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

Army Posture Statement Army Posture Statement

2011

America’s Army: the strength of the nationTM America’s Army:
AT A STRATEGIC 

CROSSROADS

AT A STRATEGIC 

CROSSROADS

“Just consider the last 12 months. We have 

successfully ended combat operations in Iraq, 

while completing one of the largest wartime 

retrogrades in our nation’s history. At the same 

time, we surged troops into Afghanistan in 

support of a new direction in that vital theater. 

Meanwhile, here at home, we nearly completed 

the transformation of our operational force, 

closed in on restoring balance and conducted 

a series of capability portfolio reviews in an 

effort to make our requirements process more 

responsive and efficient. Throw in our provision 

of disaster relief, border screening and the Gulf of 

Mexico oil cleanup, and you have one busy year. 

No other army and no other nation in the world 

could achieve so much in so short a time, and 

through it all, our soldiers, civilians and families 

have performed magnificently.

Even as we applaud these achievements, we 

must be mindful that our nation and our Army 

are at a strategic crossroads marked 

by significant challenges.”

John M. McHugh

Secretary of the Army
A STATEMENT ON THE 

POSTURE OF THE UNITED STATES ARMY 2011

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

1st SESSION, 112th CONGRESS

MARCH 2011

2011 army posture statement

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

www.army.mil/aps/11

March 2, 2011

Our Nation has been at war for almost a decade, the longest period of continuous combat ever for our allvolunteer force. During that time our Army—Active, Guard, Reserve and Civilians—has met every challenge. 

We have successfully ended combat operations in Iraq, while simultaneously conducting one of the largest 

retrogrades in our Nation’s history. We have surged Soldiers into Afghanistan to support a strategy to address 

an adaptive enemy. We have also nearly completed the transformation of our operational force and are now 

addressing the Army’s generating force. Additionally, the Army has provided lifesaving humanitarian assistance 

to those affected by natural disasters in Pakistan and Haiti and supported homeland defense and civil authorities 

in border screening and the Gulf of Mexico oil clean up.

In almost a decade of sustained combat, more than 1.1 million Soldiers have deployed to combat, impacting not 

only the Soldiers, but their Families as well. Additionally, 30,000 Civilians have deployed into harm’s way. Over 

4,000 Soldiers have sacrificed their lives leaving over 25,000 surviving Family members. More than 28,000 have 

been wounded, 7,500 of whom require long term care. Despite this sacrifice, the Army remains strong because 

of the courage, commitment and resilience of our people and the bond of trust that exists between its members.

In 2007, we described the Army as “out of balance” and put in place a four year plan to restore balance to a 

point where we could meet the demands on our force at a tempo that was predictable and sustainable for this 

all-volunteer Army. We are in the final year of this effort, and we are beginning to see the positive effects of the 

progress we have made. The Army is in a much better position today than we were in 2007, and with the FY 12 

budget request, we are poised to meet our goals. This would not have happened without the support of Congress.

However, the war is not over yet; we still face a ruthless foe. We remain in an era of persistent conflict. In order 

to prepare for an uncertain future and an increasingly complex strategic environment we must maintain the 

combat edge gained during the last decade of war, reconstitute the force and continue to build resilience into 

our formations and people. These efforts will ensure that we continue to prevail in the fights we are in today and 

are prepared for new challenges in the future.

Our Nation and our Army are at a strategic crossroads. We are faced with a challenging strategic environment 

abroad and difficult economic conditions at home. The Army will approach this with determined leadership 

and thoughtful execution. We are determined to preserve those initiatives that sustain the quality of life of our 

force, while simultaneously developing new solutions to our business practices and to the way we manage our 

personnel and acquire our equipment.

With the continued support of the President, Congress, our Departmental leadership and the American people, 

this budget will allow us to not only fight and win our current conflicts, but it will also enable us to maintain 

our combat edge into the coming decade.

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 nation

2011 army posture statement

America’s Army: the strength of the nation

TABLE OF CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Where We Have Been . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Restoring Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Sustain

Prepare

Reset

Transform

Strategic Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Global Trends

Persistent Conflict

The Next Decade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Maintaining Our Combat Edge

Reconstituting the Force

Building Resilience

The Network

Ground Combat Vehicle

Strategic Crossroads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Transforming the Generating Force

Civilian Workforce Transformation

Stewardship, Innovation and Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Fiscal Stewardship

Energy Security and Sustainability

The Profession of Arms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
2011 army posture statement

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

www.army.mil/aps/11

ADDENDA

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

B. Websites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

C. Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

D. Fiscal Year 2012 President’s Budget*

E. Reserve Component Readiness1*

F. Army Force Generation (ARFORGEN)*

G. Reset*

H. Army Campaign Plan for Health Promotion & Risk Reduction*

I. Comprehensive Soldier Fitness*

J. Army Families*

K. Modernization*

L. LandWarNet: The Army Enterprise Network*

M. Army Energy Security Enterprise*

N. Business Transformation*

O. Profession of Arms*

1

 Required by National Defense Authorization Act of 1994

* Online at www.army.mil/aps/11
America’s Army: the strength of the nation

2011 army posture statement

1 America’s Army: the strength of the nation

Introduction

In the past decade, America’s Army has been challenged 

and prevailed in some of the most daunting tasks in the 

history of our military. Soldiers from the Active Army, 

Army National Guard and Army Reserve demonstrate 

indelible spirit, sacrifice and sheer determination in 

protecting our national interests and supporting our 

friends and allies around the world.

In the coming years, our top priorities will be to 

maintain our combat edge while we reconstitute 

the force for other missions and build resilience in 

our people. The Army has made significant progress 

in restoring balance through the four imperatives 

we identified in 2007- sustain, prepare, reset, and 

transform. We are on track to achieve a sustainable 

deployment tempo for our forces and restore balance 

to the Army beginning in FY 12. We successfully 

completed combat operations in Iraq, transitioning 

from Operation Iraqi Freedom to Operation New 

Dawn while executing one of the largest wartime 

retrogrades in the Nation’s history. Operation New 

Dawn marks the beginning of a new mission for our 

Army while demonstrating our ongoing commitment 

to the government and people of Iraq. Concurrently, 

we surged Soldiers to Afghanistan in support of a new 

strategic direction in this vital theater. Even with all we 

have done, there is still much work to do.

The war is not over yet, and we remain in an era of 

persistent conflict facing an uncertain and increasingly 

complex strategic environment. Hybrid threats 

made up of conventional, irregular, criminal and 

terrorist capabilities will continue to test our forces. 

These threats will avoid our strengths and attack us 

asymmetrically. Therefore, we must continue to 

organize our formations, update our doctrine and 

prepare our forces for the full spectrum of operations.

Additionally we remain aware of the difficult economic 

conditions at home. These conditions will drive our 

efforts to transform our generating force into an 

innovative and adaptive organization. We must adapt 

our institutions to effectively generate trained and 

ready forces for Full Spectrum Operations, while 

seeking ways to improve efficiency and reduce overhead 

expenditures that demonstrate wise stewardship of our 

taxpayers’ dollars. With the continued support of the 

American people and Congress, we remain committed 

to the readiness and well being of our Soldiers, Civilians 

and Family members. As the Strength of the Nation, the 

American Soldier is the centerpiece of everything we do.

“Time and again, Americans have risen to meet and to shape moments of change. This is one of those 

moments — an era of economic transformation and individual empowerment; of ancient hatreds and new dangers; 

of emerging powers and new global challenges... and through a period when too many of our institutions have acted 

irresponsibly, the American military has set a standard of service and sacrifice that is as great as any in this nation’s history.” 

~ President Barack Obama
2011 army posture statement

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www.army.mil/aps/11 2

Where We Have Been

For nearly a decade, the Army has been operating 

at an exhausting pace. High operational demands 

have stressed our ability to supply trained and ready 

forces during most of this period. The result was an 

Army out of balance, lacking strategic flexibility to 

respond to other contingencies and lacking the ability 

to sustain the all-volunteer force. This past year the 

Army continued to make great strides toward restoring 

balance to the force.

The drawdown in Iraq and change of mission from 

Operation Iraqi Freedom to Operation New Dawn 

on September 1, 2010 represented a significant 

accomplishment made possible by the extraordinary 

determination, hard work and sacrifice of American 

Soldiers, their Families and the Civilian workforce. 

During Operation New Dawn, the remaining 50,000 

U.S. service members serving in Iraq will conduct 

stability operations focused on advising, assisting and 

training Iraqi Security Forces, all while engineering 

the responsible drawdown of combat forces in one of 

the largest and most complex logistical operations in 

history. The Army closed or transferred over 80 percent 

of the bases to Iraqi authorities, reduced the number of 

U.S. personnel by over 75,000 and redeployed more 

than 26,000 vehicles.

Concurrently, we implemented the President’s direction 

to surge an additional 30,000 Soldiers to Afghanistan 

to defeat the al-Qaeda terrorist network and the Taliban 

insurgency. This surge enabled our Soldiers and our 

Afghan partners to take back insurgent sanctuaries in 

the traditional insurgent Taliban heartland of southern 

Afghanistan. Additionally, during this past year our 

forces have trained 109,000 Afghan National Army 

Soldiers, as well as 41,000 Afghan National Police. As 

a result, we are beginning to see an improvement in 

Afghan National Security Force capability.

