Loyalty | Duty | Respect | Selfless Service | Honor | Integrity | Personal Courage 

America’s Army: the strength of the nationTM
Army Family Covenant

We recognize...

...The commitment and increasing sacrifices that our Families are making every day.

...The strength of our Soldiers comes from the strength of their Families.

We are committed to...

...Providing Soldiers and Families a quality of life that is commensurate with their service.

...Providing our Families a strong, supportive environment where they can thrive.

...Building a partner ship with Army Families that enhances their strength and resilience.

We are committed to improving family readiness by:

• Standardizing and funding existing Family programs and services

• Increasing accessibility and quality of health care

• Improving Soldier and Family housing

• Ensuring excellence in schools, youth services and child care

• Expanding education and employment opportunities for Family members

Kenneth O. Preston

Sergeant Major of the Army

George W. Casey, Jr.

General, United States Army

Chief of Staff

John M. McHugh

Secretary of the Army

America’s Army:

the strength of the nationTM
A STATEMENT ON THE 

POSTURE OF THE UNITED STATES ARMY 2010

submitted by

THE HONORABLE JOHN M. McHUGH and

GENERAL GEORGE W. CASEY, Jr.

to the Committees and Subcommittees of the 

UNITED STATES SENATE

and the

HOUSE OF REPRESENTATIVES

2nd SESSION, 111th CONGRESS

FEBRUARY 2010

2010 Posture Statement Posture Statement

February 19, 2010

Our Army continues to lead America in the global struggle against violent extremism. Since the 

attacks of September 11th, 2001, America’s Army has engaged in sustained combat against determined 

enemies, provided lifesaving humanitarian assistance to those affected by natural disaster, and 

supported homeland defense and civil authorities in responding to domestic emergencies.

In more than eight years of war, the Soldiers, Civilians, and Families of our Army have paid a heavy 

price – more than one million have deployed to combat, over 3,900 Soldiers have sacrificed their lives 

and over 25,000 have been wounded. Yet our Army remains the “Strength of the Nation” because 

of the courage, commitment and resilience of our people. Each day, 1.1 million Soldiers, 279,500 

Civilians, and their Families proudly serve in nearly 80 countries around the world, and in the past 

year, more than 279,000 men and women chose to enlist or reenlist in the United States Army. 

Three years ago, we put the Army on a path to restore balance – a point where we could meet 

the demands on our force at a tempo that was sustainable for this all-volunteer Army. In 2009, 

we continued to make progress toward this goal. The support the Army received over the past year 

enabled us to sustain our Soldiers and Families, continue to prepare our Soldiers for success in the 

current conflict, reset them effectively when they returned, and continue to transform for an uncertain 

future. We also continue to improve how we acquire equipment, modernize our force, and conduct 

the business of the Army, so that we remain good stewards of our Nation’s resources.

We are not out of the woods yet. We face challenges as we shift our weight from Iraq to Afghanistan, 

continue to refine the Army of the 21st century, execute BRAC-directed moves, continue to modularize 

and reposition units to meet diverse threats, and transform our business practices.

With the continued support of the President, Congress, and our Departmental leadership, this budget 

will allow us to not only restore balance to the Army in 2011, but also sets the conditions for the Army 

of the 21st century.

George W. Casey, Jr.

General, United States Army

Chief of Staff

John M. McHugh

Secretary of the Army

2010 Army Posture Statement Army Posture Statement

TABLE OF CONTENTS

Strategic Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Persistent Conflict 

Global Trends

Character of Conflict in the 21st Century

Roles of Land Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Two Critical Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Restoring Balance: The Army’s Four Imperatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

- Sustain

- Prepare

- Reset

- Transform

Setting Conditions for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

- 21st Century Army

- Realizing Change

Stewardship and Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

America’s Army—The Strength of the Nation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

ADDENDA

A. List of Online Information Papers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

B. Websites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

C. Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

D. FY 11 President’s Budget*

E. Reserve Component Readiness1

*

F. Army Force Generation (ARFORGEN)*

G. Comprehensive Soldier Fitness*

H. Soldier and Family Action Plan*

I. Reset*

J. Modernization*

1

 Required by National Defense Authorization Act of 1994

* Online only

2010 Army Posture Statement Army Posture Statement

2010 Posture Statement Posture Statement
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America’s Army: the strength of the nationTM

Introduction

America’s Army continues to answer the Nation’s 

call, as it has since it was established nearly 235 

years ago. Today our Army is fighting two wars, 

assisting other nations as they build their own 

security capacity, supporting civil authorities at 

home, helping the people of Haiti rebuild after 

a devastating earthquake, and preparing to deter 

and defeat new threats. The Army’s Soldiers, Civilians, and Families faithfully shoulder the load that 

our Nation asks of them. With the support of the 

Congress, we are on track with our four-year plan 

to put the Army back in balance.

Though their sacrifices can never be fully repaid, 

the Nation continues to recognize and honor our 

Soldiers and their Families by supporting them 

before, during, and following deployments. Our 

Soldiers rely upon the best training and equipment 

that our Nation can provide to accomplish their 

mission. Yet even with this continued support, 

the demands of eight years of war weigh heavily on our Army. The strain of multiple deployments is evident on Soldiers and their Families. 

Equipment is used at a pace that seriously challenges our maintenance and replacement capabilities and resources. The stress is present in our institutions as we change 20th-century systems and 

processes to meet the demands of the 21st Century.

Our Nation faces the difficult challenge of balancing when, where, and how to engage in a dynamic 

and uncertain world while meeting important 

priorities at home. However, when the security 

of our citizens or allies is threatened, the Nation 

can depend on America’s Army – the Strength 

of the Nation.

Strategic Context

The United States faces a complex strategic landscape with an array of diverse security challenges. We are fighting wars in Iraq and Afghanistan 

while preparing for future challenges to our national security. For the foreseeable future, violent 

extremist movements such as Al Qaeda and other 

terrorist organizations comprise the most immediate threats. Current global economic conditions, changes in demographics, cultural pressures 

“But more than any other nation, 

the United States of America has underwritten global security for over 

six decades -- a time that, for all its 

problems, has seen walls come down, 

and markets open, and billions lifted 

from poverty, unparalleled scientific 

progress and advancing frontiers of 

human liberty.” 

 ~ President Barack Obama

“But more than any other nation, 

the United States of America has underwritten global security for over 

six decades -- a time that, for all its 

problems, has seen walls come down, 

and markets open, and billions lifted 

from poverty, unparalleled scientific 

progress and advancing frontiers of 

human liberty.” 

 ~ President Barack Obama
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associated with globalization, and competition for 

scarce resources exacerbate the uncertainty and 

volatility of the strategic environment. Within 

this setting, the American Soldier stands as our 

Nation’s most visible and enduring symbol of 

commitment in an era of persistent conflict.

Persistent Conflict

For the near future, persistent conflict – protracted confrontation among state, non-state, and 

individual actors that are increasingly willing 

to use violence to achieve their political 

and ideological ends – will characterize the global 

security environment. Security crises will arise 

unpredictably, vary in intensity and scope, and last 

for uncertain durations. These challenges will 

take place in all domains: land, sea, air, space, 

and cyberspace. Natural disasters and humanitarian emergencies will continue to be frequent 

and unpredictable, requiring the commitment 

of Soldiers and resources. In this dynamic 

environment, the Army will conduct operations 

that span the spectrum of conflict from humanitarian and civil support to counterinsurgency to 

general war, often simultaneously. 

Global Trends

Several global trends will continue to shape the 

international security environment and the conflicts confronting our Nation. Globalization may 

increase prosperity, but it can also spread destabilizing influences. The unequal distribution of 

benefits creates societies with divisions between 

“haves” and “have nots” – divisions that can be 

exploited by extremist ideologies and lead to conflict. Fault lines reflecting protracted competition 

and friction can erupt unpredictably as societies 

struggle to adjust to the move toward modernity 

and greater interdependence. Meanwhile, increasingly available and affordable technology provides 

our adversaries sophisticated tools to enable a networked approach to recruiting the disenfranchised 

and exporting terror.

Shifting demographics and rapid population growth that is increasingly urbanized can 

continue to break down traditional, localized 

norms of governance, behavior, and identity, 

and further strain already stressed governments. 

