2012

ARMY POSTURE

THE NATION’S FORCE OF DECISIVE ACTION

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

TM America’s Army: the strength of the nation the strength of the nation
Medal

ofHonor

ARMY RECIPIENTS 

Medal

ofHonor

SFC Paul R. Smith (P)

IRAQ

April 4, 2005

PFC Ross A. McGinnis (P)

IRAQ

June 2, 2008

SFC Jared C. Monti (P)

AFGHANISTAN

September 17, 2009

SSG Robert J. Miller (P)

AFGHANISTAN

October 6, 2010

SSG Salvatore A. Giunta

AFGHANISTAN

November 16, 2010

SSG Leroy A. Petry

AFGHANISTAN

July 12, 2011

www.army.mil/medalofhonor/ (P) Indicates posthumous award
A STATEMENT ON THE 

POSTURE OF THE UNITED STATES ARMY 2012

submitted by

THE HONORABLE JOHN M. McHUGH and

GENERAL RAYMOND T. ODIERNO

to the Committees and Subcommittees of the 

UNITED STATES SENATE

and the

HOUSE OF REPRESENTATIVES

2nd SESSION, 112th CONGRESS

FEBRUARY 2012
America’s Army:

THE STRENGTH OF THE NATIONTM

Our Army is the Nation’s force of decisive 

action, a relevant and highly effective force for 

a wide range of missions. Trust is the bedrock of 

our honored profession—trust between each 

other, trust between Soldiers and leaders, trust 

between Soldiers and their Families and the 

Army, and trust with the American people. I am 

honored to serve in the ranks of the great men 

and women who willingly serve our country.

 Raymond T. Odierno

 General, United States Army

 Chief of Staff

John M. McHugh

Secretary of the Army

Those of us who have the honor of walking 

into a building each and every morning where 

the word “hero” really means something have 

a duty and a responsibility to all of you: To 

ensure this nation’s continued respect, built on 

the valor and sacrifice and bloodshed of our all 

volunteer force—Active, Guard, Reserve—the 

young men and women of the United States

military who committed and recommitted 

themselves to defending this great nation 

after attacks on America are never left 

short-changed again.
Prevent, Shape, Win

February 17, 2012

We have been a Nation at war for the past 10 years, and America’s Army has proven—on and off the 

battlefield—that we are the premier warfighting force in the world. Over the past year, we successfully 

concluded combat operations in Operation Iraqi Freedom/Operation New Dawn. In Afghanistan, more 

than 65,000 Soldiers continue to conduct combat operations and transfer security responsibilities to the 

Afghanistan National Security Forces.

Today, over 192,000 American Soldiers remain committed to their missions while forward deployed in 

about 150 countries around the world. Our Army—Active, Guard, Reserve and Civilian—has demonstrated 

its versatility by supporting homeland defense while conducting a wide range of operations, including 

counterinsurgency, stability operations, regular and irregular warfare, counterterrorism, building partner 

capacity, and providing humanitarian assistance at home and abroad.

The 1.1 million Soldiers who deployed to combat during the past decade have demonstrated remarkable 

courage, mental and physical fortitude. In that time, U.S. Soldiers have earned 6 Medals of Honor, 24 

Distinguished Service Crosses, more than 600 Silver Stars and nearly 14,000 other awards for valor. Our 

accomplishments in Iraq and Afghanistan have come with an enormous cost, as more than 4,500 Soldiers 

have rendered the ultimate sacrifice and almost 33,000 have returned as Wounded Warriors. Through all of 

this adversity, the courage and resilience of our Soldiers, Civilians and Family members have demonstrated 

repeatedly that our Army remains the Strength of the Nation.

As we look to the future, the uncertainty and complexity of the global security environment demands 

vigilance. In these challenging economic times, America’s Army will join Department of Defense efforts to 

maximize efficiency by identifying and eliminating redundant, obsolete or unnecessary programs, responsibly 

reducing end-strength and by evolving our global posture to meet future security challenges. We know, as 

President Obama has repeatedly said, that a strong economy is vital to our national security. 

During this decade of conflict, we have dramatically transformed our Army, and we will continue to do so. 

We will emerge from the forthcoming budget reductions a leaner force, but one still fully capable of and 

committed to meeting our obligations to the Nation, the American people and our Soldiers, Civilians and 

Family members. Although our Army will become smaller in the coming months and years, we will preserve 

the quality of our all-volunteer force. We must ensure that our Army—as part of Joint Force 2020—is 

adaptive, innovative, flexible, agile, integrated, synchronized, lethal and discriminate.