Last year, the Army responded to three major natural 

and environmental disasters while continuing to 

support homeland defense. The Army provided 

humanitarian relief in response to the devastating 

earthquake in Haiti, the summer floods in Pakistan 

and the catastrophic oil spill in the Gulf of Mexico. 

Additionally, our National Guard Soldiers were sent to 

the Nation’s southern border to help control increased 

illegal activity. They assisted federal law enforcement 

agencies responsible for drug enforcement and the 

security of our borders.

During this past year the Army continued to increase 

its knowledge and understanding of Full Spectrum 

Operations. Last October, the Army conducted the 

first full spectrum rotation against a hybrid threat at 

the Joint Readiness Training Center, Fort Polk, LA. 

This was the first time in five years that we have been 

able to conduct a training rotation focused on anything 

other than operations in Iraq and Afghanistan. As we 

continue to build dwell and increase the time Soldiers 

have at home, more units will conduct full spectrum 

training rotations at the Combat Training Centers 

increasing our ability to hedge against the unexpected 

and restoring strategic flexibility to the force.

Though we remain heavily engaged, the Army is 

regaining balance. We are starting to be able to breathe 

again. We must continue efforts to fully restore balance 

while maintaining the momentum we have achieved 

over the past four years. The strategic environment 

continues to be complex, and the stakes are too high to 

become complacent or underprepared. 
America’s Army: the strength of the nation

2011 army posture statement

3 America’s Army: the strength of the nation

continue to inculcate resilience in the force, providing 

Soldiers, Families and Civilians the skill sets necessary 

to deal with adversity.

Restoring Balance

Through the continued support of Congress and the 

American people, we will lessen the stress on America’s 

Army by focusing on the imperatives we established 

four years ago. We must continue to sustain the Army’s 

Soldiers, Families and Civilians; prepare forces for 

success in the current conflicts; reset returning units; 

and transform the Army to meet the demands of the 

second decade of the 21st Century.

Sustain

Our first imperative is to sustain our all-volunteer 

force. We must reduce the stress on Soldiers, Families 

and Civilians who have borne the hardship of nine 

and a half years of conflict. In addition to addressing 

this high level of stress, the Army invests time, energy 

and resources into quality of life programs. We must 

229,940 SOLDIERS IN NEARLY 80 COUNTRIES

ARMY GLOBAL COMMITMENTS

EUROPE

38,720 SOLDIERS

GUANTANAMO

320 SOLDIERS CENTRAL AMERICA

260 SOLDIERS

HOMELAND SECURITY

2,280 SOLDIERS

SOUTH KOREA

19,760 SOLDIERS

PHILIPPINES

460 SOLDIERS

OTHER OPERATIONS 

& EXERCISES

4,845 SOLDIERS

ALASKA

12,610 SOLDIERS

SINAI

600 SOLDIERS

BALKANS

795 SOLDIERS

AFGHANISTAN

66,345 SOLDIERS

IRAQ

41,660 SOLDIERS

KUWAIT

8,550 SOLDIERS

HAWAII

22,400 SOLDIERS

JAPAN

2,675 SOLDIERS

HORN OF AFRICA

950 SOLDIERS

QATAR

980 SOLDIERS
2011 army posture statement

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www.army.mil/aps/11 4

Goals

The most important component required to restore 

balance within our Army is to increase the time between 

deployments, known as dwell time. A study completed 

in 2009 confirmed what we already intuitively knew: 

Soldiers require at least two to three years to fully 

recover, both mentally and physically, from the rigors 

of a one year combat deployment. Training and 

schooling necessary for a professional Soldier to sustain 

warrior and leader skills are also very important. With 

these critical considerations, our interim objective is to 

achieve and then maintain a dwell time of at least two 

years at home for every year deployed for the active 

component Soldier and four years at home for every 

year mobilized for the reserve component Soldier. 

In 2011 we will examine the cost and benefits of 

increasing dwell to 1:3 and 1:5 respectively with a nine 

month Boots on the Ground policy. 

In addition to increasing dwell time, the Army must 

continue to recruit and retain quality Soldiers and 

Civilians from diverse backgrounds. People are our 

most important resource, and to sustain an all-volunteer 

force it is essential to attract those with an aptitude 

for learning and then retain them as they develop the 

tactical, technical and leadership skills the Army needs. 

To grow and develop the Army’s future leadership, we 

need appropriate incentives to encourage sufficient 

numbers of high quality personnel to continue to serve 

beyond their initial term of service.

Another important consideration is the health of the 

force. We must provide our Soldiers and Civilians, as 

well as their Families, the best possible care, support 

and services by establishing a cohesive holistic Armywide strategy to synchronize and integrate programs, 

processes and governance. There are myriad programs 

available to accomplish this, such as Army Family 

Action Plan, the Army Family Covenant and other 

community covenants. Our focus is on improving 

access to and predictability of services. We will 

enhance support for the wounded, Families of the 

Fallen, victims of sexual assault and those with mental 

health issues. Our effort to build an entire spectrum 

of wellness -- physical, emotional, social, family and 

spiritual – will support achieving Army strategic 

outcomes of readiness, recruitment and retention. 

The Army is also building resilience in the force by 

addressing the cumulative effects of nine and a half 

years of war. We have designed a comprehensive 

approach that puts mental fitness on the same level 

as physical fitness by establishing a Comprehensive 

Soldier Fitness program, developing Master Resiliency 

Trainers and implementing a campaign for Health 

Promotion and Risk Reduction. The Army has a 

requisite duty to provide world class health care for our 

wounded, ill or injured Warriors and to successfully 

transition these Soldiers and their Families back to 

the Army or civilian life. This is coordinated through 

the Warrior Care and Transition Program and ably led 

by well resourced Warrior Transition Units. Our final 

and most solemn responsibility is to respect and honor 

the sacrifice of our fallen comrades by continuing to 

support the needs of their Families.
America’s Army: the strength of the nation

2011 army posture statement

5 America’s Army: the strength of the nation

Progress

★ Achieved 101 percent of recruiting goals for 

2010, exceeding both numeric goals and quality 

benchmarks for new recruits. Over 98 percent of 

recruits had high school diplomas, the highest 

percentage since 1992.

★ Exceeded reenlistment goals: 114 percent for 

the active component and 106 percent for 

the reserve component.

★ Decreased accidents and mishaps in several key 

categories, to include:

• Off-duty fatalities down by 20 percent

• On-duty critical accidents down by 13 percent

• Army combat vehicle accidents down by 37 percent

• Manned aircraft accidents down by 16 percent

★ 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.

★ Graduated more than 3,000 Soldiers and Civilians 

from the Master Resilience Trainer course.

★ Surpassed one million Soldiers, Civilians and 

Family members who have completed the Army’s 

Global Assessment Tool to begin their personal 

assessment and resilience training.

FY 12 Budget Highlights for Sustain

★ Provides $1.7 billion to fund vital Soldier and 

Family programs to provide a full range of 

essential services to include the Army Campaign 

for Heath Promotion, Risk Reduction, and 

Suicide Prevention; Sexual Harassment/Assault 

Response and Prevention; and Comprehensive 

Soldier Fitness. In addition, this funding supports 

Family services including welfare and recreation, 

youth services and child care, Survivor Outreach 

Services and education and employment 

opportunities for Family members.

★ Provides Soldiers with a 1.6% military basic pay raise, 

a 3.4% basic allowance for subsistence increase and 

a 3.1% basic allowance for housing increase.

★ Continues to fund 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.

Prepare

Properly preparing our Soldiers for combat against 

a ruthless and dedicated enemy is critical to mission 

success. To do so, we must provide the appropriate 

equipment and training to each Soldier and ensure 

units are appropriately manned. Our generating force 

must continuously adapt – tailoring force packages and 

quickly readjusting training, manning and equipping 

– to ensure units have the tools necessary to succeed 

in any conflict. At the same time, we are aggressively 

pursuing efficiency initiatives designed to reduce 

duplication, overhead and excess as well as to instill a 

culture of savings and restraint.

Goals

The Army identified four key goals necessary to 

adequately prepare the force for today’s strategic 

environment. The first was to responsibly grow the 

Army. The Congressionally approved growth of the 

Army was completed ahead of schedule in 2009. 

However, after a decade of persistent conflict, a number 

of other factors – non-deployable Soldiers, temporary 

requirements in various headquarters and transition 

teams, our wounded Warriors, elimination of stoploss – has impacted our ability to adequately man units 

for deployment. As a result, the Secretary of Defense 

approved an additional temporary end strength of 
2011 army posture statement

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22,000 Soldiers, 7,000 of whom were integrated in 

2010. The Army will return to the Congressionally 

approved active component end strength of 547,400 

by the end of FY 13. The second key goal addressed 

training. The Army will continue its commitment 

to leader, individual and collective training in order 

to remain mentally, physically and emotionally agile 

against a highly decentralized and adaptive foe. The 

third key goal is to provide the Army with effective 

equipment in a timely and efficient manner. We must 

implement a new materiel management approach to 

ensure a timely availability of equipment that not only 

protects our Soldiers and maintains our technological 

edge, but does so prudently.

