like 

Al-Qaeda, as well as Shia extremists with Iranian 

backing, represent a major strategic challenge.

Population Growth

The likelihood of instability will increase as populations 

of several less-developed countries will almost double 

in size by 2020–most notably in Africa, the Middle 

East, and South and Southeast Asia. The “youth 

bulge” created by this growth will be vulnerable to antigovernment and radical ideologies and will threaten 

government stability. This situation will be especially 

true in urban areas in which populations have more 

than doubled over the last 50 years.

Strategic Context

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UNITED STATES ARMY

By 2025, urban areas with concentrations of 

poverty will contain almost 60 percent of the world’s 

population.

Resource Competition

Competition for water, energy, goods, services, and 

food to meet the needs of growing populations will 

increase the potential for confl ict. Demand for water 

is projected to double every 20 years. By 2015, 40 

percent of the world’s population will live in “waterstressed” countries. By 2025, global energy demands 

are expected to increase by 40 percent, threatening 

supplies to poor and developing nations. 

Climate Change and Natural Disasters

Climate change and other projected trends will 

compound already diffi cult conditions in many 

developing countries. These trends will increase 

the likelihood of humanitarian crises, the potential 

for epidemic diseases, and regionally destabilizing 

population migrations. Desertifi cation is occurring at 

nearly 50-70 thousand square miles per year. Today 

more than 15 million people are dying annually from 

communicable diseases. The number of people dying 

each year could grow exponentially with increases in 

population density and natural disasters.

Proliferation of Weapons of Mass Destruction

The diffusion and increasing availability of technology 

increases the potential of catastrophic nuclear, 

biological, and chemical attacks. Many of the more 

than 1,100 terrorist groups and organizations are 

actively seeking weapons of mass destruction.

Safe Havens 

States that are unable or unwilling to exercise control 

within their borders create the potential for global 

and regional groups to organize and export terror. 

Territories under the control of renegade elements or 

separatist factions will challenge central government 

authority, potentially creating a base from which 

to launch broader security threats. The trends that 

fuel persistent confl ict characterize the strategic 

environment now and into the future and will require 

integration of all elements of our national power 

(diplomatic, informational, economic, and military) to 

achieve our national objectives. The implication for 

the Army is the need to be modernized, expeditionary 

and campaign capable, and prepared to operate 

across the full spectrum of confl ict.

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STRATEGIC CONTEXT
2008 ARMY POSTURE STATEMENT

Challenges of Providing Forces with 

the Right Capabilities

The Army recruits, organizes, trains, and equips

Soldiers who operate as members of Joint, interagency, 

and multinational teams. The Army also provides 

logistics and other support to enable our Joint and 

interagency partners to accomplish their missions, 

as well as support civil authorities in times of national 

emergencies. Responding to the strategic environment 

and the national security strategy that fl ows from it, we 

are building an expeditionary and campaign quality 

Army. Our expeditionary Army is capable of deploying 

rapidly into any operational environment, conducting 

operations with modular forces anywhere in the world, 

and sustaining operations as long as necessary to 

accomplish the mission. To fulfi ll the requirements of 

today’s missions, including the defense of the homeland 

and support to civil authorities, approximately 591,000 

Soldiers are on active duty (currently 518,000 Active 

Component, 52,000 Army National Guard, and 21,000 

Army Reserve). Forty-two percent (251,000) of our 

Soldiers are deployed or forward-stationed in 80 

countries around the world. Additionally, more than 

237,000 Army Civilians are performing a variety of 

missions vital to America’s national defense. Of these, 

more than 4,500 are forward deployed in support of 

our Soldiers. 

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STRATEGIC CONTEXT
UNITED STATES ARMY

Our current focus is on preparing forces and building 

readiness for counterinsurgency operations in Iraq and 

Afghanistan. Despite this current and critical mission, 

the Army also must be ready to provide the Combatant 

Commanders with the forces and capabilities they 

need for operations anywhere around the world, 

ranging from peace-time military engagement to major 

combat operations. Examples of Army capabilities 

and recent or ongoing operations other than combat 

include the following:

• Supporting the defense of South Korea, Japan, 

and many other friends, allies, and partners

• Conducting peacekeeping operations in the Sinai 

Peninsula and the Balkans

• Conducting multi-national exercises that refl ect 

our longstanding commitments to alliances

• Continuing engagements with foreign militaries 

to build partnerships and preserve coalitions by 

training and advising their military forces

• Participating, most notably by the Army National 

Guard, in securing our borders and conducting 

operations to counter the fl ow of illegal drugs 

• Supporting civil authorities in responding to 

domestic emergencies, including natural disasters 

and threats at home and abroad

• Supporting interagency and multi-national 

partnerships with technical expertise, providing 

critical support after natural disasters, and 

promoting regional stability

• Supporting operations to protect against weapons 

of mass destruction and block their proliferation

It is vital that our Army ensures that units and 

Soldiers have the right capabilities to accomplish 

the wide variety of operations that we will conduct 

in the 21st century. Continuous modernization is the 

key to enhancing our capabilities and maintaining a 

technological advantage over any enemy we face. 

We never want to send our Soldiers into a fair fi ght. 

Future Combat Systems (FCS) are the core of our 

modernization effort and will provide our Soldiers 

an unparalleled understanding of their operational 

environment, increased precision and lethality, and 

enhanced survivability. These improved capabilities 

cannot be achieved by upgrading current vehicles and 

systems. FCS will use a combination of new manned 

and unmanned air and ground vehicles, connected 

by robust networks, to allow Soldiers to operate more 

effectively in the complex threat environments of the 

21st century. Maintaining our technological edge over 

potential adversaries, providing better protection, and 

giving our Soldiers signifi cantly improved capabilities 

to accomplish their mission are the reasons for FCS. 

FCS capabilities currently are being tested at Fort 

Bliss, Texas. They are proving themselves valuable in 

the current fi ght and are being fi elded to our Soldiers 

in Iraq. FCS and their capabilities will continue to be 

integrated into the force over the next 20 years. 

5

STRATEGIC CONTEXT
2008 ARMY POSTURE STATEMENT

Two Critical Challenges: Restoring Balance and Funding

An Army Out of Balance

Today’s Army is out of balance. The current demand 

for our forces in Iraq and Afghanistan exceeds the 

sustainable supply and limits our ability to provide 

ready forces for other contingencies. While our Reserve 

Components (RC) are performing magnifi cently, many 

RC units have found themselves assigned missions for 

which they were not originally intended nor adequately 

resourced. Current operational requirements for forces 

and insuffi cient time between deployments require a 

focus on counterinsurgency training and equipping to 

the detriment of preparedness for the full range of 

military missions. 

We are unable to provide a sustainable tempo of 

deployments for our Soldiers and Families. Soldiers, 

Families, support systems, and equipment are 

stretched and stressed by the demands of lengthy and 

repeated deployments, with insuffi cient recovery time. 

Equipment used repeatedly in harsh environments 

is wearing out more rapidly than programmed. Army 

support systems, designed for the pre-9/11 peacetime 

Army, are straining under the accumulation of stress 

from six years at war. Overall, our readiness is being 

consumed as fast as we build it. If unaddressed, this 

lack of balance poses a signifi cant risk to the AllVolunteer Force and degrades the Army’s ability to 

make a timely response to other contingencies.

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UNITED STATES ARMY

Restoring Balance

We are committed to restoring balance to preserve 

our All-Volunteer Force, restore necessary depth 

and breadth to Army capabilities, and build essential 

capacity for the future. Our plan will mitigate nearterm risk and restore balance by 2011 through four 

imperatives: Sustain, Prepare, Reset and Transform.

Sustain

To sustain our Soldiers, Families, and Army Civilians 

in an era of persistent confl ict we must maintain 

the quality and viability of the All-Volunteer Force 

and the many capabilities it provides to the Nation. 

Sustain ensures our Soldiers and their Families have 

the quality of life they deserve and that we recruit and 

sustain a high quality force. 

Goals for Sustain: 

• Offer dynamic incentives that attract quality 

recruits to meet our recruiting objectives for 2008 

and beyond

• Provide improved quality of life and enhanced 

incentives to meet our retention objectives for 

2008 and beyond

• Continue to improve the quality of life for Army 

Families by implementing the Army Family 

Covenant and other programs that: standardize 

services, increase the accessibility and quality 

of health care, improve housing and installation 

facilities, provide excellence in schools and youth 

services, and expand spousal education and 

employment opportunities

• Continue to improve care for Wounded Warriors 

and Warriors in Transition through a patientcentered health care system, Soldier and Family 

Assistance Centers, and improved Warrior 

Transition Unit facilities

• Continue to support Families of our fallen with 

sustained assistance that honors the service of 

their Soldiers

Prepare

To prepare our Solders, units, and equipment we 

must maintain a high level of readiness for the current 

operational environments, especially in Iraq and 

Afghanistan.