This 2012 Army Posture Statement lays out the priorities and guiding principles for our year ahead. For 

more in-depth information, please visit www.army.mil/aps/12. With the continued support of the President, 

Congress, our Departmental leadership and the American people, we will continue not only to fight and win 

our Nation’s wars, but also to maintain our decisive edge into the coming decade. 

Army Strong!

John M. McHugh

Secretary of the Army

Raymond T. Odierno

General, United States Army

Chief of Staff
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

TABLE OF CONTENTS

I. The Strategic Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

America’s Army - The Nation’s Force of Decisive Action

2011 - The Army in Transition

Operation Enduring Freedom

Operation New Dawn

Other Global Commitments

Defense Support of Civil Authorities

Army Special Operations Forces

Fiscal Environment

Challenges of Reduced Budget

Challenges of Continuing Resolutions

Security Environment

Implications for America’s Army

Role of the Army: Prevent, Shape, Win

Smaller but Reversible

II. The Army’s Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Support to Operations in Afghanistan

Responsible Stewardship

Institutional Army Transformation

Acquisition Reform

Army Energy Security

A Leaner Army

Force Structure and Force Design

Readiness

- The Strength of Our Army is Our Soldiers

- The Strength of Our Soldiers is Our Families

- Honoring Service

Modernization

- Network

- Ground Combat Vehicle

- Joint Light Tactical Vehicle

- Soldier Systems

III. Summary and Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Prevent, Shape, Win

ADDENDA

A. List of Online Information Papers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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

C. Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

D. Definitions of Mission and Operational Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

E. FY 13 President’s Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

F. Reserve Component Readiness1

*

G. Army Force Generation (ARFORGEN)*

H. Equipment Reset*

I. Transforming Business Practices*

J. Army Energy Security Enterprise*

K. Cyberspace: Army Cyber Command and Cyberspace Operations*

L. The Army Profession*

M. Leader Development*

N. Health Promotion & Risk Reduction (HP&RR) Transition*

O. Comprehensive Soldier Fitness*

P. Army Families*

Q. Equipment Modernization*

R. The Network*

1

 Required by National Defense Authorization Act of 1994

* Online at www.army.mil/aps/12
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

1

rise of new powers across Asia and an era of uncertainty 

in the Middle East.

On top of that, our Nation confronts a serious deficit and debt 

problem (in itself a national security risk) that will squeeze 

future Army budgets. However, declining defense budgets 

do not nullify our obligation to provide enough capacity and 

maintain a highly ready force that is sufficiently modernized 

to provide a leaner, adaptive, flexible and integrated force 

that offers the President a significant number of options 

along the spectrum of conflict.

Today the U.S. Army is the best-trained, best-equipped 

and best-led combat-tested force in the world. Today’s 

Soldiers have achieved a level of professionalism, combat 

experience and civil and military expertise that is an 

invaluable national asset. Our warriors have accomplished 

every assigned task they have been given. But all we have 

I. The Strategic Context

Our Nation has weathered difficult circumstances since 

the attacks on 9/11, yet we have met every challenge. The 

mission in Iraq has ended responsibly, continued progress 

in Afghanistan is enabling a transition to Afghan security 

responsibility and targeted counterterrorism efforts have 

significantly weakened al Qaeda and degraded its leadership. 

In all these endeavors, the Army has played a leading role.

As President Barack Obama stated in introducing his new 

national defense priorities, the country is at a turning point 

after a decade of war and considerable increases in defense 

spending. Even as large-scale military campaigns recede, the 

Nation will still face a growing array of security challenges. 

These new priorities focus on the continuing threat of violent 

extremism, the proliferation of lethal weapons and materials, 

the destabilizing behavior of Iran and North Korea, the 

“As Commander in Chief, I am determined that we meet the challenges of this moment responsibly and that we emerge even 

stronger in a manner that preserves American global leadership, maintains our military superiority and keeps faith with our 

troops, military families and veterans.” ~ President Barack Obama, State of the Union Address, January 2012
Prevent, Shape, Win

2

accomplished in building this magnificent force can be 

squandered if we are not careful. We are an Army in transition, 

and we look to Congress to assist us in the difficult work to 

build the Army of 2020.

America’s Army –

The Nation’s Force of Decisive Action

Every day, America’s 

Army is making a posi-

tive difference in the 

world during one of 

the most challenging 

times in our history. 