The final and most critical goal is to fully embrace our 

rotational readiness model – a process we call Army 

Force Generation (ARFORGEN). ARFORGEN 

will allow a steady, predictable flow of trained and 

ready forces to meet the Nation’s needs across the full 

spectrum of conflict. Drawing from both active and 

reserve components, the ARFORGEN process allows 

us to consistently generate one corps headquarters, 

five division headquarters, 20 brigade combat teams, 

and 90,000 enabler Soldiers (i.e., combat support and 

combat service support). When the current demand 

comes down, it will allow us to build and maintain the 

ability to surge one corps headquarters, three division 

headquarters, ten brigade combat teams and 40,000 

enabler Soldiers as a hedge against contingencies. 

ARFORGEN also allows a predictable and sustainable 

dwell time for Soldiers. We are currently working to 

better align the generating force activities and business 

processes that support ARFORGEN.

Progress

★ Trained and deployed seven division headquarters, 

16 brigade combat teams, four combat aviation 

brigades, and eight multi-functional / functional 

brigades for deployments to Operation New Dawn 

and Operation Enduring Freedom in 2010. 

★ Increased Army inventory of Mine Resistant 

Ambush Protected vehicles to 20,000 vehicles.

★ Deployed more than 4,300 Army Civilians to 

Iraq and Afghanistan to support operations 

in both theaters.

★ Discontinued the Stop Loss program; last Soldiers 

affected by the policy will leave active duty in early 2011.

FY 12 Budget Highlights for Prepare

★ Supports a permanent, all volunteer force end 

strength of 547,400 for the active component, 

358,200 for the National Guard and 205,000 for 

the Army Reserve in the base budget. Provides 

for a 22,000 temporary increase in the active 

component in the Overseas Contingency 

Operations request (14,600 end strength on 

30 September 2012).

★ Includes $2.1 billion in procurement for Joint and 

Combat Communications Systems, including 

the Joint Tactical Radio System (JTRS), and 

an additional $1.5 billion in Tactical Wheeled 

Vehicle modernization funding.

★ Provides over $5.6 billion for the Army to 

implement training strategies in support of Full 

Spectrum Operations, designed to prepare units 

for any mission along the spectrum of conflict, i.e., 

to perform the fundamental aspects of offense, 

defense, and stability operations against hybrid 

threats in contemporary operational environments.

★ Invests $1.5 billion in 71 UH-60M/HH-60M Black 

Hawk Helicopters - a critical step in modernizing 

the utility helicopter fleet. Provides a digitized 

cockpit, new engine for improved lift and range, 

and wide-chord rotor blades.

★ Devotes $1.4 billion to procure 32 new and 15 

remanufactured CH-47F Chinook Helicopters with a 

new airframe, Common Avionics Architecture System 

(CAAS), digital cockpit and a digital advanced flight 

control system, as well as an additional $1.04 billion 

to modernize the AH-64 Apache.
America’s Army: the strength of the nation

2011 army posture statement

7 America’s Army: the strength of the nation

Reset

In order to ensure a quality force and a level of readiness 

necessary for the complex range of future missions, we 

must continue to reset our units’ Soldiers, Families and 

equipment. This is especially critical given the tempo 

of deployments. It is a process that must continue 

for two to three years after the end of operations in 

Afghanistan and Iraq.

Goals

In order to achieve our reset goals, we continue 

every effort to revitalize Soldiers and Families by 

allowing them an opportunity to reestablish, nurture 

and strengthen personal relationships immediately 

following a deployment. This includes a review of our 

procedures for demobilization of reserve component 

Soldiers. We strive to make this post-deployment 

period as predictable and stable as possible. The 

Army also seeks to repair, replace and recapitalize 

equipment. As we continue the responsible drawdown 

in Iraq while simultaneously building up capability 

to complete our mission in Afghanistan, it is critical 

that we efficiently replace all equipment that has been 

destroyed, and that we repair or recapitalize equipment 

impacted by extreme environmental conditions or 

combat operations. We will achieve this by adapting 

the production and manufacturing processes in our 

arsenals and depots, sustaining existing efficiencies, 

improving collaboration and eliminating redundancies 

in materiel management and distribution. This will 

save the Army money in equipment costs and lessen 

the strain on the supply lines into and out of combat 

theaters. We finished the reset pilot program which was 

designed to improve the efficiency and effectiveness of 

the reset process, and we will continue to apply lessons 

learned. As we drawdown in Iraq and eventually in 

Afghanistan, we will continue to focus on retraining 

Soldiers, units and leaders in order to effectively reset 

the force. Too often over the last nine and a half years, 

the Army had to prioritize deployment over certain 

education and training opportunities for Soldiers. 

Given the uncertain strategic environment we face in 

the future, it is critical that the Army focus on education 

and leader development as well as provide Soldiers, units 

and leaders training for full spectrum operations.

Progress

★ Sponsored over 2,600 Strong Bonds events 

designed to strengthen Army Families with over 

160,000 Soldiers and Family members participating

★ Completed the reset of 29 brigades’ worth of 

equipment, and continued the reset of 13 more.

★ Distributed 1.3 million pieces of equipment, closed 

or transferred 418 bases, drew down 16 Supply 

Support Activities and redeployed over 76,000 

U.S. military, civilian and coalition personnel – 

all in support of the responsible drawdown of 

forces from Iraq.
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www.army.mil/aps/11 8

and reforming the requirements and resource processes 

that synchronize materiel distribution, training and 

staffing. Transformation of the generating force is 

key to our ability to effectively manage, generate and 

sustain a balanced Army for the 21st Century.

Goals

Our plan identifies five goals necessary for effective 

transformation. The first is completing our modular 

reorganization. Our plan calls for converting all Army 

brigades from Cold War formations to more deployable, 

tailorable and versatile modular formations. Our 

reorganized units have proven themselves extremely 

powerful and effective on today’s battlefields. The second 

goal involves accelerated fielding of proven, advanced 

technologies as part of our modernization of the force. 

The Army will develop and field versatile, affordable, 

survivable and networked equipment to ensure our 

Soldiers maintain a decisive advantage over any enemy 

they confront. In the Information Age, the Army must 

be networked at all times to enable collaboration with 

Joint, combined, coalition and other mission partners 

to ensure our Soldiers have a decisive advantage. Third, 

we must institutionalize the investment in our reserve 

component and obtain assured and predictable access 

to them, so that the Army can achieve the strategic 

flexibility and operational depth required to respond to 

emerging contingencies across the spectrum of conflict. 

We are systematically building and sustaining readiness 

while increasing predictability for reserve component 

Soldiers, Families, employers and communities through 

the ARFORGEN process. We must modify Army 

policies and update Congressional authorizations in 

order to fully realize the potential of an operationalized 

reserve component and capitalize on their significant 

combat experience. The fourth goal is the re-stationing

of forces and Families around the world based on the 

Base Realignment and Closure statute. The Army is 

in the final year of this complex and detailed five year 

effort that has created improved work and training 

facilities for our Soldiers and Civilians as well as new 

or improved housing, medical and child care facilities 

for our Families. The last aspect of transformation is 

Soldier and leader development, which is an important 

factor in maintaining the profession of arms. Today’s 

Army has a tremendous amount of combat experience 

that must be augmented with continued professional 

education and broadening opportunities in order to 

★ Deployed Army aircraft with Condition Based 

Maintenance plus (CBM+) technologies 

into combat theaters. CBM+ is a proactive 

maintenance capability that uses sensor-based 

health indications to predict failure in advance of 

the event providing the ability to take appropriate 

preventive measures. A cost-benefit analysis for 

CBM+ indicated that it has a Benefit-to-Investment 

Ratio of 1.2:1 given a ten year operations period.

FY 12 Budget Highlights for Reset

★ Provides $4.4 billion to reset Army equipment 

through the Overseas Contingency Operations 

(OCO) request.

★ Continues to support training and sustainment 

of Army forces including individual skills and 

leader training; combined arms training toward 

full spectrum operations; and adaptable, phased 

training based on the Army Force Generation 

(ARFORGEN) process.

Transform

In order to provide combatant commanders with 

tailored, strategically responsive forces that can dominate 

across the spectrum of conflict in an uncertain threat 

environment, the Army continues to transform our 

operating force by building versatile, agile units capable 

of adapting to changing environments. We continue 

to convert brigades to more deployable, tailorable and 

versatile modular organizations while rebalancing our 

skills to better prepare for the future. This process not 

only positions us to win today’s conflicts, but it also 

sets the conditions for future success.

To support the operating force, our generating force 

must become a force driven by innovation, able to 

adapt quickly and field what our Soldiers and their 

Families will require. We must transform the business 

systems of our generating force by developing a 

fully integrated management system, improving the 

ARFORGEN process, adopting an enterprise approach 
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9 America’s Army: the strength of the nation

develop agile and adaptive military and civilian leaders 

who are able to operate effectively in Joint, interagency, 

intergovernmental and multi-national environments.

Progress

★ Reached 98 percent completion of the modular 

conversion of the Army. The FY 12 Budget will 

support completion of this process.

★ Restored nearly a brigade combat team’s worth 

of equipment and its entire sustainment package 

in the Army Pre-Positioned Stocks program for 

the first time since 2002, greatly enhancing the 

Army’s strategic flexibility.