This is especially true where a lack of economic 

opportunity increases the potential for instability and extremism. Those who are disaffected 

may rebel against perceived Western interference, challenges to traditional values, and ineffective governments. Increased resource demand, in 

particular energy, water, and food, is a consequence 

of growing prosperity and populations. The growing global competition for resources will continue 

to produce friction and increase opportunities 

for conflict. In this environment, climate change 

and natural disasters will compound already difficult conditions in developing countries by igniting humanitarian crises, causing destabilizing 

population migrations, and raising the potential 

for epidemic diseases.

The two trends of greatest concern are the proliferation of weapons of mass destruction (WMD) 

and failed or failing states. A catastrophic attack 

utilizing WMD has the potential to be globally 

destabilizing. Failed or failing states, lacking the 

will or capacity to maintain effective territorial 

control, contribute to regional instability and 

provide ideal environments for terrorist groups to 

plan and export operations. The merging of these 

two trends constitutes a significant and compelling threat. Together, these trends make conflict in 

the decades ahead more likely.

Character of Conflict in 

the 21st Century

Global trends and recent conflicts – such as 

those in Lebanon and Georgia – and our own 

recent combat experience indicate the evolving character of conflict in the 21st Century.

Conflicts will be waged among diverse actors – 

state and non-state – with the latter employing 
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2010 Army Posture Statement

America’s Army: the strength of the nationTM

capabilities that, during the last century, remained 

largely the purview of nation-states. Motives, objectives, and often the identities of these actors 

will be difficult to discern, and are likely to shift as 

some act covertly and others use proxies. The battle 

to gain influence over, and support from, populations will be central to our success. Therefore, conflict will be unavoidably waged among the people.

The initiation, location, duration, and intensity of 

conflicts are increasingly unpredictable. In an interdependent world, conflicts are more susceptible 

to the potential for spillover, creating regionally, 

and potentially globally, destabilizing effects. All of 

this will occur under the unblinking scrutiny of the 

24-hour global media cycle and the internet. Details of conflict as well as misinformation will flow 

equally across social, communications, and cyber 

networks. Our adversaries will exploit these media 

and communication sources locally and globally.

We are more likely to face hybrid threats – 

diverse and dynamic combinations of conventional, 

irregular, terrorist, and criminal capabilities 

employed asymmetrically to counter our advantages. Hybrid threats require hybrid solutions 

– adaptive military forces that can function in 

a variety of situations with a diverse set of national, allied, and indigenous partners. Given the strategic environment, enduring global trends, and 

the character of 21st Century conflict, the Army 

will operate as part of a Joint, interagency, intergovernmental, and multi-national team to fulfill 

its global commitments.

Roles of Land Forces

More than one million of our men and women 

have served in the ongoing campaigns in Iraq 

and Afghanistan. Over 3,900 American Soldiers 

have given their lives, and more than 25,000 

others have been wounded during this longest 

period of sustained conflict ever fought by an 

all-volunteer force. Today, America’s Army has 

over 255,000 Soldiers and more than 18,500 

Army Civilians serving in nearly 80 countries 

around the world – with the remainder stationed within the United States supporting domestic missions, resetting from recent deployments, or preparing for an upcoming deployment.

Our Soldiers are performing magnificently around 

the world every day, and the roles for land forces in 

this environment are becoming increasingly clear.

First, the Army must prevail in protracted counter-insurgency (COIN) operations. Not only 

must we prevail in our current missions in Iraq, 

Afghanistan, and the Philippines, we must be prepared to prevail in any future COIN operation.

Second, the Army must engage to help other nations build capacity and to assure our friends and 

allies. Through security force assistance, we can 

increase the capacity of other nations’ military and 

police to uphold the rule of law, ensure domestic 
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order, and deny sanctuary to terrorists – thereby 

helping avoid future conflicts that might otherwise develop. American Soldiers are currently 

deployed to Central America and the Balkans, 

building the capacity of indigenous security forces. 

Additionally, the Army has established an Army 

Service Component Command for U.S. Africa 

Command to assist partner nations and humanitarian organizations in Africa. 

A third role that the Army fulfills is to provide 

support to civil authorities at home and abroad. 

In the past year alone, American Soldiers have 

fought fires in the west, conducted search and 

rescue operations in the Rockies and Alaska, and 

assisted with tsunami relief in American Samoa, 

in support of civil authorities. The Army has also 

provided a sizeable force to support the relief efforts in Haiti following the catastrophic earthquake that destroyed its capital. Army units from 

both the active and reserve components remain 

prepared to react to a variety of crises as consequence management and response forces. The 

U.S. Army Corps of Engineers is a lead organization in providing DoD support to civil authorities 

for disaster relief at home and engineering support 

to the United States Agency for International Development (USAID) overseas. Abroad, the Army 

has also supported civil authorities in many ways, 

such as sending Agribusiness Development Teams 

from the Army National Guard to Afghanistan.

Finally, the Army must deter and defeat hybrid 

threats and hostile state actors. As an Army, we 

EUROPE

37,300 SOLDIERS

GUANTANAMO

740 SOLDIERS CENTRAL AMERICA

270 SOLDIERS

HOMELAND SECURITY

3,530 SOLDIERS

SOUTH KOREA

17,840 SOLDIERS

PHILIPPINES

230 SOLDIERS

OTHER OPERATIONS 

& EXERCISES

3,140 SOLDIERS

ALASKA

12,685 SOLDIERS

SINAI

675 SOLDIERS

BALKANS

1,450 SOLDIERS

HORN OF AFRICA

1,125 SOLDIERS

AFGHANISTAN

48,150 SOLDIERS

IRAQ

85,250 SOLDIERS

KUWAIT

8,320 SOLDIERS

QATAR

1,145 SOLDIERS

255,000 SOLDIERS DEPLOYED IN NEARLY 80 COUNTRIES OVERSEAS

HAITI

4,980 SOLDIERS
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America’s Army: the strength of the nationTM

recognize that we must remain prepared to meet 

and defeat hostile state actors that threaten our national security. But we recognize that the probability of facing a nation that will challenge America’s 

military head-on is lower than it was during the 

Cold War and other periods in our history. Our 

readiness and capability to confront near-peer 

competitors also deters war by raising the stakes for 

nation-state and hybrid actors who would threaten our security interests. To meet these threats, 

Army units continue to participate in Joint and 

international training exercises around the world, 

ensuring that military skills and cooperative partnerships remain strong. The Army continues to 

position forces in Korea and at various missile defense sites in order to discourage actors who seek 

to disrupt regional stability and security.

Two Critical Challenges

The Army has operated at a demanding pace for 

the last eight years, and while it has met each challenge, the strain has placed the Army out of balance. Demand for Army forces continues to exceed 

the sustainable supply. Against that backdrop, the 

Army continues to meet the wartime requirements 

of our Nation while it addresses the two major 

challenges facing our force – restoring balance

and setting conditions for the future. In 2007, 

we established a four-year plan to restore balance 

to an Army that had experienced the cumulative 

effects of years of conflict. The FY 11 budget supports the final year in that plan. As we continue to 

restore balance to the force, we are also setting the 

conditions for the Army of the 21st Century - an 
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Army that fulfills our strategic role as an integral 

part of our Joint Force. 

Restoring Balance: The Army’s 

Four Imperatives

With the help of Congress, we have made significant progress over the past three years in our plan 

to restore balance – a plan founded on four imperatives. Yet today the Army remains out of balance. We’ve improved our ability to sustain the 

Army’s Soldiers, Families, and Civilians; prepare 

forces for success in the current conflict; reset returning units to rebuild the readiness consumed in 

operations and to prepare for future deployments 

and contingencies; and transform to meet the 

demands of the 21st Century. As a result of this 

progress we now are in a better position to achieve 

balance than we were two years ago. Critical to 

this was the growth in the size of the Army.

The security agreement with Iraq that transferred 

security in urban areas to Iraqis was a momentous and welcomed accomplishment. The hard 

work and sacrifice of our Soldiers with the support of Congress helped make this achievement 

possible and set the conditions for our responsible drawdown of combat forces in Iraq this year. 

Coupled with our growth, the drawdown in Iraq 

allowed for our increased commitment of forces to 

Afghanistan to stem the rising violence, and disrupt, dismantle, and defeat al-Qaeda while reversing the momentum of the Taliban insurgency. 