Goals for Prepare: 

• Continue to adapt and enhance the rigor of 

institutional, individual, and operational training 

to enable Soldiers to succeed in complex 21st 

century security environments

• Train Soldiers and units to conduct full spectrum 

operations with improved training ranges to 

operate as part of a Joint, interagency, or multinational force

• Provide Soldiers the best equipment through the 

Rapid Fielding Initiative, the Rapid Equipping 

Force, and modernization efforts

• Partner with private industry to rapidly develop and 

fi eld equipment needed on today’s battlefi eld

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CRITICAL CHALLENGES
2008 ARMY POSTURE STATEMENT

• Continue to improve the Army Force Generation 

(ARFORGEN) process which increases the 

readiness of the operating force over time by 

generating recurring periods of availability of 

trained, ready, and cohesive units

Reset

To reset our force we must prepare our Soldiers, 

units, and equipment for future deployments and other 

contingencies.

Goals for Reset:

• Develop an Army-wide reset program that repairs, 

replaces, and recapitalizes equipment that our 

Soldiers need

• Retrain our Soldiers to accomplish the full spectrum 

of missions they will be expected to accomplish

• Revitalize our Soldiers and Families through 

implementation and full resourcing of the Soldier 

Family Action Plan (SFAP) and our warrior care 

and transition programs

Transform

To transform our force, we must continuously improve 

our ability to meet the needs of the Combatant 

Commanders in a changing security environment. 

Goals for Transform:

• Help balance our force and increase capacity 

to provide suffi cient forces for the full range 

and duration of current operations and future 

contingencies by growing as quickly as possible

• Upgrade and modernize to remain an agile and 

globally responsive force with Future Combat 

Systems (FCS) as the core of our modernization 

effort

• Continue organizational change through modularity 

and rebalancing to become more deployable, 

tailorable, and versatile

• Improve expeditionary contracting and fi nancial 

and management controls

• Continue to adapt institutions and the processes, 

policies, and procedures, including business 

practices, to more effectively and effi ciently support 

an expeditionary Army at war

• Complete the transition of the RC to an operational 

reserve and change the way we train, equip, 

resource, and mobilize RC units

• Integrate Grow the Army initiative, Base 

Realignment and Closure (BRAC), Global 

Defense Posture Realignment, and the operation 

of installations and facilities to increase readiness, 

improve effi ciency, and improve the quality of life 

for our Soldiers, Families, and Army Civilians

• Develop agile and adaptive leaders who can operate 

effectively in Joint, interagency, intergovernmental, 

and multi-national environments

8

CRITICAL CHALLENGES
UNITED STATES ARMY

Compelling Needs for Sustain, Prepare, Reset, 

and Transform

To achieve balance through the four imperatives, the 

Army will require sustained, timely, and predictable 

base budget and GWOT funding. The Army’s 

compelling needs for FY09 are:

Support and Fund:

• Recruiting and retention incentives and benefi ts 

to enable Active and Reserve Components to 

meet end-strength objectives and achieve Army 

standards for recruit quality

• Quality of life programs to sustain our Soldiers’ 

and Army Civilians’ commitment to serve and the 

continued support of our Army Families

• Programs to help our wounded, ill, and injured 

Warriors in Transition to return to duty or to 

civilian life

• BRAC and military construction to execute the 

Army’s global repositioning plan

• Operations and maintenance for air and ground 

operations, depot maintenance, base operations, 

and space and missile defense capabilities

• Leader training and development to make Soldiers 

culturally astute and better able to integrate and 

complement the other elements of national power 

(diplomatic, informational, and economic)

• Efforts to develop technical and procedural 

solutions to defeat the threat of improvised 

explosive devices

• The Rapid Equipping Force (REF) 

• Equipment repair, replacement, and recapitalization programs 

• Retraining Soldiers to execute their new and 

future missions

• Programs to revitalize our Soldiers and Families 

as they reintegrate after deployments

• End-strength growth of approximately 74,000 

by 2010. 

• Army modernization programs including Future 

Combat Systems, aviation, Patriot PAC-3, 

LandWarNet, intelligence, logistics automation, 

and other advanced technologies

• Planned modular transformations in 2009—two 

Brigade Combat Teams and 13 support brigades

• Transformation of the Reserve Components to an 

operational reserve

9

CRITICAL CHALLENGES
2008 ARMY POSTURE STATEMENT

Funding Challenges

Recruiting and retaining the most combat-experienced 

Army in our Nation’s history require predictable and 

sustained funding. Sustaining this high-quality and 

professional All-Volunteer Force will not be possible 

without investing in and supporting our quality of life 

efforts and providing competitive pay and benefi ts. As 

a manpower-intensive organization, we will continue 

to spend the bulk of our funds to sustain people and 

maintain vital infrastructure, but we also must maintain 

investment in equipment and technology required for 

future readiness.

To support our Soldiers, the centerpiece of the Army, we 

must rebuild and recapitalize our equipment including 

vehicles and weapons systems, maintain readiness 

for current operational demands, and build readiness 

for future challenges. It takes years beyond the end 

of hostilities to complete rebuilding and recapitalizing 

equipment. The fact that the number of vehicles and 

weapon systems currently in Army depots are suffi cient 

to equip fi ve Brigade Combat Teams and one Combat 

Aviation Brigade demonstrates the importance of 

timely recapitalization and reconditioning.

The Fiscal Year 2009 President’s Budget

The FY09 President’s Budget requests $140.7 Billion 

for the Army. This request and the amounts in the 

Global War on Terror (GWOT) Request are necessary 

to support current operations, fi ght the wars in Iraq 

and Afghanistan, sustain the All-Volunteer Force, and 

prepare for future threats to the Nation. This year the 

President approved accelerating the end-strength 

of the Army’s Active Component to 547,000 and the 

Army National Guard to 358,200 by 2010. 

The Army Reserve will increase in size to 206,000 

by 2013. This most signifi cant increase in the FY09 

budget is the result of permanent end-strength 

increases of 44,300 Soldiers in two components— 

43,000 in the Active Component and over 1,300 in 

the Army National Guard. The Army’s FY09 budget 

includes $15.1 Billion for all the costs associated with 

Grow the Army, which is an increase of $7.4 Billion 

over the costs of this initiative in FY08. This growth will 

enhance combat capabilities, help meet global force 

demand, and reduce stress on deployable personnel. 

Amounts requested by major appropriation category 

in the FY09 President’s Budget as well as the change 

from the amounts enacted in FY08 are:

Military Personnel

The FY09 budget requests $51.8 Billion, a $5.5 Billion 

increase from FY08. This includes $4 Billion for Grow 

the Army, an increase of $3.4 Billion over FY08. This 

amount also funds pay, benefi ts, and associated 

personnel costs for 1,090,000 Soldiers: 532,400 

Active, 352,600 Army National Guard, and 205,000 

Army Reserve. The GWOT Request will fund special 

pays and incentives and the mobilization of Reserve 

Component Soldiers.

“America’s ground forces have borne the brunt of underfunding in the past and the bulk of the costs–both 

human and material–of the wars of the present. By one count, investment in Army equipment and other 

essentials was underfunded by more than $50 Billion before we invaded Iraq. By another estimate, the 

Army’s share of total defense investments between 1990 and 2005 was about 15 percent. So resources are 

needed not only to recoup from the losses of war, but to make up for the shortfalls of the past and to invest 

in the capabilities of the future.”

- Secretary of the Defense, Honorable Robert M. Gates, October 10, 2007, AUSA Conference

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CRITICAL CHALLENGES
UNITED STATES ARMY

Operation and Maintenance

The FY09 budget requests $40.2 Billion, a $3.6 Billion 

increase from FY08. This includes $2.6 Billion for 

Grow the Army, an increase of $1.9 Billion from FY08. 

The increase funds training and sustainment of Army 

forces and includes the maintenance of equipment 

and facilities. The GWOT Request will fund the dayto-day cost of the war, training to prepare units for 

deployment, and the reset of forces returning from 

deployment.

Procurement

The FY09 budget requests $24.6 Billion, a $2 Billion 

increase from FY08. This includes $4.2 Billion for Grow 

the Army, an increase of $100 Million from FY08. This 

increase continues procurement of weapons systems 

for the Army to include the Non-Line of Sight Cannon, 

an FCS-designed system. The GWOT Request will 

fund procurement of weapon systems to improve force 

readiness and replace battle losses and the reset of 

forces returning from deployment.

Research, Development, Test, and Evaluation

The FY09 budget requests $10.5 Billion, approximately 

the same amount requested last year, but a $1.5 Billion 

decrease in the amount appropriated in FY08. The 

FY09 request refl ects a $100 Million decrease to the 

FCS Research, Development, Test, and Evaluation 

as the programs transition to procurement. 

Construction, Base Realignment and

Closure (BRAC), and Army Family Housing

The FY09 budget requests $11.4 Billion, a $1.8 Billion 

increase from FY08. This includes $4.3 Billion 

for Grow the Army, an increase of $1.9 Billion from 

FY08. The increase funds the construction of facilities 

to support the growth and re-stationing of Army

Forces. The GWOT Request will fund construction 

in and around the Iraq and Afghanistan theaters of 

operation.

Other Accounts

The Army executes the Chemical Agents and 

Munitions Destruction Program. Funding for this 

account is stable at $1.6 Billion in FY08 and FY09. 