★ Provided identity management capabilities for the 

Department of Defense (DoD) and other U.S. 

Government and international partners through 

the DoD Automated Biometric Identification 

System. The nearly 1.3 million biometric entries 

enabled latent identification of approximately 700 

Improvised Explosive Device (IED) events, 1,200 

IED-related watch list hits, and 775 high-value 

individual captures in 2010.

★ Issued Soldiers in the 10th Mountain Division 

and 101st Airborne Division the Soldier Plate 

Carrier System -- a lightweight vest that provides ballistic protection equal to the Improved 

Outer Tactical Vest in a standalone capacity while 

reducing the Soldier’s load, enhancing comfort 

and optimizing mobility.

★ Fielded 20 million Enhanced Performance 

Rounds, providing our Soldiers with leap-ahead 

performance over the previous 5.56mm round. 

The Enhanced Performance Round provides 

excellent performance against soft targets, has 

an exposed penetrator that is larger and sharper 

to penetrate hard targets and is more effective at 

extended ranges. The round is also lead-free.

★ Educated over 300 General Officers and Senior 

Civilian Leaders in business transformation 

concepts and management practices through the 

Army Strategic Leadership Development Program.

★ Disposed of over 24,000 acres and closed three 

active installations and five U.S. Army Reserve 

Centers and is on course to complete BRAC in FY 11.

★ Supported DoD in Chemical, Biological, 

Radiological, Nuclear and High Yield Explosives 

(CBRN) Consequence Management support 

required for a deliberate or inadvertent CBRN 

incident by transforming the CBRN Consequence 

Management Response Force (CCMRF) 

to a new response force within the CBRN 

Consequence Management Enterprise. The 

CBRN Consequence Management Enterprise 

consists of a Defense CBRN Response Force, 

two Command and Control CBRN Response 

Elements, ten Homeland Response Forces, 

17 CBRN Enhanced Response Force 

Packages, and 57 Weapons of Mass Destruction 

Civil Support Teams.

FY 12 Budget Highlights for Transform

★ Provides $974 million in procurement and $298 

million in continued Research Development Test 

and Evaluation of the Warfighter Information 

Network-Tactical (WIN-T) which will become the 

cornerstone tactical communications system by 

providing a single integrating framework for the 

Army’s battlefield networks.

★ Provides $1.04 billion in support of the Army’s 

Combat Vehicle Modernization Strategy including 

$884 million for the Ground Combat Vehicle and 

$156 million for the modernization of the Stryker, 

Bradley and Abrams combat vehicles.

Strategic Context

As America enters the second decade of the 

21st Century, the Army faces a broad array of challenges. 

First and foremost, we must succeed in Afghanistan 
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percent of the global wealth is shared by the bottom 50 

percent of the world’s population. This disparity can 

create populations that are vulnerable to radicalization.

Globalization is made possible through significant 

technological advances that benefit people around 

the world. Unfortunately, the same technology that 

facilitates an interconnected world is also used by 

extremist groups to proliferate their ideology and 

foment terrorism. Additionally, there are an increasing 

number of foreign government-sponsored cyber 

programs, politically motivated individuals, non-state 

actors and criminals who are capable of initiating 

potentially debilitating attacks on the electronic 

infrastructure of our Nation and allies.

Population growth in the developing world creates 

new markets, but the accompanying youth bulge can 

create a population of unemployed, disenfranchised 

individuals susceptible to extremist teachings that 

threaten stability and security. Furthermore, the bulk 

and Iraq and continue to combat violent extremist 

movements such as al-Qaeda and other terrorist 

organizations. We must also prepare for future national 

security challenges that range across the spectrum of 

conflict. All of this must be accomplished within the 

context of challenging global economic conditions.

Global Trends

Global trends will continue to shape the international 

environment. Although such trends pose both 

dilemmas and opportunities, their collective impact 

will increase security challenges and frame the conflicts 

that will confront the United States and our allies.

Globalization has spread prosperity around the globe 

and will continue to reduce barriers to trade, finance 

and economic growth. However, it will also continue 

to exacerbate tensions between the wealthy and the 

poor. Almost 85 percent of the world’s wealth is 

held by ten percent of the population while only one 
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11 America’s Army: the strength of the nation

and flexibility of being an irregular and decentralized 

enemy with the power and technology of a nation 

state. These security challenges, in whatever form they 

are manifested, constitute the threat that the Army 

and our Nation will face for the foreseeable future. 

Our Army must remain alert to changes in this volatile 

environment and build the agility to anticipate and 

respond to change by maintaining our combat edge.

The Next Decade

The Nation continues to be faced with persistent and 

ruthless foes that maintain a clear intent to attack us on 

our soil. Entering the future under these conditions, 

the Army remains a resilient but stretched force – one 

that has performed superbly while simultaneously 

transforming in the midst of a war. The high demand 

we have seen in Iraq and Afghanistan will likely recede 

over the next few years, but other demands will surely 

arise. Our Soldiers and Civilians will have more time at 

home, and that will necessitate a different type of leadership 

at our garrisons between deployments. Given this future, 

the Army’s challenge in the second decade of the century 

is to maintain our combat edge while we reconstitute the 

force, and build resilience for the long haul. 

Maintaining Our Combat Edge

Beginning in 2012 we anticipate having about as 

many BCTs available that are not earmarked for Iraq 

and Afghanistan as we will have of those deploying. It 

will be imperative that we remain focused on tough, 

demanding training at home station and at our training 

centers to ensure that our Soldiers and units sustain 

their combat edge. This training must be accomplished 

at an appropriate tempo and while meeting the 

unique challenges associated with increased time at 

home. Those units who are not deploying to Iraq or 

Afghanistan will undergo full spectrum training and 

be available to combatant commanders for security 

cooperation engagements, exercises and other regional 

requirements as well as fulfilling our requirements for a 

Global Response Force and the CBRNE Consequence 

Management Response Force.

To do this, the Army will need to revitalize home 

station and leader development programs. We must 

continue to challenge our young, combat-seasoned 

of the population growth is expected to occur in urban 

areas. Future military operations are more likely to 

occur in densely populated urban terrain – among the 

people rather than around them.

The demand for resources such as water, energy and 

food will increase competition and the propensity 

for conflict. Even as countries develop more efficient 

uses of natural resources, some countries, particularly 

those with burgeoning middle classes, will exacerbate 

demands on already scarce resources. 

Proliferation and failing states continue to be the two 

trends of greatest concern. Proliferation of weapons 

of mass destruction increases the potential for 

destabilizing catastrophic attacks. Meanwhile, failed or 

failing states that lack the capacity or will to maintain 

territorial control can provide safe havens for terrorist 

groups to plan and export terror. The merging of these 

two trends is particularly worrisome: failing states that 

offer safe haven to terrorists seeking weapons of mass 

destruction. Al-Qaida and affiliated terrorist groups 

already seek weapons of mass destruction and will use 

them against Western interests given the opportunity.

Persistent Conflict

Persistent conflict has characterized the environment 

in which the Army has operated over the last nine 

and a half years. This protracted confrontation 

among state, non-state and individual actors, using 

violence to further their ideological and political 

goals, will likely continue well into the second decade 

of the 21st Century. As a result, our commitments 

in the future will be more frequent and continuous. 

Conflicts will arise unpredictably, vary in intensity 

and scope and will be less susceptible to traditional 

means of conflict resolution. Concurrently, the Army’s 

Soldiers and Civilians will respond to natural disasters 

and humanitarian emergencies in support of civil 

authorities both at home and abroad. The Nation will 

continue to rely upon the Army to be ready to conduct 

a wide range of operations from humanitarian and civil 

support to counterinsurgency to general war.

Violent extremism in various forms will continue to 

constitute the most likely and immediate threat around 

the world. A more dangerous threat will come from 

emergent hybrid adversaries who combine the agility 
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Transforming the reserve component into an enduring 

operational force provides a historic opportunity for 

the Army to achieve the most cost effective use of the 

entire force. To that end, the Army recently completed a 

study of what the future role of our reserve component 

should be in an era of persistent conflict in which 

continuous deployment is the norm. The steady, 

consistent and recurring demand for reserve capabilities 

during this decade has posed significant challenges for 

a force organized and resourced as a strategic reserve. 

In response, the Army recast its reserve forces from the 

part-time strategic reserve role to a fully integrated and 

critical part of an operational, expeditionary Army. We 

are seeking changes to achieve affordable, predictable 

and assured access to the reserve component for the 

full range of assignments in the homeland and abroad. 

One thing is certain across every echelon of this Army; 

we cannot relegate the Army National Guard and 

Army Reserve back to a strategic reserve. The security 

of the Nation can ill afford a reserve force that is undermanned, under-equipped or at insufficient levels of 

training and readiness.

The other significant element of reconstitution – 

modernization – is designed to give our Soldiers a 

decisive advantage in every fight. The goal of our 

modernization strategy is to develop a versatile mix of 

tailorable and networked organizations that operate 

on a rotational cycle. This enables us to routinely 

provide combatant commanders trained and ready 

forces to operate across the spectrum of conflict. This 

involves developing and fielding new capabilities while 

modernizing and recapitalizing old capabilities. Our 

top two modernization initiatives will be to develop, 

test and field the network and to field a new Ground 

Combat Vehicle in seven years. Throughout this process, 

our industrial base will continue to identify and adopt 

improved business practices and maximize efficiencies 

to repair, overhaul, produce and manufacture in support 

of modernization and recapitalization efforts.