However, the campaigns in Iraq and Afghanistan 

continue to create demands that have our Army 

operating beyond sustainable capacity. In fact, in 

2009 more Soldiers were deployed in Iraq and 

Afghanistan combined than during the height of 

the Iraq surge.

Presently, and for the short term, we lack sufficient 

strategic flexibility, and we continue to accumulate 

risk. We continue to stress our Soldiers, Families, 

Civilians, equipment, and institutional systems, 

so our efforts to restore balance must not waiver.
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Sustain

Sustaining our all-volunteer force is our first 

imperative. Nowhere is the stress on our force 

more profound than in the toll it takes on our 

people, as is tragically evident in the rising number of suicides and increasing need for counseling 

among our Soldiers and Families. We are aggressively addressing the causes of stress on individuals resulting from the cumulative effects of multiple deployments, and seeking to build resilience 

in Soldiers, Families, and Civilians. The Army is 

committed to ensuring that the quality of life of 

those who serve the Nation is commensurate with 

the quality of their service.

Goals

To sustain the force, the Army continues to pursue 

four major goals. Our first goal is to Recruit and 

Retain quality Soldiers and Civilians dedicated to 

service to the Nation. Next, we are committed to 

furnishing the best Care, Support, and Services 

for Soldiers, Families, and Civilians by improving 

quality of life through meaningful initiatives such 

as the Army Family Action Plan, the Army Family 

Covenant, Army Community Covenants, and the 

Comprehensive Soldier Fitness Program. It is our 

solemn obligation to provide world-class Warrior 

Care and Transition to our wounded, ill, and injured Warriors through properly led and resourced 

Warrior Transition Units. Finally, by Supporting 

the Families of our Fallen Comrades we honor 

their service and sacrifice.

Progress and Accomplishments

★ The Army met 104% of its recruiting goals for 

2009 and achieved both numeric goals and 

quality benchmarks for new recruits. 

★ All components exceeded 105% of their 

reenlistment goals.

★ We reduced off-duty fatalities by 20%, to 

include a 15% reduction in overall privatelyowned-vehicle fatalities and 37% reduction 

in motorcycle fatalities.

★ In collaboration with the National Institute of 

Mental Health, the Army began a seminal 

study into suicide prevention that will inform 

the Army Suicide Prevention Program and 

society’s approach to suicide.

★ We began instituting Comprehensive Soldier 

Fitness – an all-inclusive approach to emotional, social, spiritual, family, and physical fitness – as the foundation to building resiliency 

within the Army.

★ We initiated an unprecedented series of 

construction projects at five major hospitals 

as part of our commitment to modernize 

our healthcare system.

★ The Army established the Warrior Transition Command and reorganized Warrior 

Transition Brigades to provide centralized 

support, rehabilitation, and individualized 

transition planning to our recovering Warriors.
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Prepare

Our Soldiers face determined enemies – so preparing the force for our current conflict is complex 

and time-consuming, but essential for success. 

Our units must have the people, training, and 

equipment they need to prevail. Meanwhile, our 

institutions and systems must adapt to provide 

those critical capabilities in a timely manner and 

in sufficient quantities. 

Goals

To prepare the force, we have four key goals. 

First, we accelerated the pace at which we needed to Grow the Army to our end strength and 

to grow our modular brigades to 73 Brigade 

Combat Teams (BCTs) and nearly 230 Support 

Brigades. Second, the Army is committed to improving individual and collective Training to better prepare Soldiers and leaders for a complex 

and challenging operational environment. Next, 

we continuously work to provide our formations 

with effective Equipment in a timely manner that 

maintains our technological edge and protects our 

★ We expanded Survivor Outreach Services 

to over 26,000 Family members, providing 

unified support and advocacy, and enhancing survivor benefits for the Families of our 

Soldiers who have made the ultimate sacrifice.

★ We implemented the Post 9/11 GI Bill, significantly increasing educational benefits for active 

duty Soldiers, Veterans, and Family members.

★ The Army Reserve established Army Strong 

Community Centers to support geographically-dispersed Soldiers and Families. Together 

with Army National Guard Family Assistance 

Centers and Soldier and Family Assistance 

Centers on active duty installations, these 

centers provide help to Soldiers’ Families 

near their hometowns.

FY 11 Budget Highlights

★ Provides $1.7 billion to standardize and fund 

vital Family programs and services to include 

welfare and recreation; youth services and 

child care; Survivor Outreach Services; and 

expanded education and employment opportunities for Family members.

★ Provides a 1.4% military basic pay raise and 

Civilian pay raise, a 3.9% basic allowance for 

housing increase, and a 3.4% basic allowance for subsistence increase.

★ Warrior Transition Units for our wounded 

Soldiers will continue to receive strong support in FY 11 with $18 million in Military 

Construction funds allocated to resource construction of barracks spaces.

★ Supports the Residential Communities Initiatives program which provides quality, sustainable residential communities for Soldiers and 

their Families living on-post and continues 

to offset out-of-pocket housing expenses for 

those residing off-post.
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delivered the first MRAP All-Terrain Vehicles 

(M-ATVs) to Afghanistan – just 15 months 

after identifying the need for that capability. 

As of the beginning of February, we have provided nearly 800 M-ATVs to Afghanistan.

★ This year, we successfully manned, 

trained, equipped, and deployed 67 

brigade equivalents.

★ The Army exceeded fleet readiness of 90% 

for ground equipment, to include MRAPs, 

and 75% for aviation.

★ We established the Army Training Network 

(ATN) - a 21st Century approach to Army 

training. This revolution in training knowledge 

access is now providing a one-stop portal to 

share training best practices, solutions, and 

products across the Army.

★ The Army increased its employment of biometric technologies enabling the Army to better identify the enemy among the populace.

FY 11 Budget Highlights

★ Funds permanent, active component end 

strength at 547,400; Army Reserve at 

205,000; and National Guard at 358,200 

in the base budget and supports a 22,000 

temporary increase in the active component 

through the Overseas Contingency Operations (OCO) request.

★ Procures and upgrades the Army’s UH-60 

Black Hawk, CH-47 Chinook, and AH-64 

Apache helicopters, which are vital to operations in Afghanistan and Iraq.

★ Provides over $1 billion for flight crew 

training in all components to fund flying 

hours, maintenance, fuel, airfield operations, 

and specialized skill training.

most critical resource – the Soldier. Finally, we 

must transform the Army to a rotational model – 

Army Force Generation (ARFORGEN) – the core 

process for generating trained, ready, and cohesive 

units on a sustained and rotational basis – to meet 

current and future strategic demands 

Progress and Accomplishments

★ We began the phase-out of stop-loss, starting with the Army Reserve in August 2009 and 

the Army National Guard in September 2009, 

and followed by the Active Army in January 

2010. Today, no mobilizing or deploying units 

have stop-loss Soldiers in their ranks.

★ The force achieved its Grow the Army 

end strength goal of 1.1 million in 2009. The 

active component continues to grow toward 

its additional authorized Temporary End 

Strength in order to improve unit manning 

within the already existing Army structure as 

we eliminate stop-loss.

★ Fifteen-month tours effectively ended in 

November 2009, when the last Soldiers on 

those extended deployments returned.

★ We completed fielding nearly 12,000 Mine 

Resistant Ambush Protected (MRAP) 

vehicles in Iraq and Afghanistan and 
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Reset

With the pace of continuous combat operations in 

two wars for the past eight years, we are consuming our readiness as fast as we can build it. Reset 

restores returning units – their Soldiers, Families, 

and equipment - to a level of readiness necessary 

for future missions. 

Goals

Our Reset plans include four goals. Our efforts 

to Revitalize Soldiers and Families seek to reestablish and strengthen relationships following deployments. The Army’s comprehensive efforts to 

Repair, Replace, and Recapitalize Equipment affected by the harsh environments of the war are 

essential to resetting units. In particular, achieving responsible drawdown in Iraq while increasing our commitment of forces and equipment to 

Afghanistan will require an unprecedented reset 

effort. The Army must Retrain Soldiers, Leaders, 

and Units to build critical skills necessary to operate across the spectrum of conflict in the current security environment. Lastly, we are identifying and 

applying the lessons learned from the Reset Pilot 

Program that was designed to improve the efficiency 

and effectiveness of the Reset process. Army Reset 

is a necessary process that must continue not only 

as long as we have forces deployed, but an additional two to three years after major deployments end.