The Army also has fi scal responsibility for the Iraq 

Security Forces Fund (ISFF), Afghanistan Security 

Forces Fund (ASFF), and Joint Improvised Explosive 

Device Defeat Organization (JIEDDO) appropriations. 

The Army budgets for recurring sustainment costs 

of JIEDDO with FY09 at $500 Million, an increase of 

$400 Million from FY08. The GWOT Request will fund 

JIEDDO initiatives. The ISFF and ASFF are funded 

entirely through the GWOT Request. 

Restoring Fiscal Balance

Timely and full funding of the Army’s FY09 request of 

$140.7 Billion will ensure the Army is ready to meet 

the needs of the Nation and continue the process of 

putting us back in balance. However, it is important 

to note that over the last six years, the Army has 

received increasing proportions of its funding through 

supplemental and GWOT appropriations. This 

recurring reliance on GWOT funds and a natural 

overlap between base and GWOT programs means 

that the Army’s base budget does not fully cover the 

cost of both current and future readiness requirements. 

Because the GWOT planning horizon is compressed 

and the timing and amount of funding is unpredictable, 

some base programs would be at risk if supplemental 

funding is precipitously reduced or delayed. An 

orderly restoration of the balance between base and 

GWOT requirements is essential to maintain Army 

capabilities for future contingencies. 

11

CRITICAL CHALLENGES
2008 ARMY POSTURE STATEMENT

Stewardship, Innovation, and Accomplishments

Our goals are to be good stewards of the resources 

we are provided by Congress and to free human 

and fi nancial resources for higher priority operational 

needs. Through the use of innovations such as Lean 

Six Sigma we are improving support to our people 

while reducing waste and ineffi ciencies. Integral to 

achieving our goals is the development of an Armywide cost-management culture in which leaders better 

understand the full cost of the capabilities they use 

and provide and incorporate cost considerations into 

their planning and decision-making. This approach 

will enable us to achieve readiness and performance 

objectives more effi ciently. Concurrently, we are 

strengthening our fi nancial and management controls 

to improve contracting in expeditionary operations and 

ensure full compliance with the law and regulations.

Our goal to improve long-term sustainability will be 

achieved through effective stewardship of human, 

fi nancial, and natural resources. Some examples of 

our ongoing initiatives include:

• Adjusting our national and global footprint to 

improve effi ciency and sustainability

• Transforming installations, depots, arsenals, 

and the information network that connects 

them to become more effective, energy 

effi cient, and environmentally conscious

• Transforming the Army’s training, structure, 

systems, and processes to better sustain and 

prepare the force

• Adapting our activities to protect the 

environment

Our accomplishments over the past year further 

illustrate our commitment to improving effi ciency and 

effectiveness throughout the Army.

12
UNITED STATES ARMY

While we are proud of these accomplishments, we continue to identify and pursue additional ways to 

improve our stewardship, effi ciency, and effectiveness throughout the Army.

13

STEWARDSHIP

• Initiated the Army Medical Action Plan to improve medical care for our Wounded Warriors 

• Initiated the Soldier Family Action Plan bringing to life the Army Family Covenant

• Initiated Soldier Family Assistance Centers throughout the Army to provide a single point of 

entry for Families and Wounded Warriors for health-care and related issues

• Recognized with the prestigious Malcolm Baldrige Award; the Army Armament, Research 

and Development Engineering Center is the only organization in the federal government to 

have received this honor

• Recognized for world-class excellence in manufacturing, the Army Materiel Command’s 

depots and arsenals earned 12 Shingo public sector awards

• Formed the Army Contracting Task Force to review current contracting operations and then 

immediately began implementing improvements

• Converted approximately 10,000 military positions to civilian positions through the end 

 of FY07

• Privatized more than 4,000 homes, bringing the total to over 75,000 homes that are privately 

managed

• Reduced energy consumption on our installations through FY07, achieving levels down 8.4 

percent since 2003 and 28.9 percent since 1985

• Reset 123,000 pieces of equipment, including 1,700 tracked vehicles, 15,000 wheeled 

vehicles, 550 aircraft, and 7,400 generators

• Improved property accountability by providing Army wide visibility of 3.4 billion items valued 

in excess of $230 Billion

• Destroyed over 15,000 tons of chemical agent contained in 1.8 million chemical munitions 

and containers

• Moved 10 million square feet of unit cargo in support of the GWOT and humanitarian

 aid missions

• Merged the Joint Network Node program into the Warfi ghter Information Network-Tactical, 

resulting in better integration and cost savings

• Began fi elding Mine Resistant Ambush Protected (MRAP) vehicles to units in Iraq

• Established the Army Evaluation Task Force and fi elded fi rst “spin-outs” from FCS

• Developed the Automated Reset Management Tool to provide a collaborative integrated tool 

for equipment reset planning and execution of the Army Force Generation process

• Increased the rigor in training new Soldiers by requiring graduates of basic training to be 

Combat Lifesaver certifi ed

• Fielded Human Terrain Teams to assist commanders in gaining objective knowledge of a 

population’s social groups, interests and beliefs

• Employed National Guard Soldiers worldwide who aided in seizing nearly 4,000 vehicles, 

approximately a million pounds of marijuana, and roughly 600,000 pounds of cocaine

Army Accomplishments
2008 ARMY POSTURE STATEMENT

Preserving the Strength of the Nation

14

The Army has been at war for over six years. Our 

Soldiers have demonstrated valor, endured countless 

hardships, and made great sacrifi ces. Over 3,000 

Soldiers have died and many more have been 

wounded. The awards our Soldiers have earned refl ect 

their accomplishments and bravery on the battlefi eld. 

Our Army Families have stood shoulder to shoulder 

with their Soldiers throughout these challenging 

times.

Our examination of the current and future security 

environments confi rms the need to restore balance 

and build readiness across all components of the 

Army as quickly as possible. Four imperatives–

Sustain, Prepare, Reset, and Transform–frame how 

the Army will restore balance by 2011 and begin to 

build readiness for the future. To accomplish our 

plan, we will continue to require timely and predictable 

resources and support. 

The Army will remain central to successfully achieving 

U.S. national security objectives, particularly in an era 

in which operations will be waged increasingly among 

people in urban environments. As the decisive ground 

component of the Joint and interagency teams, the 

Army operates across the full spectrum of confl ict to 

protect our national interests and affi rm our Nation’s 

commitment to friends, allies, and partners worldwide. 

Our goal is a more agile, responsive, campaignquality and expeditionary Army with modern networks, 

surveillance sensors, precision weapons, and 

platforms that are lighter, less logistics dependent, 

and less manpower intensive.

As we restore balance and build readiness for the

future, we continue to invest in our centerpiece—

Soldiers— and the Families that support them. Of 

the million Soldiers in uniform, over half of them are 

married, with more than 700,000 children. The Army 

Family Covenant, the Soldier Family Action Plan, 

and the Army Medical Action Plan are examples of 

our commitment to caring for our Soldiers, Families, 

and Army Civilians in these challenging times. With 

the continued support from the Secretary of Defense, 

the President, and Congress for our legislative and 

fi nancial needs, the Army will restore balance, build 

the readiness necessary in an era of persistent confl ict, 

and remain The Strength of the Nation. 
UNITED STATES ARMY

Section 517 (b) (2) (A)

The promotion rate for offi cers considered for 

promotion from within the promotion zone who 

are serving as active component advisors to units 

of the Selected Reserve of the Ready Reserve (in 

accordance with that program) compared with 

the promotion rate for other offi cers considered 

for promotion from within the promotion zone in 

the same pay grade and the same competitive 

category, shown for all offi cers of the Army.

*Active component offi cers serving in reserve component 

assignments at time of consideration.

**Active component offi cers not serving in reserve 

component assignments at the time of consideration.

Section 517 (b) (2) (B) 

The promotion rate for offi cers considered for 

promotion from below the promotion zone who 

are serving as active component advisors to units 

of the Selected Reserve of the Ready Reserve (in 

accordance with that program) compared in the 

same manner as specifi ed in subparagraph (A) 

(the paragraph above).

*Below the zone active component offi cers serving in 

reserve component assignments at time of consideration.

**Below-the-zone active component offi cers not serving in 

reserve component assignments at time of consideration.

***One offi cer promoted below the zone out of two eligible 

for consideration. 

Section 521(b)

1. The number and percentage of offi cers with 

at least two years of active-duty before becoming 

a member of the Army National Guard or the US 

Army Reserve Selected Reserve units.

• ARNG offi cers: 20,811 or 55.5 percent

• Army Reserve offi cers: 4,968 or 7.9 percent

2. The number and percentage of enlisted

personnel with at least two years of active-duty 

before becoming a member of the Army National 

Guard or the U.S. Army Reserve Selected Reserve 

units.