Building Resilience

As we look toward the next decade, we must also build 

resilience in our people. The last nine and a half years 

have taken a physical, mental and emotional toll on 

our Soldiers, Civilians and Family members. No one 

has been immune to the impacts of war. This decade of 

experience, combined with the reality that our Nation 

leaders who will lead our Army into the second decade 

of this century and beyond.

Another aspect of maintaining our combat edge 

involves codifying our experience and lessons learned. 

Institutionally, we must refine our doctrine and 

warfighting concepts. While our understanding of Full 

Spectrum Operations has matured, we must continue 

to clarify how we define and how we conduct Full 

Spectrum Operations across the spectrum of conflict 

from stable peace to general war. As units have more 

time at home, we will train against the wider range 

of threats and in a broader range of environments. 

We will use these experiences to drive the continued 

adaptation of the Army.

Reconstituting the Force

The Army must reconstitute the force, ensuring 

excellence in core competencies while building new 

capabilities to support an uncertain and complex 

future operating environment. Reconstitution 

requires not only completely resetting redeploying 

units, but also continuous adaptation of our forces 

as we move forward in a period of continuous and 

fundamental change. While the Army has almost 

finished transforming to modular formations and 

balancing the force, we continue to integrate the 

lessons learned from nine and a half years at war with 

our expectations of the future. The Army’s Training 

and Doctrine Command (TRADOC) commenced an 

in-depth study of our force mix and force design to 

ensure that we have the right capabilities in the right 

numbers in the right organizations for the future. We 

are committed to continually transforming our force 

to retain the flexibility and versatility it will need for 

the uncertain future environment.

Another area that will require continual adaption is 

our mix of active and reserve component forces. The 

Nation has been at a state of national emergency for 

nine and a half years. As a result, the Army has had 

continuous access to the reserve component through 

partial mobilization. The Army National Guard and 

Army Reserve have performed magnificently, and the 

relationship between components is better than it has ever 

been. Our Soldiers have fought together and bled together, 

and more than ever, we are one Army - a Total Force. Our 

Nation cannot lose the enormous gains we have made.
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13 America’s Army: the strength of the nation

interagency partners. The network, therefore, is the 

Army’s number one modernization effort.

The Army’s portion of the Department of Defense 

network, LandWarNet, must be able to provide 

Soldiers, Civilians and mission partners the 

information they need, when they need it and in 

any environment – from the garrison to the tactical 

edge. To do so, it must be a completely integrated 

and interoperable network, from the highest to the 

lowest echelon, forming a true enterprise network. 

The Army is pursuing critical initiatives to build 

this enterprise capability, including an enterprise 

email, calendar-sharing and ID management service 

(through a partnership with the Defense Information 

Systems Agency), data center consolidation and Active 

Directory consolidation. These initiatives will increase 

warfighting effectiveness, improve network security, 

save hundreds of millions of dollars over the next 

five years and reduce infrastructure. Additionally, the 

Army is transforming business systems information 

technology to better support our business operations 

and strategic leader decision making.

The Army is also changing the way it supplies network 

systems and capabilities to operational units by using 

an incremental approach to modernization. By aligning 

is in a protracted struggle, underscores how important 

it is that we take advantage of our time at home to 

strengthen our force for the challenges ahead, even as 

we continue to deal with the continuing impacts of war. 

Although off-duty, high risk behavior is a continuing 

challenge, we have made significant progress in the 

last ten years in reducing accidental fatalities. This 

highlights the resilience of our force as our Soldiers 

find healthier ways to handle the stresses of Army life. 

In addition to the Army Safety Program, last year the 

Army began two efforts designed to strengthen our 

Soldiers, Families and Civilians for the challenges 

ahead: Comprehensive Soldier Fitness and the Army 

Campaign for Health Promotion, Risk Reduction and 

Suicide Prevention. We will institutionalize the best of 

both of these programs into the force over the next year.

The Network

The last nine and a half years of war have demonstrated 

that the network is essential to a 21st Century, 

expeditionary Army. Networked organizations provide 

an awareness and understanding required by leaders 

who must act decisively at all points along the spectrum 

of conflict, and by Soldiers on the ground who are 

executing the mission. The network is also essential 

for planning and operating with Joint, coalition and 
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Strategic Crossroads

Our Nation and its Army are positioned at a unique 

point in history. This is not quite like any other year. 

We must now consider the hard-won lessons of recent 

combat experience, current and anticipated resource 

constraints and the uncertainty of the future. The decisions we make will have far reaching and long lasting 

implications. This calls for deliberate and thoughtful 

choices and actions as we determine where to best invest our Nation’s precious resources.

Transforming the Generating Force

Over the course of the past decade, the operational 

Army has evolved dramatically. The need for change 

was driven by a fundamental reality: daily contact with 

a decentralized, adaptive, creative and deadly enemy. 

The Army’s generating force, which prepares, trains, 

educates and supports Army forces worldwide, is also 

working to rapidly address the demands placed on the 

organization by both the current and future operating 

environments. It has performed magnificently to 

produce trained and ready forces, even while seeking 

to adapt institutional business processes.

Furthermore, the Army is working to provide 

the delivery of new technology with the ARFORGEN 

process as it becomes available, we ensure the integration 

of network capability across our combat formations. 

This “capability set” approach will field enhanced 

performance in a more timely and efficient manner.

Ground Combat Vehicle

To operate in austere conditions against a lethal, 

adaptive enemy, our Soldiers need a fighting vehicle 

that is capable of full spectrum operations with better 

levels of protection than our current vehicles. To 

meet that need, the Army is focused on developing 

a versatile Ground Combat Vehicle that will meet an 

array of anticipated future requirements and see its 

first delivery in seven years. It will provide the needed 

protection against a variety of threats, including that 

of improvised explosive devices, and deliver Soldiers 

to the fight under armor. Even with the significant 

capabilities that a new ground combat vehicle will 

provide, it comprises only one element of the Army’s 

overall combat vehicle modernization strategy. Our 

strategy also addresses improvements to vehicles like 

the Paladin howitzer and Stryker combat vehicles, 

integration of the MRAP into our formations and 

prudent divestment of obsolete systems.

“This generation of heroes has been tested in a daunting array 

of ways – multiple deployments and separations from family, 

spartan living conditions, the loss of friends and comrades, 

wounds seen and unseen. Our military institutions as a whole 

face complex and unprecedented challenges as well. ” 

~ Robert M. Gates

Secretary of Defense
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15 America’s Army: the strength of the nation

and set of recommendations to revalidate, modify or 

terminate each of our requirements, including research 

and development, procurement and sustainment 

accounts. These reviews are helping us identify gaps 

and unnecessary redundancies, while ensuring good 

stewardship of our nation’s resources. We are building a 

foundation that will identify savings, manage strategic 

risks, maximize flexibility and posture us even more 

effectively for the future.

Civilian Workforce Transformation

There are approximately 279,000 Civilians in the 

Army. Adding the Army Corps of Engineers and 

personnel supported by non-appropriated funds, the 

number exceeds 335,000 Civilians. That is about 23 

percent of our total Army force. Army Civilians live 

and work in communities throughout our 50 states 

and U. S. Territories and overseas theaters of operation. 

They comprise 60 percent of our generating force.

This generating force performs many of the essential 

tasks that support ARFORGEN so our Soldiers can 

concentrate on their missions. Army Civilians have 

deployed and stood in support of our Soldiers during 

the most dangerous and difficult periods of conflict. 

In fact, over 4,300 Civilians deployed to Iraq or 

Afghanistan in 2010. The Nation’s ability to sustain the 

all-volunteer force will be difficult and challenged if we 

do not prioritize development and investment in our 

most important institutional asset, our people. Now, 

as never before, we increasingly call upon our Civilian 

Corps to assume greater levels of responsibility and 

accountability at organizations throughout the Army, 

and we must invest in them accordingly. The goal is to 

become a generating force driven by innovation, able 

to adapt quickly and to field what our Soldiers and 

their Families will require. Therefore, the Army has 

embarked upon a Civilian Workforce Transformation 

initiative to pursue five lines of effort.

First, we will integrate requirements determination, 

allocation and resourcing processes that identify 

the civilian workforce capabilities. Second, we will 

improve civilian workforce lifecycle strategy, planning 

and operations to enhance mission effectiveness. 

Third, we will establish an integrated management 

system to support civilian human capital decision 

making. Fourth, we will deliberately develop Army 

“readiness at best value” in order to help us live 

within the constraints imposed by the national and 

international economic situation. In short, the need to 

reform the Army’s institutional management processes 

and develop an Integrated Management System, 

while continuing to meet combatant commander 

requirements, has never been more urgent. Thus, to 

enhance organizational adaptive capacity, while wisely 

stewarding our resources, the Army initiated a number 

of efforts along three primary business transformation 

objectives: establish an enterprise mindset and approach; 

adapt institutional processes to align with ARFORGEN; 

and reform the requirements and resource process.