Although stressed and 

stretched, the United 

States Army remains 

the most agile, adapt-

able and capable force in the world. Ours is an Army that 

reflects America’s diversity and represents the time-honored 

values that built our Nation—hard work, duty, selflessness, 

determination, honor and compassion.

Today, less than one-half of 1 percent of Americans serve in 

the Army. As members of one of our Nation’s oldest and most 

enduring institutions, these volunteers play an indispensible 

role in guarding U.S. national interests at home and abroad. 

Young men and women who want to make a difference 

in this world want to be part of our Army, which is why 

even after a decade of conflict, we continue to fill our ranks 

with the best the Nation has to offer. They have earned the 

gratitude, trust and admiration of an appreciative people for 

their extraordinary accomplishments.

2011 – The Army in Transition

Over the past year, the Army has concluded its mission 

in Iraq and commenced the drawdown of surge forces in 

Afghanistan while transferring responsibility to Afghan 

forces. We are beginning reductions in end-strength to 

face budgetary realities. We are also undertaking efforts to 

rebalance force structure and make investment decisions 

that will shape the Army of 2020– all during a time of war. 

These transformational efforts are both significant and 

unprecedented. As the President’s new national defense 

priorities are implemented, the Army will continue its 

transition to a smaller yet capable force fully prepared to 

conduct the full range of operations worldwide.
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

3

Operation Enduring Freedom

A decade into the war in Afghanistan, the Army continues 

to play a leading role in defending our national security 

interests in this vital theater. At the start of the war, following 

the attacks on 9/11, elements of Army Special Operations 

Forces led efforts on the ground to bring al Qaeda members 

to justice and remove the Taliban from power, thereby 

denying a safe haven to terrorists. With more than 70,000 

Soldiers in Afghanistan at peak strength in 2011, the Army’s 

brigade combat teams conducted operations ranging from 

stability to counterinsurgency.

Today, over 63,000 Army Soldiers in both general purpose 

and special operations units continue to conduct a wide 

range of missions across Afghanistan to help Afghan citizens 

lay the foundation for lasting security. Simultaneously, the 

Army provided essential logistics capabilities to sustain the 

land-locked Afghan theater. In fact, only America’s Army 

could provide the necessary theater logistics, transportation, 

medical and communications infrastructure capable of 

supporting Joint and Combined forces for an operation of 

this size and complexity.

Since the beginning of combat operations in Afghanistan, 

Soldiers have earned 5,437 valor awards, including 241 Silver 

Stars and 8 Distinguished Service Crosses. Four Soldiers have 

been awarded the Medal of Honor for their heroic actions: 

Sergeant First Class Jared C. Monti, Staff Sergeant Salvatore A. 

Giunta, Staff Sergeant Robert J. Miller and Staff Sergeant Leroy 

A. Petry. They exemplify the courage, commitment and sacrifice 

of all the men and women who have served in this conflict.

Operation New Dawn

In December 2011, the Army concluded more than 8 years 

of combat and stability operations in Iraq. Initially, powerful 

and agile forces liberated Iraq and then adapted to the new 

demand of suppressing the post-invasion insurgencies. 

Indeed, when the Nation needed a sustained effort to achieve 

its strategic objectives, the Army answered the call, adjusting 

its deployment tours from 12 to 15 months to enable a 

decisive surge in forces. Army units trained and equipped Iraq 

Security Forces, and when the mission changed, the Army 

executed the extremely difficult tasks of redeploying people 

and retrograding equipment to ensure future readiness.

Over one million Soldiers and Department of the Army 

Civilians served courageously in Iraq. They were essential to 

freeing more than 25 million Iraqi people from the tyranny of 

a brutal dictator, putting Iraq’s future in the hands of its people 

and removing a national security threat to the United States.

Success came at a great cost in blood and treasure. But even 

during the most dire times, our Soldiers never wavered. 

Their heroic actions earned nearly 8,238 awards for valor, 

including 408 Silver Stars and 16 Distinguished Service 

Crosses. Two Medals of Honor were awarded posthumously 

to Sergeant First Class Paul R. Smith and Private First Class 

Ross A. McGinnis.

Other Global Commitments

In addition to the Army’s unprecedented contributions 

in Afghanistan and Iraq, we have continued to conduct 

operations across the globe to prevent conflict, shape the 
Prevent, Shape, Win

4

environment and win decisively. Nearly 20,000 Soldiers 

remain stationed on the Korean peninsula, providing a 

credible deterrent and investing in our partnership with 

the Republic of Korea Army. Simultaneously, Army Special 

Operations Soldiers in the Pacific region continue to 

provide advice and support to the Philippine Armed Forces, 

enhancing our robust alliance. Both are examples of strategic 

investments in a region that is home to 7 of the world’s 10 

largest armies. (In fact, in most countries around the world, 

the army is the dominant defense force.) And U.S. Soldiers 

continue to serve in places such as the Sinai, Guantanamo 

Bay, Bosnia, Kosovo and the Horn of Africa, developing and 

maintaining relationships on six of the world’s seven continents.