• ARNG enlisted: 119,269 or 37.8 percent

• Army Reserve enlisted: 11,247 or 18.8 percent

AC in 

RC (%)*

Army 

Average (%)**

FY 2006

Major 93.9 97.5

Lieutenant Colonel 68.7 90.9

FY2007

Major 100 94.9

Lieutenant Colonel 100 91.0

AC in 

RC (%)*

Army 

Average (%)**

FY 2006

Major 5.1% 6.8%

Lieutenant Colonel 3.2% 8.1%

FY2007

Major 50%*** 9%

Lieutenant Colonel 0% 9.7%

Reserve Components Readiness

ADDENDUM A

15

Sections 517 and 521 of the National Defense Authorization Act (NDAA) 1994 require the information in this 

addendum. Section 517 requires a report relating to implementation of the pilot Program for active component 

support of the Reserves under Section 414 of the NDAA 1992 and 1993. Section 521 requires a detailed 

presentation concerning the Army National Guard (ARNG), including information relating to implementation of 

the ARNG Combat Readiness Reform Act of 1992 (Title XI of Public Law 102-484, referred to in this addendum 

as ANGCRRA). Section 521 reporting was later amended by Section 704 of NDAA 1996. U.S. Army Reserve 

Information is also presented using Section 521 reporting criteria.
2008 ARMY POSTURE STATEMENT

3. The number of offi cers who are graduates of 

one of the service academies and were released 

from active duty before the completion of their 

active-duty service obligation and, of those 

offi cers:

a. The number who are serving the remaining period 

of their active-duty service obligation as a member of 

the Selected Reserve pursuant to section 1112(a)(1) 

of ANGCRRA:

• In FY07, no graduates of a service academy were 

released to the Selected Reserve to complete their 

obligation. 

b. The number for whom waivers were granted by the 

Secretary of the Army under section 1112(a)(2) of 

ANGCRRA, together with the reason for each waiver: 

• In FY07, no waivers were granted by the Secretary 

of the Army.

4. The number of offi cers who were commissioned 

as distinguished Reserve Offi cers’ Training Corps 

graduates and were released from active duty 

before the completion of their active-duty service 

obligation and, of those offi cers:

a. The number who are serving the remaining period 

of their active-duty service obligation as a member of 

the Selected Reserve pursuant to section 1112(a)(1) 

of ANGCRRA:

• In FY07, one distinguished Reserve Offi cers’ 

Training Corps (ROTC) graduate was released 

before completing his active-duty service 

obligation. 

b. The number for whom waivers were granted by the 

Secretary of the Army under section 1112(a)(2) of 

ANGCRRA, together with the reason for each waiver: 

In FY07, one waiver was granted by the Secretary of 

the Army. The reason for the waiver was personal 

hardship (i.e., a child of the service member, born 

with a congenital heart defect, must be within 10-15 

minutes from a major center specializing in pediatric 

cardiology for services as required). 

5. The number of offi cers who are graduates of 

the Reserve Offi cers’ Training Corps program 

and who are performing their minimum period 

of obligated service in accordance with section 

1112(b) of ANGCRRA by a combination of (a) 

two years of active duty, and (b) such additional 

period of service as is necessary to complete the 

remainder of such obligation served in the National 

Guard and, of those offi cers, the number for whom 

permission to perform their minimum period of 

obligated service in accordance with that section 

was granted during the preceding fi scal year:

• In FY07, no ROTC graduates were released early 

from their active-duty obligation. Of this number, 

none are completing the remainder of their 

obligation through service in the ARNG, and none 

through service in the Army Reserve. 

ADDENDUM A

16
UNITED STATES ARMY

6. The number of offi cers for whom 

recommendations were made during the 

preceding fi scal year for a unit vacancy promotion 

to a grade above fi rst lieutenant, and of those 

recommendations, the number and percentage 

that were concurred in by an active duty offi cer 

under section 1113(a) of ANGCRRA, shown 

separately for each of the three categories of 

offi cers set forth in section 1113(b) of ANGCRRA 

(with Army Reserve data also reported).

• 2,129 ARNG offi cers from units were recommended 

for position-vacancy promotion and promoted.

• 37 Army Reserve offi cers from units were 

recommended for position-vacancy promotion 

and promoted. 

7. The number of waivers during the preceding 

fi scal year under section 1114(a) of ANGCRRA 

of any standard prescribed by the Secretary 

establishing a military education requirement for 

non-commissioned offi cers and the reason for 

each such waiver. 

• In FY07, no waivers were granted by the Secretary 

of the Army. 

8. The number and distribution by grade, 

shown for each State, of personnel in the initial 

entry training and non-deployability personnel 

accounting category established under section 

1115 of ANGCRRA for members of the Army 

National Guard who have not completed the 

minimum training required for deployment or who 

are otherwise not available for deployment. (A 

narrative summary of information pertaining to 

the Army Reserve is also provided.)

• In FY07, the ARNG had 61,700 Soldiers were 

considered nondeployable because of incomplete 

initial entry training, offi cer transition, medical 

issues, nonparticipation, or restrictions on the use 

or possession of weapons and ammunition under 

the Lautenburg Amendment. The National Guard 

Bureau (NGB) maintains the detailed information.

• In FY07, the Army Reserve had 35,049 (AR) 

Soldiers who were considered nonavailable 

for deployment for reasons outlined in Army 

Regulation 220-1, Unit Status Reporting (e.g., 

pending administrative/legal discharge or 

separation, medical non-availability). 

ADDENDUM A

17
2008 ARMY POSTURE STATEMENT

9. The number of members of the Army National 

Guard, shown for each State, that were discharged 

during the previous fi scal year pursuant to section 

1115(c)(1) of ANGCRRA for not completing the 

minimum training required for deployment within 

24 months after entering the National Guard. 

(Army Reserve data also reported.)

• The number of ARNG Soldiers discharged during 

FY07 pursuant to section 1115(c)(1) of ANGCRRA 

for not completing the minimum training required 

for deployment within 24 months after entering the 

Army National Guard is 161 offi cers and 11,095 

enlisted Soldiers from all U.S. states and territories. 

The breakdown by each state is maintained by the 

NGB. 

• The number of Army Reserve Soldiers discharged 

during FY07 for not completing the minimum 

training required for deployment within 24 months 

after entering the Army Reserve is 15 offi cers and 

436 enlisted Soldiers. Those Soldiers who have 

not completed the required initial entry training 

within the fi rst 24 months are discharged from the 

Army Reserve under AR 135-178, Separation of 

Enlisted Personnel. Those offi cers who have not 

completed a basic branch course within 36 months 

after commissioning are separated under AR 135-

175, Separation of Offi cers. 

10. The number of waivers, shown for each State, 

that were granted by the Secretary of the Army 

during the previous fi scal year under section 

1115(c)(2) of ANGCRRA of the requirement in 

section 1115(c)(1) of ANGCRRA described in 

paragraph (9), together with the reason for each 

waiver.

• In FY07, no waivers were granted by the Secretary 

of the Army.

11. The number of Army National Guard members, 

shown for each State, (and the number of AR 

members), who were screened during the 

preceding fi scal year to determine whether they 

meet minimum physical profi le standards required 

for deployment and, of those members: (a) the 

number and percentage that did not meet minimum 

physical profi le standards for deployment; and (b) 

the number and percentage who were transferred 

pursuant to section 1116 of ANGCRRA to the 

personnel accounting category described in 

paragraph (8).

a. The number and percentage who did not meet 

minimum physical profi le standards required for 

deployment:

• In FY07, 155,662 ARNG Soldiers underwent a 

physical. Of these personnel, 5,606 or 3.6 percent 

were identifi ed for review due to a profi le-limiting 

condition or failure to meet retention standards. 

• In FY07, 56,384 Army Reserve Soldiers underwent 

a physical. Of these personnel 9,073 or 16 percent 

were identifi ed for review due to a profi le limiting 

condition or failure to meet retention standards.

ADDENDUM A

18
UNITED STATES ARMY

b. The number and percentage that were transferred 

pursuant to section 1116 of ANGCRRA to the personnel 

accounting category described in paragraph (8).

• In FY07, 5,821 ARNG Soldiers were transferred 

from deployable to nondeployable status for 

failing to meet medical deployability standards. 

This number includes Soldiers returning from 

a mobilization with a new medical condition 

and refl ects an increase in the use of electronic 

databases. 

• In FY07, 839 Army Reserve Soldiers were 

considered nonavailable for deployment for failing 

to meet medical deployability standards. This is a 

decrease of 784 from the previous fi scal year. 

12. The number of members and the percentage 

total membership of the Army National Guard 

shown for each State who underwent a medical 

screening during the previous fi scal year as 

provided in section 1117 of ANGCRRA.

• Public Law 104-106 (NDAA 1996), Div A, Title 

VII, Section 704 (b), February 10, 1996, repealed 

Section 1117 of ANGCRRA.

13. The number of members and the percentage 

of the total membership of the Army National 

Guard shown for each State who underwent a 

dental screening during the previous fi scal year 

as provided in section 1117 of ANGCRRA. 

• Public Law 104-106 (NDAA 1996), Div A, Title 

VII, Section 704 (b), February 10, 1996, repealed 

Section 1117 of ANGCRRA. 

14. The number of members and the percentage of 

the total membership of the Army National Guard 

shown for each State, over the age of 40 who 

underwent a full physical examination during the 

previous fi scal year for purposes of section 1117 

of ANGCRRA. 