To enable business transformation and foster an 

enterprise approach, we established the Office of 

Business Transformation and developed enterprise 

functions that are facilitated by teams of leaders 

who focus on the domains of Human Capital, 

Readiness, Materiel and Services and Infrastructure. 

At the most strategic level, we established the Army 

Enterprise Board to provide a forum for Army senior 

leaders to address organizational strategic choices 

and tradeoffs. Additionally, we established our 

Business Systems Information Technology Executive 

Steering Group to facilitate an enterprise approach to 

information technology investments.

We are working collaboratively to reform our 

requirements and resourcing process in order to create 

an organizationally aligned set of capabilities. As part 

of that effort, we have initiated an Army Acquisition 

Review. This review will provide a blueprint for actions 

over the next two years to improve the efficiency and 

effectiveness of the Army acquisition processes. We’ve 

also commissioned a short-term task force to analyze 

costs, establish credible benchmarks and help us better 

understand not only where our investment dollars go, 

but also what we get in return. We are developing a 

systematic approach to the Army’s business processes 

that will ensure that innovative ideas and efficiencies 

influence future budgets.

Furthermore, we instituted a portfolio review 

process that is bringing discipline to our acquisition 

programs by evaluating and realigning requirements 

with the reality of today and what we will need in 

years to come. This Capability Portfolio Review 

process is providing an overarching detailed analysis 
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Stewardship, Innovation 

and Accomplishments

Fiscal Stewardship

We take our responsibility to serve as good stewards of 

the financial resources the Nation has entrusted to our 

care very seriously, and we are taking action to improve 

our ability to manage those resources effectively.

To help our leaders and managers make better 

resource-informed decisions, we have placed renewed 

emphasis on cost management throughout the Army. 

At all levels, from installation to Army Headquarters, 

we have implemented training and professional 

development programs to give our people improved 

cost management skills and a greater understanding 

of the cost implications of their decisions. Training 

programs include a graduate-level Cost Management 

Certificate Course for carefully selected mid-level analysts, 

professional development courses for general officers 

and members of the Senior Executive Service, training 

incorporated into existing courses throughout the Army’s 

civilian leaders. Fifth, we will reform the civilian hiring 

process. By the end of 2011, the Army will implement a 

comprehensive competency-based Civilian Leadership 

Development Program and fully implement the Civilian 

Talent Management Program. These programs will 

ensure that employees and management understand 

what is required for success, with realistic career paths 

and developmental opportunities to achieve success.

The pay-off for this program is four-fold. For Civilians, 

the transformation will provide an outline for success 

with the appropriate training and development 

opportunities to facilitate the achievement of their 

career goals within the Army. For Commanders, the 

Civilian Workforce Transformation will provide the 

right workforce with the right training and development 

for the current and future mission requirements. For 

the Army, it will provide a predictable and rational 

method to articulate requirements and make decisions 

about resourcing in a fluid environment. Finally, 

for the Nation, the transformation will provide the 

investment in human capital required to effectively 

manage the institutional Army now and in the future.
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and waste. Net Zero is a force multiplier enabling the 

Army to appropriately steward available resources, 

manage costs and provide our Soldiers, Families 

and Civilians with a sustainable future. In an era of 

persistent conflict, with a mission of stabilizing wartorn nations, a true stabilizing factor can be that of 

appropriate resource management. The Net Zero plan 

ensures that sustainable practices will be instilled and 

managed throughout the appropriate levels of the 

Army, while also maximizing operational capability, 

resource availability and well-being.

We have taken a significant step by incorporating all 

fuel costs throughout the lifecycle of the equipment 

as we analyze various alternatives for modernization 

programs such as the next ground combat vehicle, 

the Joint Light Tactical Vehicle and the Armed Aerial 

Scout. This approach enables us to make informed 

decisions about various alternatives and define energy 

efficiency performance parameters in capability 

documents for our program managers and original 

equipment manufacturers. Of course, not all solutions 

will involve big pieces of equipment or new vehicles. 

We are also pursuing technologies on a much smaller 

scale, such as spray foam tent insulation and shower 

water recycle systems — investments from which 

direct energy savings pay off in a matter of months.

We are also working on more efficient generators and 

power distribution. Development of hardware, software 

and controls to perform micro-grid implementation is 

underway for buildings at the Field Artillery Training 

Center at Fort Sill, Oklahoma. This technology also has 

potential for use in a deployed operational environment. 

The Army is preparing to field “smart grid” capabilities 

for tactical command posts and forward operating 

base camps that will enable generators to support the 

larger grid instead of a single end user. As they become 

scalable and deployable, renewable energy technologies 

can also be integrated into these smart grids.

The Profession of Arms

The last nine and a half years of conflict have had 

significant impacts on the Army, its Soldiers, Families 

and Civilians. Many of these are well documented 

and are being addressed. There remain, however, other 

consequences that we seek to understand. We will 

examine the impacts of war on our profession of arms 

formal schooling system and hands-on training in costbenefit analysis. These programs have reached over 2,700 

Soldiers and Civilians, and training continues.

In addition to providing training and professional 

development, we must give our people the essential tools 

that will enable them to carry out their cost management 

responsibilities. Toward this end, we have fielded the 

General Fund Enterprise Business System (GFEBS) to 

more than 11,000 users at 14 major installations. As 

reported by the Government Accountability Office, 

GFEBS development is on schedule and on budget. 

Much more than an accounting system, GFEBS is the 

Army’s new business system. It gives managers a greatly 

improved capability to manage the cost, schedule and 

performance of their programs and, at the same time, is 

the centerpiece in our progress toward full auditability of 

our financial statements

Energy Security and Sustainability 

Energy security and sustainability are operationally 

necessary, financially prudent and are key 

considerations for Army installations, weapon systems 

and contingency operations. Energy security means 

that the Army retains access to energy and can continue 

to operate when catastrophe strikes and energy supplies 

are disrupted, cut off or just plain difficult to secure. 

To remain operationally relevant and viable, the Army 

must reduce its dependency on energy, increase energy 

efficiency, and implement renewable and alternate 

sources of energy.

The Army has established a Senior Energy Council, 

appointed a Senior Energy Executive, created an 

Energy Security Office, and adopted a comprehensive 

energy security strategy. This strategy will not only 

lead to energy cost savings but help create a more 

sustainable force with increased endurance, resilience, 

and force protection. We will enhance our stewardship 

of our nation’s energy resources and less dependent 

upon foreign sources of fuel. The Army’s logistical tail 

of the operational energy pipeline is a handicap that 

must be overcome through technological advances. We 

must leverage technology to improve our agility and 

flexibility against an irregular and decentralized enemy.

On Army installations, we are developing a holistic 

approach, called Net Zero, to address energy, water, 
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understand that this generous support is predicated on 

the Army’s continued professionalism, guided by our 

Army creeds, our service oaths and the Army values that 

anchor our conduct (Loyalty, Duty, Respect, Selfless 

Service, Honor, Integrity and Personal Courage).

In order to examine the impacts of our current 

experience on the Profession of Arms, the Army will 

continue a discussion at all levels in which we will ask 

ourselves three fundamental questions:

• What does it mean for the Army to be a 

Profession of Arms?

• What does it mean to be a Professional Soldier?

• After nine years of war, how are we as individual 

professionals and as a profession meeting 

these aspirations?

The dialogue will help inform our understanding 

on what it means to be a professional Soldier in an 

era of persistent conflict.

Conclusion

The professionalism, dedicated service and sacrifice 

of our all-volunteer force are hallmarks of the Army 

– the Strength of our Nation. Soldiers, their Families 

and Army Civilians continue to faithfully serve our 

and take a hard look at ourselves – how have we changed 

as individuals, as professionals and as a profession.

The Army is more than a job; it is a profession. It is a 

vocation composed of experts in the ethical application 

of land combat power serving under civilian authority 

and entrusted to defend the Constitution and the 

rights and interests of the American people. The 

level of responsibility is like no other profession 

– our Soldiers are entrusted to apply lethal force 

ethically and only when necessary. Also, unlike other 

professions, the profession of arms is practiced in the 

chaotic and deadly machinations of war. Along with 

that awesome responsibility comes both individual 

and organizational accountability, which we seek to 

examine as parts of our Profession of Arms.

The American Professional Soldier is an expert and 

a volunteer, certified in the Profession of Arms and 

bonded with comrades in a shared identity and culture 

of sacrifice and service to the Nation and Constitution. 

The Soldier adheres to the highest ethical standards and 

is a steward of the future of the profession. Contrasting 

this are state, non-state and individual actors who 

operate outside generally accepted moral and ethical 

boundaries. Because of this, the Army has received 

tremendous support from the American people and 

their elected representatives. We are forever grateful 

for that support, and we do not take it for granted. We 
America’s Army: the strength of the nation

2011 army posture statement

19 America’s Army: the strength of the nation

and their Families will require. We must continue to 

improve efficiency and reduce overhead expenditures 

as good stewards of our Nation’s valuable resources. 

We recognize that institutional change is not only 

about saving money, and efficiencies are not simply 

about improving the bottom line. Institutional change 

is about doing things better, doing them smarter and 

taking full advantage of the progress, technology, 

knowledge and experience that we have available to us.

With the trust and confidence of the American 

public and the support of Congress with appropriate 

resources, America’s Army will remain the Strength 

of the Nation.

country as we prevail in one of the most challenging 

times in our Nation’s history.