Progress and Accomplishments

★ The Army completed the reset of 29 brigades’ 

worth of equipment in FY 09 and continued the reset of 13 more. In total, we have 

reset more than 98,000 pieces of equipment as depot production has doubled since 

September 11, 2001.

★ We began executing a responsible drawdown in Iraq which will redistribute, transfer, 

or dispose of 3.4 million pieces of equipment; 

redeploy 143,000 military and Civilian personnel, and 147,000 contractors; close 22 supply 

support activities; and consume or dispose of 

over 21,000 short tons of supplies.

★ In 2009, more than 160,000 Soldiers 

and Family members participated in over 

2,600 Strong Bonds events designed to 

strengthen Army Families.

★ The Army continues to revise its approach 

to training by emphasizing doing fewer tasks 

better, making judicious use of field time, and 

maximizing the use of mobile training teams 

and distributed learning.

★ We completed our Reset Pilot Program and 

will begin instituting the full Reset model 

across the Army in 2010.

★ The Army fostered partnerships by executing more than $24 billion in new 

foreign military sales.

FY 11 Budget Highlights

★ Provides $10.8 billion to reset Army equipment through the Overseas Contingency 

Operations (OCO) request.

★ Supports training and sustainment of Army 

forces to include individual skills and leader 

training; combined arms training toward full 

spectrum operations; and adaptable, phased 

training based on the ARFORGEN process.

Transform

Since 2004, the Army has been transforming 

our force to provide the combatant commanders tailored, strategically responsive forces that 

can dominate across the spectrum of conflict. 

Transformation is a continuous process that sets 

the conditions for success against both near-term 

and future enemies.
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Goals

Our goals for transformation include continued 

Modular Reorganization to standardize our formations to create a more deployable, adaptable, 

and versatile force. We will accelerate fielding of 

Advanced Technologies to ensure our Soldiers 

retain their technological edge. The Army will 

Operationalize the Reserve Components by systematically building and sustaining readiness 

while increasing predictability for these Soldiers, 

Families, employers, and communities. 

Completing the requirements of the Base 

Realignment and Closure (BRAC) statutes 

is central to Restationing Forces. Soldier and 

Leader Development will ensure that we produce the next generation of agile and adaptive 

military and Civilian leaders who are supremely 

competent in their core proficiencies and sufficiently broad enough to operate effectively in 

the Joint, interagency, intergovernmental, and 

multi-national environments.

Progress and Accomplishments

★ The Army is 88% complete on the modular conversion of its brigades. The FY 11 budget will 

support the near completion of this process.

★ The Army consolidated existing aviation 

force structure to create a 12th active 

component combat aviation brigade (CAB) 

forming an additional deployable CAB without adding force structure.

★ The Army activated the 162nd Infantry 

Brigade at Ft. Polk, Louisiana, providing a 

dedicated and enduring capability to prepare 

combat advisors to train and build capacity 

in foreign security forces. Trainers from the 

brigade are now deployed to Afghanistan to 

assist with the training and development of 

the Afghan Security Forces.

★ The Army developed a new incremental 

capability package approach to modernization which will allow technologically mature, 

Soldier-tested, proven technologies to be 

prioritized, bundled in time, and fielded to the 

force more quickly than ever before.

★ We provided combatant commanders with 

dedicated, regionally based network operations support, and integrated cyber security capability in the form of Theater Network 

Operations and Security Centers, unique 

within the Department of Defense.

★ This past year, the Army closed three 

active installations and five U.S. Army Reserve 

Centers and is on course to complete BRAC 

in FY 11. To date, we have awarded 265 

major military construction projects, of which 

59 are complete. 

★ The Army built a Leader Development 

Strategy that balances experience, greater 

opportunities for professional education, and 

training in full spectrum operations.

FY 11 Budget Highlights

★ Invests nearly $3.2 billion in BCT modernization programs that include procurement of the 

first incremental changes packages for Infantry 

BCTs and additional research, development, 

testing, and evaluation funding for subsequent 
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spectrum of conflict. Our modular heavy, Stryker, 

and light brigades provide a versatile mix of forces 

that can be combined to provide multi-purpose 

capabilities, and sufficient capacity to accomplish 

a broad range of tasks from peacetime engagement 

to major combat operations.

Our modular units are designed to be 

tailorable. Brigades now have capabilities previously found at division level and higher. These brigades can be tailored for specific missions and combined with support units and key enablers such as 

ISR, communications, civil affairs, psychological 

operations, public affairs capabilities, and expanded logistics support, to accomplish a wide variety 

of missions and increase the land options available 

to combatant commanders.

The network is essential to a 21st Century Army. 

Networked organizations improve the situational awareness and understanding leaders need to 

act decisively at all points along the spectrum of 

conflict, while providing connectivity down to the 

individual Soldier. The network allows dispersed 

Army organizations to plan and operate together, 

and provides connectivity to Joint, combined, 

and interagency assets. To support this objective, 

the Army will use the Global Network Enterprise 

Construct (GNEC) as our strategy to transform 

LandWarNet to a centralized, more secure, operationalized, and sustainable network capable of 

supporting an expeditionary Army.

To provide a sustained flow of trained and ready 

forces at a tempo sustainable for our all-volunteer 

force, we will put the whole Army under a rotational model – ARFORGEN.

The ARFORGEN process includes three force 

pools—Reset, Train-Ready, and Available. Each 

of the three force pools contains a versatile force 

package, available at varying time intervals based 

on its readiness level. Each force pool consists of 

an operational headquarters (a corps), five division 

headquarters (of which one or two are National 

Guard), twenty brigade combat teams (three or 

four are National Guard), and 90,000 enablers 

change packages as well as initial development of the Ground Combat Vehicle (GCV).

★ Provides funds to begin equipping a 13th 

Combat Aviation Brigade.

★ Supports the increase in ISR platforms to 

include the Raven, Shadow, and Extended 

Range/Multi-Purpose unmanned aerial vehicles (UAVs) and the Extended Medium Altitude 

Reconnaissance and Surveillance System.

Setting Conditions for the Future

21st Century Army

The second critical challenge facing the Army is 

setting the conditions for the future through a 

continuous process of transformation. We must 

ensure that our Nation has the capability and 

range of military options to meet the evolving 

challenges we face in the 21st Century. 

Versatility is the central organizing principle of a 

balanced Army. It enables our forces and institutions to effectively execute operations across the 

We need an Army that is a versatile mix of tailorable and networked 

organizations, operating on a 

rotational cycle, to provide a 

sustained flow of trained and ready 

forces for full spectrum operations 

and to hedge against unexpected 

contingencies – at a tempo that 

is predictable and sustainable for 

our all-volunteer force. 

We need an Army that is a versatile mix of tailorable and networked 

organizations, operating on a 

rotational cycle, to provide a 

sustained flow of trained and ready 

forces for full spectrum operations 

and to hedge against unexpected 

contingencies – at a tempo that 

is predictable and sustainable for 

our all-volunteer force. 
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(about half of those are Guard and Reserve). Each 

will be capable of full spectrum operations once 

we reach a steady-state, ratio of time deployed 

(known as “boots on the ground” or BOG) to 

time at home (dwell) of 1:2 (BOG:dwell) for 

active component forces and 1:4 for reserve component forces. This versatile mix of land forces 

could sustain operations in Iraq and Afghanistan. 

At lower demand levels, a sustainable BOG:dwell 

ratio of 1:3 for active component forces and 1:5 

for reserve component forces provides ready, global reaction forces and regionally-oriented forces 

for engagement in support of Theater Security 

Cooperation Programs. This process also allows 

strategic flexibility to surge in response to unexpected contingencies across the spectrum of conflict, and provides operational depth with more 

forces available for longer commitment times.

The increased demands of our combatant commanders, coupled with the size of our active component (AC) force, require that we continue to 

integrate reserve component (RC) forces as part 

of our operational force. Continued and routine 

access to our RC forces is essential to sustaining 

current operations, and is improving the overall 

operational experience and quality of our RC forces. Additionally, sufficient Army National Guard 

(ARNG) forces must be ready and immediately 

available to their state and territorial authorities 

to respond to domestic crises. We are building an 

integrated Army in which our RC forces are included in the rotational cycle, but at a deployment 

rate of about half that of their AC counterparts.