• Public Law 104-106 (NDAA 1996), Div A, Title 

VII, Section 704 (b), February 10, 1996, repealed 

Section 1117 of ANGCRRA. 

15.The number of units of the Army National 

Guard that are scheduled for early deployment in 

the event of a mobilization, and of those units, the 

number that are dentally ready for deployment in 

accordance with section 1118 of ANGCRRA.

• Public Law 104-106 (NDAA 1996), Div A, Title 

VII, Section 704 (b), February 10, 1996, repealed 

Section 1118 of ANGCRRA.

ADDENDUM A

19
2008 ARMY POSTURE STATEMENT

16. The estimated post-mobilization training time 

for each Army National Guard combat unit (and 

Army Reserve unit), and a description, displayed 

in broad categories and by State of what training 

would need to be accomplished for Army National 

Guard combat units (and AR units) in a postmobilization period for purposes of section 1119 

of ANGCRRA. 

• Information on the type of training required by 

units during postmobilization is maintained by First 

United States Army. The data are not captured 

and provided by the state. 

• ARNG units are striving to train in accordance 

with the Army Force Generation (ARFORGEN) 

process in order to prepare for operational 

missions and reduce postmobilization training time. 

The ARFORGEN process requires increasing 

resources as necessary for maximum companylevel training profi ciency prior to mobilization. This 

training generally consists of individual warrior 

training tasks, weapons qualifi cation and gunnery, 

battle staff training, and maneuver training. This is 

followed by theater-specifi c tasks and higher level 

collective training to complete the predeployment 

requirements for the unit’s specifi c mission. The 

goal for postmobilization training time for a brigadesize organization is approximately 60 days.

• Postmobilization training time is contingent upon 

the amount of certifi ed premobilization training 

conducted, the type of unit, and its assigned 

mission. In order to reduce postmobilization 

training time, the ARNG has developed programs 

and products such as the ARNG Battle Command 

Training Capability, the eXportable Combat Training 

Capability (XCTC), myriad training devices and 

range complexes for our units. The combination 

of programs and products, provide our units with 

the capability to accomplish more premobilization 

training and reduce postmobilization training time.

• The Army Reserve Training Strategy (ARTS) 

envisions execution of both the provisions of 

section 1119 as well as the Offi ce of the Secretary of 

Defense train-alert-deploy paradigm. Specifi cally, 

the ARTS requires higher levels of premobilization 

readiness through completion of increasingly 

higher levels of training as units progress through 

the ARFORGEN cycle. Thus, the initial focus on 

individual and leader training migrates to low-level 

unit and battle staff, culminating in multiechelon, 

combined-arms exercises in the Ready year. The 

goal is to provide trained and ready combat support/

combat service support platoons and trained and 

profi cient battle staffs, battalion level and above, 

to the mobilization station. Realization of this 

strategy is dependent upon additional resources 

as it requires additional active training days and 

support funds. The majority of the additional 

training days are currently being resourced in the 

base budget, but the additional operational tempo 

is funded via supplementals.

ADDENDUM A

20
UNITED STATES ARMY

• Per January 2007 direction from the Secretary 

of Defense (SECDEF) reserve component unit 

mobilizations are now limited to 400-day periods, 

including a 30-day postmobilization leave. 

Perhaps the most signifi cant impact of this policy 

change is the inclusion of postmobilization training 

time in the 400-day mobilization period. Thus, 

many training tasks previously conducted during 

postmobilization periods of three to six months 

have been identifi ed for premobilization training, 

and Army Reserve units are training to standard 

on as many of these tasks as resources permit.

• Postmobilization training for Army Reserve units 

is directed and managed by the First Army. First 

Army conducts the theater-specifi ed training 

required and confi rms the readiness of mobilized 

Army Reserve units to deploy to overseas 

theaters. ARFORGEN’s Ready Year 2 (the 

year before mobilization) is particularly critical 

to implementation of the ARTS and SECDEF 

policies. During the Ready Year 2, Army Reserve 

units complete collective premobilization training 

in a 29-day period, including training on many 

of the theater-identifi ed tasks formerly covered 

by First Army during postmobilization. Timely 

alert for mobilization–at least one year prior to 

mobilization–is crucial.

• Army goals for postmobilization training for Army 

Reserve headquarters and combat support/combat 

service support units range from 30 to 60 days. 

Postmobilization training conducted by First Army 

typically consists of counterinsurgency operations, 

counter-improvised-explosive-device training, 

convoy live-fi re exercises, theater orientation, 

rules of engagement/escalation-of-force training, 

and completion of any theater-specifi ed training 

not completed during the premobilization period. 

Typical postmobilization periods for various units 

are outlined below.

Post Mobilization Training Days

Current Bridging* Objective

Military Police (Internet 

Resettlement) 77 60 46

Engineer Battalion (Route 

Clearence) 75 60 44

Military Police Company 86 60 46

Supply Company 60 45 33

Postal Company 95 30 22

Engineering Company 

(Construction) 60 45 35

Transportation Company 

(Heavy Equip Trans) 60 45 33

*The period roughly from Training Year 2008 through 

Training Year 2010, when required training enablers (e.g., 

dollars, training days, training support structure, training 

facilities) are resourced and thus support the higher levels 

of premobilization individual, leader, and collective training 

needed to maximize boots on ground/deployed time.

ADDENDUM A

21
2008 ARMY POSTURE STATEMENT

17. A description of the measures taken during 

the preceding fi scal year to comply with the 

requirement in section 1120 of ANGCRRA to 

expand the use of simulations, simulators, and 

advanced training devices and technologies for 

members and units of the Army National Guard 

(and the Army Reserve).

• During FY 07, the ARNG continued to synchronize 

the use of existing and ongoing live, virtual, and 

constructive training aids, devices, simulations 

and simulators (TADSS) programs with the 

training requirements of the ARFORGEN training 

model. By synchronizing the use of TADSS with 

ARFORGEN, the ARNG continues to improve unit 

training profi ciency prior to mobilization.

• To support the training requirements of M1A1 

Abrams and M2A2 Bradley-equipped Brigade 

Combat Teams (BCT’s), the ARNG continued 

the fi elding of the Advanced Bradley Full-Crew 

Interactive Simulation Trainer, which provides full 

crew-simulations training for M2A2 units, Tabletop 

Full-fi delity Trainers for the M2A2 and the Conduct 

of Fire Trainer XXI for M1A1 and M2A2. When fully 

fi elded, these devices, in addition to the Abrams 

Full-Crew Interactive Simulation Trainer XXI, will 

be the primary simulations trainers to meet the 

virtual gunnery requirements of M1A1 and M2A2 

crews.

• In order to meet the virtual-maneuver training 

requirements in the ARFORGEN process, M1A1 

and M2A2 units use the Close-Combat Tactical 

Trainer (CCTT) and the Rehosted Simulations 

Network (SIMNET) XXI, in addition to the Rehosted 

SIMNET CCTT Core. The CCTT, SIMNET XXI, 

and SIMNET CCTT provide a mobile training 

capability to our dispersed units.

• In order to train all ARNG units on the tactics, 

techniques, and procedures (TTPs) of convoy 

operations, the ARNG is fi elding the Virtual 

Convoy Operations Trainer (VCOT). The VCOT, 

through the use of geospecifi c databases, provides 

commanders with a unique and critical mission 

rehearsal tool. Currently, 32 VCOT systems are 

positioned in the ARNG force to train units on the 

fundamentals of convoy operations.

• In order to meet basic and advanced rifl e 

marksmanship requirements, the ARNG is fi elding 

the Engagement Skills Trainer (EST 2000). 

ADDENDUM A

22
UNITED STATES ARMY

• The ARNG supplements its marksmanship-training 

strategy with the Laser Marksmanship Training 

System (LMTS). The ARNG currently has over 

900 systems fi elded down to the company level. 

The LMTS is a laser-based training device that 

replicates the fi ring of the Soldier’s weapon without 

live ammunition. It is utilized for developing and 

sustaining marksmanship skills, diagnosing and 

correcting marksmanship problems, and assessing 

basic and advanced skills.

• The ARNG has further developed its battle 

command training capability through the three 

designated Battle Command Training Centers 

(BCTCs) at Fort Leavenworth, Camp Dodge, and 

Fort Indiantown Gap, and the Distributed Battle 

Simulation Program (DBSP). BCTCs provide 

the backbone of the program as collective hubs 

in the battle command training strategy. The 

DBSP provides Commanders assistance from 

Commander’s Operational Training Assistants, 

TADSS facilitators, and Technical Support 

Teams. BCTCs and the DBSP collectively help 

units in the planning, preparation, and execution 

of simulations-based battle staff training that 

augments the Department of the Army-directed 

Warfi ghter Exercises and greatly enhances battle 

staff and unit profi ciency.