The Army is achieving its goals to restore balance 

in fiscal year 2011. We will be transitioning to a 

period where we must reconstitute the force for other 

missions; build resilience in our Soldiers, Families 

and Civilians and diligently maintain our combat 

edge. We are modernizing the force for the future by 

developing and fielding versatile, affordable, survivable 

and networked equipment to ensure Soldiers maintain 

a decisive advantage over any enemy they might face.

We are responding to the lessons our operating force 

learned and the changes it made over the past nine 

and a half years by adapting the institutional Army 

to effectively and efficiently generate trained and 

ready forces for full spectrum operations. The sector 

of the Army that trains and equips our Soldiers, the 

generating force, must be driven by innovation and 

be able to adapt quickly and field what our Soldiers 
2011 army posture statement

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

www.army.mil/aps/11 20

ADDENDUM A - List of Online Information Papers

Accelerate Army Growth

Access to Care

Active Component Reserve Component Rebalance

Aerial Delivery

Africa Command

Antiterrorism Operations Intelligence Cell 

Antiterrorism Program

Armed Forces Recreation Centers

Army Ammunition Readiness Program

Army Campaign of Learning

Army Campaign Plan for Health Promotion 

and Risk Reduction

Army Capstone Concept

Army Career and Alumni Program (ACAP)

Army Career Intern Program

Army Career Tracker

Army Child Development Program

Army Civilian Police and Guard Academy

Army Community Covenant

Army Community Service Family 

Readiness Programs

Army Community Service Family Support Programs

Army Community Service Transformation

Army Community Service Volunteer Programs

Army Concept Framework

Army Contingency Basing

Army Continuing Education System

Army Corrections Systems

Army Culture and Foreign Language Strategy

Army Cyber Command

Army Data Center Consolidation Plan 

Army Energy Enterprise

Army Enterprise Equipping and Reuse Conference

Army Environmental Programs

Army Equipment Reset

Army Equipping Strategy

Army Family Action Plan (AFAP)

Army Family Covenant

Army Force Generation (ARFORGEN 

Synchronization Tool (AST)

Army Gaming

Army Geospatial Enterprise

Army LandWarNet/Battle Command Test, 

Integration and Certification
America’s Army: the strength of the nation

2011 army posture statement

21 America’s Army: the strength of the nation

ARNG Exportable Combat Training Capability

ARNG Fielding of AH64D Longbow Helicopter

ARNG Fielding of CH47F Chinook Cargo Helicopter

ARNG Fielding of Lakota Light Utility Helicopter

ARNG Fielding of UH/HH-60M Blackhawk 

Helicopters

ARNG General Educational Development Plus 

Program

ARNG Global Minuteman Bulletin

ARNG Homeland Response Forces

ARNG Job Connection Education Program

ARNG Muscatatuck Army Urban Training Center 

ARNG Occupational Health and Industrial Hygiene

ARNG Operational Mentorship and Liaison Teams

ARNG Operational Support Airlift Agency

ARNG Patriot Academy

ARNG Personnel Blast and Contaminant Tracker

ARNG Post Deployment Health Reassessment 

(PDHRA)

ARNG Recruit Sustainment Program

ARNG Recruiting Assistance Program

ARNG Resilience Programs

ARNG Rotary Wing and Unmanned Aircraft

Army Leader Development Strategy for a 

21st Century (ALDS)

Army Learning Concept for 2015

ARNG Apprenticeship Program Initiative 

ARNG Active First Program

ARNG Agribusiness Development Team

ARNG Army Community of Excellence

ARNG Aviation Training Sites

ARNG Chemical, Biological, Radiological, Nuclear 

and High Yield Explosive (CBRNE) Enhanced 

Response Force Packages (CERFP) Teams 

ARNG Civil Support Teams

ARNG Combat Aviation Brigade

ARNG Community Based Warrior Transition Units (WTU)

ARNG Counter-Drug

ARNG Domestic All Hazard Response Team

ARNG Education Support Center

ARNG Electronic Data Warehouse

ARNG Employer Support to Guard and Reserve

ARNG Energy Conservation Initiatives

ARNG Energy Lab

ARNG Environmental Program

ARNG Exercise Eagle Owl

ADDENDUM A - List of Online Information Papers
2011 army posture statement

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

www.army.mil/aps/11 22

ARNG Special Operations

ARNG State Partnership Program

ARNG Survivor Outreach Services

ARNG Tactical Unmanned Aircraft System (TUAS) 

Fielding 

ARNG Vibrant Response

ARNG Yellow Ribbon Reintegration Program

ARNG Youth Challenge Program

Army OneSource

Army Operating Concept

Army Preposition Stocks

Army Reserve Command and Control Network

Army Reserve Employer Partnership

Army Reserve Equipping

Army Reserve Global Network Enterprise

Army Reserve Voluntary Education Services

Army Spouse Employment Partnership Program

Army Training Concept (ATC) 2012-2020

Army Training Network

Army Values

Army Wounded Warrior Program 

Asymmetric Warfare Group

Base Realignment and Closure (BRAC) Program

Battlespace Terrain Reasoning and Awareness

Behavioral Health

Better Opportunity for Single Soldiers (BOSS)

Biometrics

Brigade Combat Team Integration Exercise –

Network

Building Partnership Capacity Through 

Security Cooperation

Capabilities Development for Rapid Transition

Capability Packages and Army Modernization

Center for the Army Profession and Ethic

Chemical and Biological Preparedness

Chemical Demilitarization Program

Chemical, Biological, Radiological, Nuclear and 

High Yield Explosive (CBRNE) Consequence 

Management Response Force (CCMRF)

Child and Youth School Support (CYSS) Services 

Child, Youth & School (CYS) Services

Civil Works

Civilian Education System

Civilian Functional Training

Civilian Workforce Transformation

Coalition Command, Control, Communications, 

ADDENDUM A - List of Online Information Papers
America’s Army: the strength of the nation

2011 army posture statement

23 America’s Army: the strength of the nation

Directors of Logistics (DOL) Enterprise Transformation

Distributed Common Ground System-Army 

(DCGS-A)

Diversity

Document and Media Exploitation (DOMEX)

Don’t Ask Don’t Tell (DADT)

Enlistment Incentives

Enlistment Incentives Program Enhancements

Enterprise Active Directory

Enterprise Email

Equal Opportunity (EO)

Equipping the Reserve Component

Exceptional Family Member Program (EFMP) 

Respite Care

Expanding Intelligence Training

Expeditionary Capabilities

Expeditionary Contracting

Family Advocacy Program

Force Battle Command Brigade & Below and Joint 

Battle Command Platform 

Force Protection Protective Systems

Force Provider Program 

Foreign Military Sales

Computers, Intelligence, Surveillance and 

Reconnaissance (C5ISR) Operational 

Needs Statement (ONS)

College of the American Soldier

Combat Casualty Care

Combat Training Center (CTC) Program 

Combating Weapons of Mass Destruction (WMD)

Common Logistics Operating EnvironmentThreshold Capabilities Implementation

Common Operating Environment

Communications-Electronics Evaluation and Repair 

Team

Condition Based Maintenance 

Condition Based Maintenance Plus

Continental U. S. and Home-Station 

CENTRIXS-ISAF (CX-I) Expansion

Contract Closeouts

Cost Management

Counter Rocket Artillery Mortar (C-RAM)

Cyberspace Operations

Defense Support To Civil Authorities (DSCA)

Defense Support to Civil Authorities Defense 

Coordinating Officer

Deployment Cycle Support

Depot Maintenance Initiatives

ADDENDUM A - List of Online Information Papers
2011 army posture statement

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

www.army.mil/aps/11 24

Forensics

Full Spectrum Training Concept

Future Force Integration Directorate

General Fund Enterprise Business System

Global Combat Support System-Army (GCSS-Army)

Global Force Posture

Ground Combat Vehicle

Grow the Army Acquisition Workforce

Growing Army Human Intelligence (HUMINT) 

Capabilities

Healthcare Facilities

Human Terrain System (HTS)

Industrial Base 

Industrial Base IT Modernization

Information Assurance and Network Security

Information Systems Engineering Command

Initial Military Training (IMT) Improvements

Institute for Noncommissioned Officer 

Professional Development

Integrated Personnel and Pay System-Army 

(IPPS-A)

Integrated Training Environment (ITE)

Irregular Warfare Capabilities

Joint Light Tactical Vehicle

Joint Tactical Radio System

Joint Training Counter-IED Operations Integration 

Center (JTCOIC)

Joint Users Interoperability Communications 

Exercise

Lead Materiel Integrator (LMI)

Logistics Modernization Program

Logistics Civil Augmentation Program (LOGCAP) 

Manpower Personnel Integration Program 

(MANPRINT)

Medical and Dental Readiness

Military Construction Business Process

Military Family Life Consultants

Military Intelligence Rebalancing

Mine Resistant Ambush Protected All Terrain 

Vehicle

Mission Command Center of Excellence

Mission Support Elements

Modular Force Conversion

Morale Welfare and Recreation (MWR)

Multinational Exercises

Net Zero 

Network Capability Set Management 

ADDENDUM A - List of Online Information Papers
America’s Army: the strength of the nation