The ARFORGEN process increases predictability 

for Soldiers, Families, employers, and communities, and enables our RC to remain an integral 

element of the operational force while providing 

the Nation with the strategic depth (i.e. those 

non-deployed units which are two to three years 

from commitment) and operational flexibility 

to meet unexpected contingencies.

The Army has undergone significant changes in 

recent years, and we must continue to change in 

order to keep pace with an environment of uncertainty and complexity in this era of persistent 

conflict. The same requirements that drive the imperative to change also drive our modernization 

efforts and need for institutional adaptation.

Realizing Change

To become the Army the Nation needs in 

the second decade of the 21st Century, we are 

transforming the Army and prioritizing programs 

and efforts that show the most promise for today 

and tomorrow. Similarly, we are transforming 

business processes across the Army, including 

how we identify requirements, acquire, and provide materiel capabilities to our Soldiers, and how 

we adapt our institutions to align with the 

ARFORGEN process.

On April 6, 2009, Secretary Gates announced 

his adjustments to the defense program as part 

of the President’s budget proposal for Fiscal Year 

2010. The Secretary’s decisions had an immediate and major impact on our FCS-centric Army 

modernization effort. He terminated the Manned 

Ground Vehicle (MGV) portion of FCS, directing that we “reevaluate the requirements, technology, and approach – and then re-launch the 

Army’s vehicle modernization program....” He 

further directed the Army to “accelerate the initial increment of the program to spin out technology enhancements to all combat brigades,” and 

retain and deliver software and network development program in increments, and incorporate 

MRAP into our force structure. Secretary Gates’ 

intent for these bold adjustments was clear – to 

better reflect the lessons that we were learning 

from ongoing operations and better posture Army 

forces for a broader range of future challenges.

To fully implement the Secretary of Defense’s 

direction, the Army has developed a comprehensive plan. We refer to this new program 
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as the Army’s “Brigade Combat Team 

Modernization Plan,” which is a subset of our 

overall Army Modernization Strategy.

BCT Modernization

We will leverage the lessons learned from the last 

eight years to provide effective and affordable 

equipment now, while reducing the time it takes 

to develop and field new and updated materiel 

solutions. BCT Modernization includes four elements: modernizing the network over time to 

take advantage of technology upgrades, while simultaneously expanding it to cover ever increasing portions of the force; incorporating MRAPs 

into our force; rapidly developing and fielding 

a new Ground Combat Vehicle that meets the 

requirements of the 21st Century Army; and 

incrementally fielding Capability Packages that 

best meet the needs of Soldiers and units as they 

train and then deploy.

Army Network

Central to the Army’s modernization efforts is 

an enhanced and interoperable communication 

network that gives the Army a decisive advantage 

across the spectrum of conflict. The network supports leaders in making timely, informed decisions, and supports organizational agility, lethality, 

and sustainability. It allows our Soldiers to know 

where the enemy is, where other friendly forces 

and civilian populations are, and what weapon 

systems are available for them at any given time. 

The network links Soldiers on the battlefield with 

space-based and aerial sensors, robots, and command posts – providing unprecedented situational 

awareness and control and enabling the application 

of precise lethal fires on the modern battlefield.

Maintaining our technological advantage is a 

constant challenge. The Army’s battle command 

network must be continuously upgraded to 
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ensure security and provide improved capability, 

capacity, connectivity and operational effectiveness. The Warfighter Information Network (Tactical) (WIN-T) is designed to extend the network ultimately to the company level for BCTs 

and provide real-time information, such as high 

definition imagery, from surveillance sources. 

The Joint Tactical Radio System (JTRS) was born 

Joint with the specific requirement to resolve radio 

interoperability among the services. It will provide 

Soldiers at the tactical level with connectivity at 

extended ranges, including voice, data, and video, 

enabling them to move information from platoon 

to higher-level command posts in complex terrain 

(including urban and mountainous areas).

MRAP Strategy

In response to deadly IEDs in Iraq and 

Afghanistan, the Nation made a tremendous investment in fielding MRAPs that have saved lives 

by providing significantly improved protection 

for our Soldiers. The Army is incorporating these 

vehicles throughout its unit formations. Additionally, we used the basic design of the MRAP 

as the foundation for the M-ATV, modifying it 

for the mountainous terrain found in Afghanistan 

and other regions around the world. The MRAP 

family of vehicles provides the versatility our forces need to rapidly move around the battlefield, 

particularly in an IED environment, with the best 

protection we can provide.

Ground Combat Vehicle

Combining the lessons learned from the survivability of the MRAP, the tactical mobility of the 

Bradley Fighting Vehicle, and the operational 

mobility of the Stryker, the Army is developing 

a Ground Combat Vehicle (GCV) that possesses 

all of these qualities. Providing Soldiers protected 

mobility is our top design criteria. The first combat 

vehicle designed from the ground up to operate 

in an IED environment, the GCV will have enhanced mobility that will allow it to operate effectively in both urban and off-road environments. It 

will be designed to host the Army’s network. And 

perhaps most importantly, it will have the capacity 

available to accept future upgrades incrementally 

as technologies mature and threats change.

The GCV will be versatile enough to support our 

expeditionary requirements and be capable of carrying an infantry squad. It will combine sustainability features that match the availability rates of 

the Stryker while consuming less fuel than current 

vehicles of similar weight and power. The pace of 

change and the operational environment demand 
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an expedited acquisition timeline, so the Army is 

pursuing a GCV program timeline that provides 

the first production vehicles in seven years.

Capability Packages

Capability packages provide the Army a regular, 

timely process to enable our deployable units with 

the latest materiel and non-materiel solutions 

based on the evolving challenges of the operating 

environment. The best available capabilities will 

go to the Soldiers who need them most, based on 

the threats they are likely to face. These bundles 

of capabilities will include materiel, doctrine, organization, and training to fill the highest priority 

requirements and mitigate risk for Soldiers. This 

incremental packaging approach will enable leaders to make timely, resource-informed decisions, 

and will help ensure that we provide the best 

available technologies to fulfill urgent needs to 

Soldiers in the fight – all driven by the cyclic readiness produced by ARFORGEN. These capability 

packages will upgrade our units as they prepare to 

deploy by providing them improved capabilities 

such as precision fires and advanced Intelligence, 

Surveillance and Reconnaissance (ISR).

The Army Modernization Strategy

The Army’s Brigade Combat Team Modernization Plan is a key element of our overall Army 

Modernization Strategy. The Army Modernization Strategy reflects our overarching vision of 

how we will achieve our ends, which is to:

Develop and field an affordable and interoperable 

mix of the best equipment available to allow Soldiers 

and units to succeed in both today’s and tomorrow’s 

full spectrum military operations.

The Army Modernization Strategy relies on three 

interrelated lines of effort:

1) Develop and field new capabilities to meet 

identified capability “gaps” through traditional 

or rapid acquisition processes. In support of this 

Line of Effort in FY 11 we have requested $934 

million to develop the Army’s new Ground Combat Vehicle (GCV), which will overcome critical 

capability gaps in both current and future operations. It is envisioned to have the tactical mobility 

of a Bradley, the operational mobility of a Stryker, 

and the protection of an MRAP. We are also requesting $459 million to procure the Extended 

Range Multi-Purpose Unmanned Aerial Vehicle. 

This extraordinarily capable platform, which is 

already making a difference in Operation Enduring Freedom, gives commanders longer dwell 

ISR capabilities across a joint area of operations. 

2) Continuously modernize equipment to meet 

current and future capability needs through 

upgrade, replacement, recapitalization, refurbishment, and technology insertions. Army efforts in this Line of Effort include our request for 

$887 million for the procurement of 16 Block III 

AH-64 Apache Helicopters, as well as the upgrade 

of 13 AH-64 Helicopters to Block II. Block III 

Apache is part of a long-term effort to improve 

situational awareness, performance, reliability, 

and sustainment of the Apache. Block II upgrades 

continue our commitment to modernize the Army 

National Guard Aviation Fleet. Additionally, in 

this line of effort, we have requested $505 million 

to upgrade Shadow RQ-7 UAVs. This key upgrade 

will increase the payload capacity and enhance the 

performance of this key ISR asset for our BCT 

Commanders.