• In order to provide the critical culminating training 

event of ARFORGEN, the ARNG has implemented 

the XCTC. The XCTC program provides the method 

to certify that ARNG combat units have achieved 

company-level maneuver profi ciency prior to 

mobilization. The XCTC incorporates the use of 

advanced live, virtual, and constructive training 

technologies to replicate the training experience 

until now only found at one of the Army’s Combat 

Training Centers. The centerpiece of the XCTC 

is the Deployable Force-on-Force Instrumented 

Range System (DFIRST). DFIRST utilizes training 

technologies that allow for full instrumentation of 

the training area from major combat systems down 

to the individual Soldier, role player, and civilian 

on the battlefi eld.

• The most important part of every training 

exercise is the After-Action Review (AAR). By 

full instrumentation of the units, Soldiers, and 

training areas, units receive an AAR complete 

with two-dimensional, three-dimensional, and 

video playback of the actual training exercise. 

This allows Commanders and Soldiers to see 

what occurred during the training exercise from 

a different perspective, further enhancing the 

training experience.

This system is the Army’s approved marksmanshiptraining device. The ARNG is also continuing use of 

its previously procured Fire Arms Training System 

(FATS) until EST 2000 fi elding is complete. The 

EST 2000 and FATS are also used to provide unit 

collective tactical training for dismounted Infantry, 

Special Operations Forces, Scouts, Engineer, 

and Military Police squads, as well as combat 

support and combat service support elements. 

These systems also support units conducting vital 

homeland defense missions.

ADDENDUM A

23
2008 ARMY POSTURE STATEMENT

• The Army Reserve continues to leverage–to 

extent resources permit–TADSS into its training 

program. Implementation of Army Campaign Plan 

Decision Point 72 continues with establishment 

of the 75th Battle Command Training Division 

(BCTD) (Provisional). This division, with fi ve 

battle command training brigades, employs 

legacy constructive simulations to provide battle 

command and staff training to Army Reserve 

and Army National Guard battalion and brigade 

commanders and staffs during premobilization 

and postmobilization. The concept plan as well as 

requirements for supporting Army battle command 

systems and simulations drivers for the 75th BCTD 

is pending Headquarters Department of the Army 

(HQDA) approval. 

• The Army Reserve continues to partner with the 

Program Executive Offi ce, Simulations, Training 

and Instrumentation; Training and Doctrine 

Command agencies; and HQDA to defi ne TADSS 

requirements for combat support and combat service 

support units. During FY07 the Army Reserve 

refi ned concepts for the integration of live, virtual, 

and constructive environments to train Soldiers 

and units. Most notably, during the Pacifi c Warrior 

exercise in July 2007, the Army Reserve attempted 

to integrate live and constructive environments as 

it trained senior battle staffs in both constructive 

and live environments while lower echelon units 

conducted platoon lanes. The distinction between 

live and constructive was apparent to the senior 

battle staff managing exercise play. The lack of 

key TADSS enablers was identifi ed in concept 

plans (e.g., 75th BCTD, Army Reserve Operations 

Groups) awaiting HQDA approval. Upon approval 

and subsequent fi elding of the required TADSS, 

this gap will be fi lled. The 75th BCTD is on the 

Entity-level Resolution Federation (ERF) fi elding 

plan. The ERF provides a high-resolution (e.g., 

individual Soldier-level fi delity aggregated to unit 

resolutions) joint constructive battle staff training 

simulation.

• The LMTS and EST 2000 remain essential 

elements of Army Reserve marksmanship training. 

LMTS procurement continues, and distribution 

throughout the Army Reserve force continues 

to increase. The LMTS has also been adapted 

to support convoy operations training. In either 

individual premarksmanship training or convoy 

modes, the system allows the Soldier to use 

an assigned weapon, as well as crew-served 

weapons, in a simulation/training mode. EST 2000 

systems have been fi elded to many Army Reserve 

Engineer and Military Police organizations to 

enable full use of its training capabilities by units 

with high densities of crew-served weapons their 

at home stations.

ADDENDUM A

24
UNITED STATES ARMY

• The Army Reserve also has a number of lowdensity simulators it employs to reduce expensive 

“live” time for unique combat service support 

equipment. For example, Army Reserve watercraft 

units train on the Maritime Integrated Training 

System (MITS), a bridge simulator that not only 

trains vessel captains but the entire crew of Army 

watercraft. In 2007 the Army Reserve invested 

in communications infrastructure so that the MITS 

at Mare Island, California can communicate and 

interact with another Army MITS at Fort Eustis, 

Virginia. This will provide the capability to conduct 

distributed multiboat collective training among all 

the simulators. Of note, the MITS is also used 

by U.S. Navy, U.S. Coast Guard, and harbor 

management agencies. Other simulators include 

locomotive simulators used by Army Reserve 

railroad units and a barge derrick simulator for 

fl oating watercraft maintenance units. Other 

simulator requirements have been and are being 

identifi ed in requirements documents.

• To further spread and embed the use of simulations 

and simulators, the Army Reserve hosted a 

Functional Area 57 (Simulations Operations 

Offi cer) course in Birmingham, Alabama, for 26 

offi cers of the 4th Brigade, 75th BCTD. Conducted 

by HQDA cadre in August and September 2007, 

the course was a proof-of-principle effort to assess 

the viability of exporting the resident course from 

Fort Belvoir to Army Reserve home stations. The 

Army Reserve intends to continue off-site delivery 

to the other four brigades of the 75th Division as well 

as the three Operations Groups while continuing 

to use resident school quotas to meet formal 

schooling requirements. Having a qualifi ed cadre 

of schooled training supporters is the foundation 

of the use of simulations and simulators, as well 

as the authoring of requirements documents 

conducive to the procurement of simulators and 

simulations to meet combat support and combat 

service support needs.

• The Army Reserve recommendation for a low 

overhead driver/staff trainer for brigade-battalion 

combat support and combat service support 

Commanders was adopted as a Quick Win by the 

Total Army Training Capability Study (collective 

training). The Army is planning on procuring a 

solution in FY08-FY09 to allow Commanders 

to conduct stressful and doctrinally correct staff 

training at home station without the need for a major 

investment in facilities or support technicians.

ADDENDUM A

25
2008 ARMY POSTURE STATEMENT

18. Summary tables of unit readiness, shown 

for each State, (and for the Army Reserve), and 

drawn from the unit readiness rating system as 

required by section 1121 of ANGCRRA, including 

the personnel readiness rating information and 

the equipment readiness assessment information 

required by that section, together with: 

a. Explanations of the information: Readiness tables 

are classifi ed. This information is maintained by the 

Department of the Army, G-3. The data is not captured 

and provided by state. 

b. Based on the information shown in the tables, the 

Secretary’s overall assessment of the deployability of 

units of the ARNG (and Army Reserve), including a 

discussion of personnel defi ciencies and equipment 

shortfalls in accordance with section 1121: Summary 

tables and overall assessments are classifi ed. This 

information is maintained by the Department of the 

Army, G-3.

19. Summary tables, shown for each State (and 

Army Reserve), of the results of inspections 

of units of the Army National Guard (and 

Army Reserve) by inspectors general or other 

commissioned offi cers of the Regular Army under 

the provisions of Section 105 of Title 32, together 

with explanations of the information shown in the 

tables, and including display of:

a. The number of such inspections;

b. Identifi cation of the entity conducting each 

 inspection;

c. The number of units inspected; and

d. The overall results of such inspections, including 

the inspector’s determination for each inspected unit 

of whether the unit met deployability standards and, 

for those units not meeting deployability standards, the 

reasons for such failure and the status of corrective 

actions. 

• During FY07, Inspectors General and other 

commissioned offi cers of the Regular Army 

conducted 252 inspections of the ARNG, including 

672 ARNG units. The bulk of these inspections 

(208) were executed by Regular Army offi cers 

assigned to the respective states and territories as 

Inspectors General. Of the remaining 44, 37 were 

conducted by First Army and the Department of 

the Army Inspector General and the remaining 7 

by the U.S. Army Forces Command (FORSCOM); 

Training and Doctrine Command (TRADOC); 

Communications-Electronics Command; and the 

U.S. Army Audit Agency. Because the inspections 

conducted by Inspectors General focused on 

fi ndings and recommendations, the units involved 

in these inspections were not provided with a 

pass/fail rating. Results of such inspections may 

be requested for release through the Inspector 

General of the Army. 

• Operational Readiness Evaluation data for the 

Force Support Package and expanded separate 

brigades are unavailable, as inspections there of 

were eliminated as requirements in 1997. Data 

available under the Training Assessment Model 

(TAM) relates to readiness levels and is generally 

not available in an unclassifi ed format. TAM data 

are maintained at the state level and are available 

upon request from state level-training readiness 

offi cials. 

ADDENDUM A

26
UNITED STATES ARMY

• In accordance with AR 1-201, Army Inspection 

Policy, the U.S. Army Reserve Command 

(USARC) conducts inspections of regional 

readiness commands and direct support units 

within requirements of the USARC Organizational 

Inspection Program (OIP). Per the Army 

Regulation, OIPs at division levels and above, 

mainly comprise staff inspections, staff assistance 

visits and Inspectors General. Staff inspections are 

only one aspect by which Commanding Generals 

can evaluate the readiness of their commands. 