2011 army posture statement

25 America’s Army: the strength of the nation

Regional Hub Nodes

Rehabilitative Medicine

Reserve Component as Part of 

the Operational Force

Residential Communities Initiative

Resiliency Initiatives in Initial Military Training 

Responsible Drawdown

Rest and Recuperation (R&R) Leave Program

Restructuring Army Aviation

Retention Program

Retirement Services

Robotics

Safety Center Online Tools for Risk Mitigation

Safety Training

Section 852 of the 2008 National Defense 

Authorization Act 

Sexual Harassment Assault Response and 

Prevention Program

Single Army Logistics Enterprise 

Small Arms Modernization

Smart and Green Energy for Base Camps

Soldier Access to Training Lands

Soldier and Family Assistance Centers

Noncommissioned Officer Education System

Non-Commissioned Officer Education System 

(NCOES)

Non-Deployable Campaign Plan

Officer Education System (OES)

Officer Retention

Operational Contract Support

Operational Energy Security

Organizational Clothing and Equipment (OCIE) and 

Central Issue Facility (CIF) Modernization

Pandemic Influenza & Infectious Disease 

Preparation

Persistent Air and Ground Surveillance to Counter 

Improvised Explosive Device

Persistent Conflict

Post Award Oversight and Surveillance of Contracts 

Policy 

Post Deployment Health Reassessment (PDHRA)

Privatization of Army Lodging

Property Accountability

Public Health Command

Rapid Adaptation Initiative 

Rapid Equipping Force (REF)

Real Estate Disposal

ADDENDUM A - List of Online Information Papers
2011 army posture statement

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

www.army.mil/aps/11 26

Warrior Transition Command (WTC)

Warriors in Transition

Western Hemisphere Institute for 

Security Cooperation

Women in the Army

Workforce Revitalization in Support of Base 

Realignment and Closure (BRAC) 2005

Youth Programs

Soldier Plate Carrier System/Body Armor

Soldier’s Creed

Standardizing IT Services to All Installations 

Worldwide 

Strong Bonds

Structured Self Development

Stryker Double V-Hull

Survivor Outreach Services

Sustainability

Sustainable Range Program

Temporary End Strength Increase (TESI) 

Drawdown Plan 

Theater Support and Aviation Reset 

Transferability of GI Bill Benefits to Family Members

Traumatic Brain Injury (TBI)

Tunnel Detection Activity System (TDAS)

Unmanned Logistics System

Utilities Privatization

War Reserves Secondary Items

Warfighter Information Network-Tactical (WIN-T)

Warfighter Information Network-Tactical (WIN-T) 

Increment Two

Warrior Ethos

ADDENDUM A - List of Online Information Papers
America’s Army: the strength of the nation

2011 army posture statement

27 America’s Army: the strength of the nation

Information: CIO / G06

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

Programs: G-8

This site provides information on materiel 

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/

Army Training and Doctrine Command (TRADOC)

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

Reserve Components

Army National Guard

http:www.arng.army.mil

Army Reserve

http://www.armyreserve.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 OneSource

This site serves as an entry point to the Army 

Integrated Family Network and Army OneSource.

http://www.myarmyonesource.com/default.aspx

ADDENDUM B - Websites

Headquarters, Department of the Army 

and other Commands

This site provides news, features, imagery, and 

references.”

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

The Army Webpage

It provides news, features, imagery, and references.

http://www.army.mil/ 

The Army Modernization Strategy

https://www.g8.army.mil/pdf/AMS2010_lq.pdf 

The Army Posture Statement

This site provides access to archived Army Posture 

Statements from 1997 to 2010.

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/

Assistant Secretary of the Army (Installations, 

Energy & 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/
2011 army posture statement

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

www.army.mil/aps/11 28

AC Active Component

ACOM Army Command

ACP Army Campaign Plan 

AETF Army Evaluation Task Force

AFC Army Family Covenant

AFRICOM Africa Command 

AMAP Army Medical Action Plan

AMC Army Materiel Command

AMS Army Modernization Strategy

APS Army Prepositioned Stocks

AR Army Regulation

ARCIC Army Capabilities Integration 

Center 

ARFORGEN Army Force Generation

ARNG Army National Guard

ASC Army Sustainment Command

ASCC Army Service Component 

Command

ASEP Army Spouse Employment 

Partnership

AWG Asymmetric Warfare Group

AWO Asymmetric Warfare Office

AW2 Army Wounded Warrior Program

BCT Brigade Combat Team

BCTP Battle Command Training 

Program

BOG Boots on Ground

BOLC Basic Officer Leader Course

BRAC Base Realignment and Closure

CBM Conditions Based Maintenance

CBRN Chemical, Biological, 

Radiological, and Nuclear

CBRNE Chemical, Biological, 

Radiological, Nuclear, and 

(High-Yield) Explosives

CCDR Combatant Commander

CCMRF CBRNE Consequence 

Management Reaction Force

CEF Contingency Expeditionary 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

ADDENDUM C - Abbreviations
America’s Army: the strength of the nation

2011 army posture statement

29 America’s Army: the strength of the nation

FORSCOM Forces Command

FRG Family Readiness Group

FSO Full Spectrum Operations

FY Fiscal Year

GAT Global Assessment Tool

GBIAD Global Based Integrated Air 

Defense

GCSS-A Global Combat Service SupportArmy

GDPR Global Defense Posture 

Realignment

GFEBS General Fund Enterprise 

Business System

GNEC Global Network Enterprise 

Construct

HBCT Heavy Brigade Combat Team

HMMWV High Mobility Multipurpose 

Wheeled Vehicle

HP&RR Health Promotion and Risk 

Reduction

HQDA Headquarters Department 

of the Army

HUMINT Human Intelligence 

IBA Improved Body Armor 

IBCT Infantry Brigade Combat Team

IED Improvised Explosive Device

IPPS-A Integrated Personnel and Pay System

COTS Commercial Off-The-Shelf

CPR Capability Portfolio Review

CS Combat Support

CSF Comprehensive Soldier Fitness

CSS Combat Service Support

CT Counter Terrorism

CTC Combat Training Center

CTE Collective Training Event

DA Department of the Army

DA PAM Department of the Army 

Pamphlet

DCGS-A Distributed Common Ground 

System-Army

DEF Deployment Expeditionary Force

DMDC Defense Manpower Data Center

DoD Department of Defense

DOTMLPF Doctrine, Organization, Training, 

Materiel, 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 System

FM Field Manual 

ADDENDUM C - Abbreviations
2011 army posture statement

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

www.army.mil/aps/11 30

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

MFLC Military Family Life Consultant

MOUT Military Operations in Urban 

Terrain 

MRAP Mine-Resistant, AmbushProtected

MRE Mission Readiness Exercise

MRT Master Resiliency Trainer

MRX Mission Rehearsal Exercise

MTOE Modified Table of Organization 

and Equipment 

MTT Mobile Training Teams 

NBC Nuclear, Biological, Chemical

NET New Equipment Training 

NCA National Command Authority

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

OND Operation New Dawn

OPLAN Operational Plan

OPTEMPO Operational Tempo

O&M Operations and Maintenance

POM Program Objective Memorandum 

PSYOP Psychological Operations

PTDO Prepare to Deploy Orders

PTSD Post-Traumatic Stress Disorder 

ADDENDUM C - Abbreviations
America’s Army: the strength of the nation

2011 army posture statement

31 America’s Army: the strength of the nation

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 

QDR Quadrennial Defense Review

QOL Quality of Life

RC Reserve Component

RCI Residential Communities Initiative 

REF Rapid Equipping Force

RFI Rapid Fielding Initiative 

SALE Single Army Logistics Enterprise

SBCT Stryker Brigade Combat Team 

SFAC Soldier and Family Assistance 

Center

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

TDA Table of Distribution and 

Allowances 

TRADOC Training and Doctrine Command 

TTP Tactics, Techniques, and 

Procedures

UAH Up-Armored HMMWV

UAS Unmanned Aircraft System

ADDENDUM C - Abbreviations
MAINTAINING 

OUR COMBAT EDGE

MAINTAINING 

OUR COMBAT EDGE

“Over the past three years, we have made 

great progress towards restoring balance to 

the force, and we can anticipate reaching a 

point by the end of next year when we will 

have a more sustainable deployment tempo 

for our forces. As we approach this point, 

we face a key challenge: maintaining our 

combat edge while reconstituting the force 

for other missions and dealing with the 

continuing impacts of war. The war is not 

over, and the future holds complex, dynamic 

and unanticipated threats to our national 

Security. We cannot afford to lose our 

combat edge in this turbulent period.”

“Over the past three years, we have made 

great progress towards restoring balance to 

the force, and we can anticipate reaching a 

point by the end of next year when we will 

have a more sustainable deployment tempo 

for our forces. As we approach this point, 

we face a key challenge: maintaining our 

combat edge while reconstituting the force 

for other missions and dealing with the 

continuing impacts of war. The war is not 

over, and the future holds complex, dynamic 

and unanticipated threats to our national 

Security. We cannot afford to lose our 

combat edge in this turbulent period.”

George W. Casey, Jr.

General, United States Army

Chief of Staff
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 America’s Army: www.army.mil/aps/11