3) Meet continuously evolving force requirements in the current operational environment 

by fielding and distributing capabilities in accordance with the Army Resource Priorities List 

(ARPL) and Army Force Generation (ARFORGEN) Model. Meeting the constantly evolving 

needs of theater commanders and the demands 

of persistent conflict will require unprecedented 

agility in our equipping and modernization programs. One example of this agility can be found 

in our Kiowa Warrior fleet. We are currently 

maneuvering our fleet of OH-58D Kiowa Warrior 
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Light Helicopters to meet Army and combatant 

command (COCOM) requirements based on the 

ARFORGEN model. As Air Cavalry Squadrons 

return from conflict, their OH-58D helicopters 

are placed into Reset. Units in Reset have very few 

aircraft, if any. Because the Kiowa Warrior fleet 

is short 35 aircraft overall, when the squadrons 

transition into the Train/Ready Phase of ARFORGEN, they are provided a number of helicopters 

sufficient to conduct training (25), but less than 

what they are fully authorized (30). When the 

units move into the Available phase, they are provided their full complement of aircraft. It is this 

agility that has allowed Army forces to meet the 

needs of theater commanders for over eight years 

of sustained combat.

What do we need? Congress has been very supportive of Army Modernization needs in the past. 

Their tremendous support has ensured that the 

Army Soldier is the best equipped and most respected combatant in the world. In order to execute Army Modernization and ensure the continued success of Soldiers and units, we depend 

on a variety of resources, not the least of which is 

predictable funding. For FY 11, we have requested 

$31.7 billion for procurement and Research, Development, Test, and Evaluation (RDT&E) efforts.

Adapting the Institution and

Transforming Business Practices

In addition to modernizing our operating force, 

we are transforming our institutional Army. As 

required by Section 904 of the 2008 National 

Defense Authorization Act (NDAA), the appointment of the Under Secretary of the Army as the 

Army’s Chief Management Officer (CMO) has 

allowed the Army to develop a series of initiatives to adapt the institutional Army and transform our business practices. In accordance with 

Section 908 of the 2009 NDAA, these efforts 

will result in the development and implementation of a comprehensive program that establishes a 

series of measurable performance goals and objectives. Specifically, the comprehensive program will 

address the following:

★ Developing and implementing a business 

transformation plan focused on running the 

Army as effectively and efficiently as possible.

★ Continuing the Army’s business process reengineering activities, led by OSD’s Business 

Transformation Agency.

★ Developing an integrated business systems architecture that emphasizes transparency and 

seamless access to data, and provides timely 

and accurate information to decision makers.

★ Preparing Army leaders to take a greater 

role in inculcating the Army with a costconscious culture.

While the Army transformed its operating force 

– building versatile, agile units capable of adapting to changing environments – the institutional 

Army continued to use processes and procedures 

that were designed to support a pre-9/11 Army 

based on tiered levels of readiness. To support this 

new operating force, the Army must have an updated institutional Army – our generating force.

Once the mission is defined, our institutions must 

seamlessly and continuously adapt – tailoring force 

packages and quickly adjusting training, manning, 

and equipping – to ensure units have all of the 

physical and mental tools necessary to succeed.

Institutional agility allows us to adapt to the realities that present themselves. To that end, the CMO 

and Office of Business Transformation will build 

upon progress that has already been made toward 

the Army’s institutional adaptation, specifically:
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★ Improvement of the ARFORGEN process – 

aligning the generating force and its processes to better support Soldiers, Families, and 

units within the operating force.

★ Adoption of an Enterprise Approach – 

developing civilian and military leaders who 

take a collaborative, holistic view of Army 

objectives and resources to make better 

decisions for the Army.

★ Reformation of the requirements and resource 

processes – delivering timely and necessary 

capabilities at best value.

This transformational approach will overlay everything that the institutional Army does, with the 

unwavering goal of effectively and efficiently providing trained and ready forces to meet combatant 

commander requirements.

Stewardship and Innovation

The Army remains devoted to the best possible 

stewardship of the resources it is provided by 

the American people through Congress. The establishment of the CMO and initiatives related 

to the transformation of Army business 

practices represent the Army’s effort to act as a 

responsible steward. Several other initiatives serve 

to conserve resources and to reduce waste and inefficiencies wherever possible.

The Army achieved full operating capability of the 

new Army Contracting Command, Expeditionary 

Contracting Command, and Mission and Installation Contracting Command in 2009. These organizations are dedicated to ensuring professional, 

ethical, efficient, and responsive contracting.

Civilians are assuming increased responsibilities 

within the Army. The Army is recouping intellectual capital by in-sourcing former contracted 

positions that were associated with inherently 

governmental functions. In FY 09, the Army 

saved significant resources by in-sourcing more 

than 900 core governmental functions to Army 

Civilians. We plan to in-source 7,162 positions in 

FY 10, and are programmed to in-source 11,084 

positions during FY 2011-2015, of which 3,988 

are acquisition positions. These positions were 

identified in the Army’s on-going contractor 

inventory review process. 

In the Employer Partnership program, the Army 

Reserve works with public agencies and private 

employers to leverage their shared interests in 

recruiting, training, and credentialing highly skilled Citizen-Soldiers. The Army Reserve 

has signed more than 800 partnership agreements with corporations, state agencies, and 

local police departments.

Energy security is a key component of Army installations, weapons systems, and operations. 

The Army has developed a comprehensive energy 

security strategy, and is acting now to implement 

initiatives to make us less dependent on foreign 

sources of fuel and better stewards of our nation’s energy resources. In support of these goals, 

we fielded the largest hybrid vehicle fleet within 

the Department of Defense. Energy will continue 

to be a key consideration in all Army activities 

in order to reduce demand, increase efficiency, 

seek alternative sources, and create a culture of 

energy accountability, while sustaining or enhancing operational capabilities.

The Army is committed to environmental stewardship. Through cooperative partner agreements 

and the Army Compatible Use Buffer Program, 

the Army protected more than 28,000 acres of 

land at 14 locations in FY 09. Through creative 

solutions, the Army continues to conduct realistic training on its installations while protecting 

threatened and endangered species on Army lands.
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America’s Army - 

The Strength of the Nation

The professionalism, dedicated service, and sacrifice of our all-volunteer force are hallmarks of the 

Army – the Strength of our Nation.

Our Soldiers and their Families quietly bear the 

burdens of a Nation at war. Our Civilians stand 

with them, dedicated to the Nation and the Army 

that serves it. Despite the toll that eight years of 

combat has taken, these great Americans continue 

to step forward to answer our Nation’s call. In an 

environment in which we must make hard choices, they deserve the very best we can offer, commensurate with their dedication and sacrifice.

To continue to fulfill our vital role for the Nation, 

the Army must sustain its efforts to restore balance and set conditions for the future. We have 

made significant progress this year, but challenges 

remain. The continued support of Congress will 

ensure that the Army remains manned, trained, 

and equipped to protect our national security interests at home and abroad, now and in the future. 