The Inspector General conducts inspections and 

special assessments based on systemic issues 

and trends analysis with emphasis on issues that 

could impede the readiness of the Army Reserve. 

• The Chief, Army Reserve, directed the Inspector 

General to conduct special assessments in FY07 

prompted by concerns over systemic issues. 

One was the Special Assessment of Property 

Accountability. It focused on policies and guidance 

for, compliance with standards of, and adherence 

to the Command Supply Discipline Program; the 

effectiveness of the reconstitution process; and the 

impact of stay-behind-theater-provided equipment 

on property accountability, with emphasis on 

transportation and communications equipment. 

• Another was the Special Assessment of the 

Organizational Inspection Program, which 

evaluated the OIP to determine if Commanders 

were using it to assess readiness and to reinforce 

goals and standards within their commands. 

These assessments also encompassed an 

annual regulatory review of compliance with and 

effectiveness of, the Army Voting Assistance 

Program, a program of special interest to the 

Department of the Army. 

• The Army Reserve is meeting regulatory 

requirements through a combination of BattleFocused Readiness Reviews (BFRRs) and 

staff assistance visits, with the assistance visits 

conforming to regulatory requirements of AR 

1-201. The BFRR is the tool used by major 

subordinate Commanders to provide the Army 

Reserve Commanding General a status on 

resources and readiness of their commands, and 

resolve systemic issues/trends in order to achieve 

continuous improvements in readiness. The Army 

Reserve conducted 16 BFRRs in FY07. The staff 

assistance visits were more oriented to a particular 

topic in the staff proponent’s area. 

20. A listing, for each ARNG combat unit (and US 

Army Reserve FSP units) of the active-duty combat 

units (and other units) associated with that ARNG 

(and US Army Reserve) unit in accordance with 

section 1131(a) of ANGCRRA, shown by State, for 

each such ARNG unit (and for the US Army Reserve) 

by: (A) the assessment of the commander of that 

associated active-duty unit of the manpower, 

equipment, and training resource requirements 

of that National Guard (and Army Reserve) unit 

in accordance with section 1131(b)(3) of the 

ANGCRRA; and (B) the results of the validation 

by the commander of that associated active-duty 

unit of the compatibility of that National Guard (or 

US Army Reserve) unit with active duty forces in 

accordance with section 1131(b)(4) of ANGCRRA. 

• There are no longer ground combat active or 

reserve component associations due to operational 

mission requirements and deployment tempo. 

• As FORSCOM’s executive agent, First Army and

USARPAC (U.S. Army Pacifi c) for Pacifi c based 

Reserve Component units, executes the legislated 

active duty associate unit responsibilities through 

both their premobilization and postmobilization 

efforts with reserve component units. When 

reserve component units are mobilized they 

are thoroughly assessed in terms of manpower, 

equipment, and training initially by the appropriate 

ADDENDUM A

27
2008 ARMY POSTURE STATEMENT

chain of command, and that assessment is approved 

by First Army or USARPAC as part of the validation 

for unit deployment. 

• Validation of the compatibility of the reserve 

component units with the active duty forces occurs 

through the mobilization functions with the direct 

oversight of First Army, USARPAC and FORSCOM 

at the Mobilization Centers. 

• The Army’s Transformation from a divisioncentric to brigade-centric organization, execution 

of ARFORGEN, and acceleration of modularity 

and rebalancing efforts in the ARNG and 

Army Reserve, coupled with lack of available 

active ground combat units to conduct annual 

assessment of reserve component units, should 

obviate the reporting requirement stipulated in 

Title 10, U.S. Code, Section 10542, Army National 

Guard Combat Readiness Annual Report.

21. A specifi cation of the active-duty personnel 

assigned to units of the Selected Reserve 

pursuant to section 414(c) of the National Defense 

Authorization Act for Fiscal Years 1992 and 

1993 (10 USC. 261 note), shown (a) by State for 

the Army National Guard (and for the US Army 

Reserve), (b) by rank of offi cers, warrant offi cers, 

and enlisted members assigned, and (c) by unit or 

other organizational entity of assignment

• As of September 30, 2007, the Army had 3,251 

active component Soldiers assigned to Title XI 

positions. In FY06, the Army began reducing 

authorizations in accordance with the National 

Defense Authorization Act 2005 (Public Laws 

108-767, Section 515). Army G-1, and U.S. Army 

Human Resources Command carefully manages 

the authorizations and fi ll of Title XI positions. The 

data are not captured and provided by state. 