America’s Army – the Strength of the Nation.
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ADDENDUM A - Information Papers

360 Degree Logistics Readiness

Accelerate Army Growth

Active Component Reserve Component (ACRC) 

Rebalance

Aerial Delivery

Africa Command

Antiterrorism Program (AT)

Armed Forces Recreation Centers

Army Asymmetric Warfare Office (AAWO)

Army Campaign Plan for Health Promotion, Risk 

Reduction and Suicide Prevention

Army Capstone Concept

Army Career and Alumni Program (ACAP)

Army Center of Excellence for the Professional 

Military Ethic

Army Community Covenant

Army Community Services (ACS) Family Readiness 

Programs

Army Community Services (ACS) Family Support 

Programs

Army Continuing Education System (ACES)

Army Corrections Systems

Army Culture and Foreign Language Strategy

Army Energy Enterprise

Army Environmental Programs

Army Equipping Strategy

Army Evaluation Task Force (AETF)

Army Family Action Plan (AFAP)

Army Family Covenant

Army Family Housing

ARFORGEN Synchronization Tool (AST)

Army Fuel and Energy

Army Gaming

Army Geospatial Enterprise (AGE)

Army Knowledge Online (AKO)

Army Leader Development Strategy (ALDS)

Army Net-Centric Data Strategy (ANCDS)

Army Onesource (AOS)

Army Power Projection Program (AP3)

Army Reserve Employer Relations (ARER) 

Program

Army Reserve Voluntary Education Services

Army Reserve Voluntary Selective Continuation of 

Mobilized Officers

Army Spouse Employment Partnership (ASEP) 

Program

Army Strong

Army Strong Community Centers

Army Training Concept (ATC)

Army Training Network (ATN)

Army Values
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ARNG Personnel Blast and Contaminant Tracker

ARNG Post Deployment Health Reassessment 

(PDHRA)

ARNG Recruit Sustainment Program

ARNG Rotary Wing and Unmanned Aircraft

ARNG Strong Bonds

ARNG Western Army Aviation Training Site 

(WAATS) 

Asymmetric Warfare Group

Base Realignment and Closure (BRAC) Program

Basic Officer Leadership Course Revision

Behavioral Health

Better Opportunity for Single Soldiers (BOSS)

Biometrics

Broad Career Groups

Building Partnership Capacity Through Security 

Cooperation

Capabilities Development for Rapid Transition 

(CDRT)

Career Intern Fellows Program

CBRNE Consequence Management Response 

Force (CCMRF)

Central Issue Facility Supported RFI

Chemical Demilitarization Program

Child,Youth & School (CYS) Services

Army Volunteer Program

Army Wounded Warrior Program (AW2)

ARNG Active First Program

ARNG Agribusiness Development Team

ARNG Combat Aviation Brigade

ARNG Community Based Warrior Transition Units 

(WTUs)

ARNG Conservation Initiatives

ARNG Decade of Health

ARNG Domestic All Hazard Response Team

ARNG Education Support Center

ARNG Electronic Data Warehouse

ARNG Employer Support to Guard and Reserve

ARNG Environmental Program

ARNG Exportable Combat Training Capability 

(XCTC)

ARNG Fielding of Lakota LUH

ARNG General Educational Development Plus 

Program

ARNG Muscatatuck Army Urban Training Center 

ARNG Operational Mentorship and Liaison Teams 

(OMLTs)

ARNG Operational Support Airlift Agency

ARNG Patriot Academy

ARNG Periodic Health Assessment (PHA)

ADDENDUM A - Information Papers
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Child and Youth School Support (CYSS) Services 

Child Care Program

Civil Works

Civilian Corps Creed

Civilian Education System (CES)

Civilian Functional Training

Combat Casualty Care

Combat Training Center (CTC) Program 

Combating Weapons of Mass Destruction (WMD)

Common Logistics Operating Environment (CLOE)

Concept Development and Experimentation

Condition-Based Maintenance Plus (CBM+)

Construction and Demolition Recycling Program 

Continuum of Service

Cost Management

Cyber Operations

Cyberspace Task Force (ODC)

Defense Integrated Military Human Resources 

System (DIMHRS) transition to an Integrated 

Personnel and Pay System-Army

Defense Support To Civil Authorities (DSCA)

Defense Support to Civil Authorities Defense 

Coordinating Officer

Deployment Cycle Support

Depot Maintenance Initiatives

Distributed Common Ground System-Army 

(DCGS-A)

Diversity

Document and Media Exploitation (DOMEX)

Enhanced Use Leasing

Enlistment Incentives

Enlistment Incentives Program Enhancements

Equal Opportunity (EO)

Equipment Reset

Enterprise Equipping and Reuse Conference

Equipping the Reserve Component

Exceptional Family Member Program (EFMP) 

Respite Care

Expanding Intellingence Training

Expeditionary Capabilities

Expeditionary Contracting

Family Advocacy Program (FAP)

Foreign Military Sales

Forensics

FORSCOM Mission Support Elements (MSE)

Freedom Team Salute

Future Force Integration Directorate

General Fund Enterprise Business System

Global Posture

ADDENDUM A - Information Papers
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Military Construction (MILCON) Program

Military Construction (MILCON) Transformation

Military Family Life Consultants (MFLCs) 

Military Intelligence Rebalancing

Mine-Resistant Ambush-Protected Vehicles (MRAP)

Modular Force Conversion

Morale Welfare and Recreation (MWR)

Multinational Exercises

National Security Personnel System (NSPS)

NCO Education System (NCOES)

Network Enterprise Centers and Army Processing 

Centers

Officer Education System (OES)

Officer Retention

Pandemic Influenza Preparation

Persistent Air and Ground Surveillance to Counter 

IED

Persistent Conflict

Physical Disability Evaluation System (PDES)

Post Deployment Health Reassessment (PDHRA)

Privatization of Army Lodging (PAL)

Property Accountability

Rapid Equipping Force (REF)

Real-Estate Disposal

Global Network Enterprise Construct (GNEC)

Helicopter, Black Hawk Utility

Helicopter, Chinook Heavy Lift

Helicopter, Lakota

Helicopter, Longbow Apache

Human Dimension: The Concept and 

Capabilities Development

Human Terrain System (HTS)

Growing Army Human Intelligence (HUMINT) 

Capabilities

Initial Military Training (IMT)

Institute for NCO Professional Development

Interpreter/Translator Program

Irregular Warfare Capabilities

Joint Tactical Radio System (JTRS)

Joint Training Counter-IED Operations Integration 

Center (JTCOIC)

LANDWARNET and the Global Information Grid

Lean Six Sigma: Continuous Process Improvement 

Initiative 

Manpower Personnel Integration Program 

(MANPRINT)

March 2 Success

Master Resilience Trainer Course

Medical and Dental Readiness

ADDENDUM A - Information Papers
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Regional Hub Nodes

Rehabilitative Medicine

Residential Communities Initiative (RCI)

Rest and Recuperation (R&R) Leave Program

Restoring War Reserves

Restructuring Army Aviation

Retention Program

Retiree Pre-Tax Healthcare

Retirement Services

Retrograde

Robotics

Safety Center Online Tools and Initiatives

Safety Training

Science and Technology

Sexual Harassment Assault Response and 

Prevention Program

Single Army Logistics Enterprise (SALE)

Soldier and Family Assistance Centers (SFAC) and 

Warrior in Transition Units (WTU)

Soldiers Creed

Strong Bonds

Survivor Outreach Services (SOS)

Sustainability

Sustainable Range Program (SRP)

Transferability of GI Bill Benefits to Spouses

Transition of the Reserve Components to an 

Operational Force

Traumatic Brain Injury (TBI)

Unaccompanied Personnel Housing (UPH)

Unmanned Aircraft, Raven Small System

Unmanned Aircraft, Shadow System

Unmanned Aircraft, Sky Warrior System

Utilities Privatization

Warfighter Information Network - Tactical (WIN-T)

Warrior Ethos

Warrior in Transition

Warfighters’ Forums (WfF)

Warrior Transition Command (WTC)

Western Hemisphere Institute for Security 

Cooperation (WHINSEC)

Wiki Doctrine

Youth Programs

ADDENDUM A - Information Papers
25

2010 Army Posture Statement

America’s Army: the strength of the nationTM

Assistant Secretary of the Army 

(Installations & Environment):

http://www.asaie.army.mil/

The Army Staff

Personnel: G-1

http://www.armyg1.army.mil/

Intelligence: G-2

http://www.dami.army.pentagon.mil/

Operations, Plans, and Policy: G-3/5/7 

(Requires CAC or AKO login)

https://www.g357extranet.army.pentagon.mil

Logistics: G-4

http://www.hqda.army.mil/logweb/

Information: CIO / G06

http://www.army.mil/ciog6/

Programs: G-8

This site provides information on material integration and management. 

https://www.g8.army.mil/

Installation Management 

This site provides information about a variety of 

services and programs related to installation support 

to Soldiers, their Families, and Army Civilians.

http://www.acsim.army.mil/

Army Commands (ACOMs)

Army Forces Command (FORSCOM)

http://www.forscom.army.mil/

Army Materiel Command (AMC)

http://www.amc.army.mil/

Headquarters, Department of the Army 

and other Commands

This site has links for information regarding the 

Headquarters of the Department of the Army 

(HQDA), Army Command Structure, Army Service Component Commands (ASCC), and Direct 