Title XI (FY 07) Authorizations

OFF ENL WO TOTAL

OA-22 0 2 0 2

U.S. Army Reserve 25 83 0 108

TRADOC 83 80 0 163

FORSCOM 1155 2225 121 3501

ESGR 0 0 0 0

USARPAC 30 54 1 85

TOTAL 1293 2444 122 3859

ADDENDUM A

28
UNITED STATES ARMY

Sustain

Army Career Intern Program 

Army Career Tracker

Army Community Services

Army Family Action Plan

Army Continuing Education System

Army Familly Housing

Army Family Team Building Information

Army Integrated Family Support Network

Army Medical Action Plan

Army Referral Bonus Pilot Program

Army Reserve Child and Youth Services

Army Reserve Employer Relations

Army Reserve Voluntary Education Services

Army Reserve Voluntary Selective Continuation

Army Retention Program

Army Spouse Employment Partnership

Army Strong

Army Suicide Prevention Program

Army Transferability of GI Bill Benefi ts to Spouses Program

ARNG Active First

ARNG Education Support Center

ARNG Family Assistance Centers

ARNG Freedom Salute

ARNG GED Plus

ARNG Periodic Health Assessment 

ARNG Post Deployment Health Reassessment

ARNG Recruit Sustainment Program

ARNG Recruiter Assistance Program

ARNG Yellow Ribbon Program

Better Opportunity for Single Soldiers

Child and Youth School Transition Services

Commissary and Exchange Quality Of Life

Community Based Health Care Organization

Defense Integrated Military Human Resourece System

Deployment Cycle Support

Diversity

Equal Opportunity and Prevention of Sexual Harassment

Exceptional Familly Member Program Respite Care

Family Advocacy Program

Family Readiness Support Assistant 

Freedom Team Salute

Full Replacement Value and Families First

Job Swap Program

Medical and Dental Readiness

Military Family Life Consultants 

Military OneSource

Military to Civilian Conversions

Morale Welfare and Recreation

MyArmyLifeToo

National Security Personnel System

Offi cer Retention

Privatization of Army Lodging

Residential Communities Initialization

Sexual Assault Prevention

Soldier and Family Assistance Centers

Soldier and Family Readiness Board of Directors

Strong Bonds

US Army Wounded Warrior Program

US CENTCOM Rest and Recuperation Leave Program

Warrior in Transition

Wellness Assessment and Education

Prepare 

Add-on Armor for Tactical Wheeled Vehicles 

Army Asymmetric Warfare Group 

Army Asymmetric Warfare Offi ce 

Army Combat Training Center Program 

Army Distributed Learning Program 

Army Initiatives to Improve Irregular Warfare Capability 

Army National Guard Readiness Centers 

Army Training Support System 

ARNG Exportable Combat Training Capability 

Basic Offi cer Leader Course 

Biometrics 

College of the American Soldier 

Combating Weapons of Mass Destruction 

Contractor-Acquired Government-Owned Equipment 

Global Force Posture 

Interceptor Body Armor 

Live Virtual Constructive Integrating Architecture 

Mine Resistant Ambush Protected Vehicles 

Information Papers

ADDENDUM B

29
2008 ARMY POSTURE STATEMENT

Multi-Source Assessment and Feedback Program 

Persistent Confl ict 

Property Accountability 

Rapid Equipping Force 

Rapid Fielding Initiative 

Red Team Education and Training 

Robotics 

Sustainable Range Program 

Unit Combined Arms Training Strategies 

US Army Combat Training Centers

Up-Armored High-Mobility Multipurpose Wheeled Vehicle 

Warrior Tasks

Western Army National Guard Aviation Training Site

Reset

360-Degree Logistics Readiness 

Army Equipping and Reuse Conference 

Army Sustainability 

Black Hawk Utility Helicopter 

Building Army Prepositioned Stocks 

CH-47 Medium Lift Helicopter 

Depot Maintenance Initiatives 

Equipment Reset Program 

Life Cycle Management Initiative 

Longbow Apache 

Raven Small Unmanned Aircraft System 

Retained Issue 

Retrograde 

Shadow Unmanned Aircraft System 

War Reserve Secondary Items 

Transform

Accelerate Army Growth

Active Component Reserve Component Rebalance

Armed Reconnaissance Helicopter

Army Distributed Learning Program

Army Force Protection Division Initiative

Army G-4 Lean Six Sigma

Army Integrated Logtistics Architecture

Army Intelligence Transformation

Army Intelligence Transformation

Army Leader Development Program

Army Modernization Plan

Army Netcentric Data Strategy

Army Offi cer Education System

Army Power Projection Platform

Army Reserve Facility Management

ARNG Chemical, Biological, Radiological, Nuclear and 

High-Yield-Explosive–Enhanced Response Forces

ARNG Civil Support Teams

ARNG Operational Support Airlift Agency

ARNG State Partnership Program

Barracks Modernization Program

Base Realignment and Closure Program

Battle Command as a Weapons System

Campaign-Quality Force

Civil Works

Civilian Education System

Common Levels of Support

Common Logistics Operating Environment

Concept Development and Experimentation

CONUS Theater Signal Command

Cultural and Foreign Language Capabilities

Cyber Operations

Defense Support to Civil Authorities

Defense Support to Civil Authorities Special Events

Defense Support to Civil Defense Coordinating Offi cer

Digital Training Management System

Enhancing Joint Interdependence

Every Soldier is a Sensor / Human Terrain Teams

Expeditionary Capabilities

Expeditionary Contracting

Expeditionary Theater Opening

Flat Network Intelligence Access

Full Spectrum Operations

Intelligence Training

Interceptor Body Armor

Joint Knowledge Development and Distribution

Joint National Training Capability Activities

Joint Precision Airdrop System

Joint Tactical Radio System

Lakota

LandWarNet and the Global Information Grid

Logistics Automation

Major Acquisition Programs Future Combat System

MANPRINT

ADDENDUM B

30
UNITED STATES ARMY

Medium Extended Air Defense System

Micro Electrical Mechanized Systems with RFID

Military Construction Transformation

Military Intelligence Capacity and Rebalance

Modular Force Conversion

Next Generation Wireless Communications

Non-Commissioned Offi cer Education System

Pandemic Infl uenza Preparation

Persistent Surveillance

Restructuring Army Aviation

Revitalizing Army Human Intelligence

Science and Technology

Single Army Logistics Enterprise

Spiral Technology and Capabilities

Stability Operations Capabilities

Transform

Warrior Unmanned Aircraft System

Warfi ghter Information Network-Tactical (WIN-T)

Other Important Information Papers

Army Medical Action Program 

Army Knowledge Online - DKO 

Army Direct Ordering 

Army Environmental Programs 

Army Values 

ARNG Agribusiness

ARNG Counterdrug 

ARNG Environmental Programs 

ARNG Fishing Program

ARNG Youth Challenge

Building Partnership Capacity 

Civilian Corps Creed 

CONUS Theater Signal Command 

DSCA and DCO 

Energy Strategy 

Fixed Regional Hub Nodes 

Funds Control Module 

General Fund Enterprise Business System 

Institutional Training

Information Assurance and Network Security 

Lean Six Sigma 2007 

Organizational Clothing and Individual Equipment

Real Estate Disposal

Redeployment Process 

Soldier as a System

Single DOIM and Army Processing Centers

Soldiers Creed

Streamline OCIE Processes

US Army Combat Training Center Program

US Army North

Warrior Ethos

Western Hemisphere Institute for Security Cooperation

ADDENDUM B

31

For more 

information on the 

Posture of the 

US Army, please visit 

our website: 

www.army.mil/aps/08
2008 ARMY POSTURE STATEMENT

Army Business Transformation Knowledge Center: 

This site provides information on Army Business Transformation. http://www.army.mil/ArmyBTKC/index.htm

Army Center Capabilities and Information Center (ARCIC): 

This site provides background on ARCIC. http://www.arcic.army.mil

Army Logistics Transformation Agency: 

This site provides information on Army logistics transformation. http://www.lta.army.mil 

Army Medicine: 

This site provides information on Army medical programs. http://www.armymedicine.army.mil

Army Modernization Plan:

This site provides a detailed overview of the Army’s organizational and materiel modernization efforts.

http://www.army.mil/features/MODPlan/2006/

Army National Guard: 

This site provides information about the Army National Guard. http://www.arng.army.mil

Army Posture Statement: 

This site provides the web-based version of the Army Posture Statement which includes amplifying information 

not found in the print version. http://www.army.mil/aps

Army Sustainability: 

This site provides information on Army sustainability efforts. http://www.sustainability.army.mil

Army Training and Doctrine Command (TRADOC): 

This site provides background on TRADOC. http://www.tradoc.army.mil

Army Website:

This site is the most visited military website in the world, averaging about seven million visitors per month or 

250 hits per second. It provides news, features, imagery, and references. http://www.army.mil

Army Wounded Warrior Program:

This site provides information on the Army’s Wounded Warrior Program which provides support for severely 

wounded Soldiers and their Families. https://www.aw2.army.mil/

Websites

ADDENDUM C

32
UNITED STATES ARMY

Chief Information Offi cer, CIO/G-6: 

This site provides information on Army information operations. http://www.army.mil/ciog6/

Deputy Chief of Staff for Intelligence, G-2: 

This site provides information on Army Intelligence initiatives. http://www.dami.army.pentagon.mil

Deputy Chief of Staff for Logistics, G-4: 

This site provides information on Army logistics. http://www.hqda.army.mil/logweb/

Deputy Chief of Staff for Operations, Plans, and Policy, G-3/5/7: 

This site provides information on Army operations, policies and plans. 

http://www.g357extranet.army.pentagon.mil/#

Deputy Chief of Staff for Personnel, G-1: 

This site provides information on personnel issues. http://www.armyg1.army.mil

Deputy Chief of Staff for Programs: 

This site provides information on materiel integration. http://www.g8.army.mil

Future Combat Systems:

This site provides information on the Future Combat Systems program. http://www.army.mil/fcs

My ArmyLifeToo Web Portal: 

This site serves as an entry point to the Army Integrated Family Support Network (AIFSN). 

http://www.myarmylifetoo.com

United States Army Reserve:

Provides information about the Army Reserve. http://www.armyreserve.army.mil/usar/home

Western Hemisphere Institute for Security Cooperation (WHINSEC):

This site provides the history and overview of WHINSEC. https://www.infantry.army.mil/WHINSEC/

ADDENDUM C

33
2008 ARMY POSTURE STATEMENT

AC Active Component

ACOM Army Command

AMC Army Materiel Command

APOE Aerial Port of Embarkation

APS Army Prepositioned Stocks

ARFORGEN Army Force Generation

ARI Army Research Institute

ARNG Army National Guard

ASC Army Sustainment Command

ASCC Army Service Component 

 Command

ASV Armored Security Vehicle

AW2 U. S. Army Wounded Warrior 

 Program

BCT Brigade Combat Team

BfSB Battlefi eld Surveillance Brigade

BOLC Basic Offi cer Leader Course

BRAC Base Realignment and Closure

BT Business Transformation

CBRN Chemical, Biological, 

 Radiological, and Nuclear

CBRNE Chemical, Biological, 

 Radiological, Nuclear and 

 High Yield Explosives

CES Civilian Education System

CM Consequence Management

COIN Counterinsurgency

CPI Continuous Process

 Improvement

CS Combat Support

CSS Combat Service Support

CT Counter Terrorist

CTC Combat Training Center

CWMD Combating Weapons of 

 Mass Destruction

DCGS-A Distributed Common Ground 

 System - Army

DMDC Defense Manpower Data Center

DoD Department of Defense

ES2 Every Soldier a Sensor

FCS Future Combat Systems

FTS Full Time Support

FY Fiscal Year

GBIAD Ground Based Integrated 

 Air Defense

GCSC-A Global Combat Service 

 Support - Army

GDP Gross Domestic Product

GDPR Global Defense Posture

 Review

GFEBS General Fund Enterprise

 Business System

GWOT Global War on Terrorism

HMMWV High Mobility Multipurpose 

 Wheeled Vehicle

HSDG High School Diploma

 Graduates

HST Home Station Training

HUMINT Human Intelligence

IBA Improved Body Armor

IED Improvised Explosive Device

ISR Intelligence, Surveillance, 

 and Reconnaissance

IT Information Technology

JIEDDO Joint Improvised Explosive

 Device Defeat Organization

Acronyms and Initializations

ADDENDUM D

34
UNITED STATES ARMY

JIOC-I Joint Intelligence Operations 

 Capability - Iraq

JTF Joint Task Force

LMP Logistics Modernization

 Program

LSS Lean Six Sigma

METL Mission Essential Task List

MFO Multinational Force and

 Observers

MI Military Intelligence

NCO Non-Commissioned Offi cer

NDAA National Defense Authorization 

 Act

OA&D Organizational Analysis and 

 Design

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom

OPTEMPO Operational Tempo

O&M Operations and Maintenance

PLM+ Product Lifecycle Management 

 Plus

QDR Quadrennial Defense Review

RC Reserve Component

RCI Residential Communities 

 Initiative

RDA Research, Development, and 

 Acquisition

REF Rapid Equipping Force

RFI Rapid Fielding Initiative

SDDC Surface Deployment and

 Distribution Command

SIGINT Signals Intelligence

SMS Strategic Management System

TPFDD Time Phased Force 

 Deployment Data

QOL Quality of Life

UAS Unmanned Aerial Systems

USAR United States Army Reserve

VA Veterans Affairs

WMD Weapons of Mass Destruction

ADDENDUM D

35
2008 ARMY POSTURE STATEMENT

EMPOWERING SOLDIERS TODAY AND TOMORROW