Reporting Units (DRU).

http://www.army.mil/institution/organization/

The Army Webpage

This site is the most visited military website in the 

world, averaging about seven million visitors per 

month or approximately 250 hits per second. It 

provides news, features, imagery, and references.

http://www.army.mil/ 

The Army Modernization Strategy

To be published

The Army Posture Statement

This site provides access to archived 

Army Posture Statements from 1997 to 2009. 

http://www.army.mil/aps

The Army Secretariat

Assistant Secretary of the Army 

(Manpower & Reserve Affairs):

http://www.asamra.army.mil/

Assistant Secretary of the Army 

(Civil Works):

http://www.hqda.army.mil/asacw/

Assistant Secretary of the (Army 

Acquisition, Logistics & Technology):

https://www.alt.army.mil/

Assistant Secretary of the Army 

(Financial Management & Comptroller):

http://www.asafm.army.mil/

ADDENDUM B - Websites
26

Loyalty | Duty | Respect | Selfless Service | Honor | Integrity | Personal Courage 

2010 Army Posture Statement Army Posture Statement

Army Training and Doctrine Command 

(TRADOC)

http://www.tradoc.army.mil/

Reserve Components

Army Reserve

http://www.armyreserve.army.mil

Army National Guard

http:www.arng.army.mil

Other informative websites

Army Wounded Warrior Program

This site provides information on the Army’s 

Wounded Warrior Program which provides support 

to severely wounded Soldiers and their Families.

https://www.aw2.army.mil

Army One Source

This site serves as an entry point to the Army 

Integrated Family Network and Army OneSource.

http://www.myarmylifetoo.com

ADDENDUM B - Websites
27

2010 Army Posture Statement

America’s Army: the strength of the nationTM

ADDENDUM C - Acronyms

AC Active Component

ACOM Army Command

ACP Army Campaign Plan 

AETF Army Evaluation Task Force

ARFORGEN Army Force Generation

AFRICOM Africa Command 

AMAP Army Medical Action Plan

AMC Army Material Command

APS Army Prepositioned Stocks

AR Army Regulation

ARCIC Army Capabilities Integration 

Center

ARNG Army National Guard

ASC Army Sustainment Command

ASCC Army Service Component 

Command

AWG Asymmetric Warfare Group

AWO Asymmetric Warfare Office

AW2 Army Wounded Warrior Program

BCT Brigade Combat Team

BCTP Battle Command Training 

Program

BOLC Basic Officer Leader Course

BRAC Base Realignment and Closure

CBRN Chemical, Biological, 

Radiological, and Nuclear

CBRNE Chemical, Biological, 

Radiological, Nuclear, and 

(High-Yield) Explosives

CCDR Combatant Commander

CCMRF CBRNE Consequence 

Management Reaction Force

CES Civilian Education System

C4ISR Command, Control, 

Communications, Computer, 

Intelligence, Surveillance and 

Reconnaissance

CMO Chief Management Officer

CMTC Combat Maneuver Training 

Center

COCOM Combatant Command 

COE Center of Excellence; Common 

Operating Environment; 

Contemporary Operating 

Environment 

COIN Counterinsurgency

COTS Commercial Off-The-Shelf

CS Combat Support

CSS Combat Service Support

CT Counter Terrorism
28

Loyalty | Duty | Respect | Selfless Service | Honor | Integrity | Personal Courage 

2010 Army Posture Statement Army Posture Statement

ADDENDUM C - Acronyms

CTC Combat Training Center

DA Department of the Army

DA PAM Department of the Army 

Pamphlet

DCGS-A Distributed Common Ground 

System-Army

DMDC Defense Manpower Data Center

DoD Department of Defense

DOTMLPF Doctrine, Organization, Training, 

Material, Leadership and 

Education, Personnel, and 

Facilities 

EBCT Evaluation Brigade Combat Team

EOD Explosive Ordnance Disposal 

ES2 Every Soldier a Sensor

ETF Enterprise Task Force

FCS Future Combat Systems

FM Field Manual 

FORSCOM Forces Command

FY Fiscal Year

GBIAD Global Based Integrated Air 

Defense

GCSS-A Global Combat Service SupportArmy

GDPR Global Defense Posture 

Realignment

GNEC Global Network Enterprise 

Construct

HBCT Heavy Brigade Combat Team

HMMWV High Mobility Multipurpose 

Wheeled Vehicle

HUMINT Human Intelligence 

IBA Improved Body Armor 

IBCT Infantry Brigade Combat Team

IED Improvised Explosive Device

ISR Intelligence, Surveillance, and 

Reconnaissance

IT Information Technology

JIEDDO Joint Improvised Explosive Device 

Defeat Organization

JIIM Joint, Interagency, 

Intergovernmental, and 

Multinational

JRTC Joint Readiness Training 

Center

JTF Joint Task Force

LMP Logistics Modernization Program

LSS Lean Six Sigma 

MI Military Intelligence

METL Mission Essential Task List

MOUT Military Operations in Urban 

Terrain 
29

2010 Army Posture Statement

America’s Army: the strength of the nationTM

ADDENDUM C - Acronyms

MRAP Mine-Resistant, AmbushProtected

MRE Mission Readiness Exercise

MRX Mission Rehearsal Exercise

MTOE Modified Table of Organization 

and Equipment 

MTT Mobile Training Teams 

NBC Nuclear, Biological, Chemical

NEPA National Environmental Protection 

Act

NET New Equipment Training 

NCO Noncommissioned Officer

NDAA National Defense Authorization 

Act

NDS National Defense Strategy 

NLOS-C Non Line of Sight-Cannon

NMS National Military Strategy 

NSPS National Security Personnel 

System

NSS National Security Strategy

NTC National Training Center 

OBT Office of Business Transformation

OCO Overseas Contingency 

Operations 

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom

OPTEMPO Operational Tempo

O&M Operations and Maintenance

POM Program Objective Memorandum 

PSYOP Psychological Operations

PTSD Post-Traumatic Stress Disorder 

QDR Quadrennial Defense Review

QOL Quality of Life

RC Reserve Components

RCI Residential Communities Initiative 

REF Rapid Equipping Force

RFI Rapid Fielding Initiative 

SALE Single Army Logistics Enterprise

SBCT Stryker Brigade Combat Team 

SFAP Soldier and Family Action Plan

SHARP Sexual Harassment / Assault 

Response and Prevention 

(SHARP) Program

SIGINT Signal Intelligence

SOF Special Operations Forces

SOS Survivor Outreach Services

TBI Traumatic Brain Injury
30

Loyalty | Duty | Respect | Selfless Service | Honor | Integrity | Personal Courage 

2010 Army Posture Statement Army Posture Statement

ADDENDUM C - Acronyms

TDA Table of Distribution and 

Allowances 

TRADOC Training and Doctrine Command 

TTP Tactics, Techniques, and 

Procedures

UAH Up-Armored HMMWV

UAS Unmanned Aircraft System

UAV Unmanned Aerial Vehicle 

UGV Unmanned Ground Vehicle 

USAID United States Agency for 

International Development

USAR United States Army Reserve

VBIED Vehicle Borne Improvised 

Explosive Device 

WMD Weapons of Mass Destruction

WO Warrant Officer 

WTBD Warrior Tasks and Battle Drills

WTU Warrior Transition Units 

 

America’s Army:

the strength of the nationTM
I AM AN AMERICAN SOLDIER.

I am a Warrior and a member of a team.

I serve the people of the United States

and live the Army Values.

I WILL ALWAYS PLACE THE MISSION FIRST.

I WILL NEVER ACCEPT DEFEAT.

I WILL NEVER QUIT.

I WILL NEVER LEAVE A FALLEN COMRADE.

I am disciplined, physically and mentally tough, trained 

and proficient in my Warrior tasks and drills.

I always maintain my arms, my equipment and myself.

I am an expert and I am a professional.

I stand ready to deploy, engage and destroy the enemies 

of the United States of America in close combat.

I am a guardian of freedom and the American way of life.

I AM AN AMERICAN SOLDIER.

THE SOLDIER’S CREED

America’s Army: the strength of the nationTM www.army.mil/aps/10