Defense Support of Civil Authorities

Over the past year, the Army has continued to provide 

instrumental support to civil authorities. The Army’s reserve 

component proved to be one of our great strengths for these 

missions, giving the force depth and flexibility. The National 

Guard provides a distinctive capability for the Nation. When 

floods, wildfires and tornados struck from the Midwest to the 

South over the span of a few days in spring 2011, more than 

900 National Guard Soldiers supplied a coordinated response 

to address citizens’ needs across the affected region. Similarly, 

when Hurricane Irene knocked out power and flooded towns 

across the Northeast in the summer of 2011, nearly 10,000 

National Guard Soldiers and Airmen across 13 States delivered 

critical services to sustain the region through the crisis.

ARMY GLOBAL COMMITMENTS: 192,420 SOLDIERS IN NEARLY 150 COUNTRIES

SOUTH KOREA

19,160 SOLDIERS

JAPAN

2,520 SOLDIERS

OTHER OPERATIONS 

& EXERCISES

5,260 SOLDIERS

PHILIPPINES

440 SOLDIERS

PACIFIC

COMMAND

ALASKA

13,840 SOLDIERS

HAWAII

22,720 SOLDIERS

HOMELAND SECURITY

2,830 SOLDIERS

NORTHERN

COMMAND

GUANTANAMO

1,090 SOLDIERS

CENTRAL AMERICA

300 SOLDIERS

SOUTHERN

COMMAND

AFGHANISTAN

65,930 SOLDIERS

IRAQ

130 SOLDIERS

KUWAIT

15,510 SOLDIERS

QATAR

1,590 SOLDIERS

EUROPEAN

COMMAND

CENTRAL

COMMAND

HORN OF AFRICA

1,210 SOLDIERS

SINAI

660 SOLDIERS

AFRICA

COMMAND

EUROPE

38,430 SOLDIERS

BALKANS

800 SOLDIERS
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

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In addition to ongoing counterdrug operations, approximately 1,200 National Guard Soldiers and Airmen 

supported the U.S. Department of Homeland Security 

in 4 States along the southwest U.S. border by providing 

entry identification and analysis to disrupt criminal 

networks and activities.

Army Special Operations Forces 

To conduct unified land operations, the U.S. Army fields 

a suite of Special Operations capabilities that range from 

the world’s finest precision strike and special warfare 

forces to the world’s most lethal combined arms maneuver 

formations. The Army draws from across its broad set of 

capabilities to provide the Joint commander the blend of 

Army assets required to ensure mission accomplishment. 

True in Afghanistan today, Army Special Operations Forces 

are also providing assistance in the Philippines, Yemen, 

the Arabian Gulf, Lebanon, Colombia, the African TransSahel and across the Caribbean and Central America. 

As Army regular forces become available, they will 

increasingly integrate with Army Special Operations Forces 

to promote trust and interoperability with allies and build 

partner nation capacity where mutual interests are at risk 

from internal or external enemies.

Fiscal Environment

Challenges of Reduced Budget

Today’s global fiscal environment is driving defense budgets 

down for our partners and allies, as well as our Nation. 

Historically, defense spending has been cyclic with significant 

reductions following the end of major conflicts. The Army 

understands it cannot be immune to these fiscal realities and 

must be part of the solution. Our focus areas for the FY 13 

budget demonstrate our concerted effort to establish clear 

priorities that give the Nation a ready and capable Army 

while being good stewards of all our resources.

Challenges of Continuing Resolutions

Timely and predictable funding enables the Army to plan, 

resource and manage the programs that produce a trained 

and ready force. The Army very much appreciates that 

Congress approved the FY 12 budget earlier than had been 

the case in recent years when we were forced to operate for 

long stretches under continuing resolutions. Long-term 

continuing resolutions force the Army to slow its spending, 

freeze production rates and delay the start of new programs. 

Such delays pose a risk to the Army’s operational readiness 

and investment strategy. We stand ready to help Congress 

once again pass defense bills in a timely manner.

Security Environment

A series of powerful global trends continue to shape the current and future strategic environment: increased demand for 

dwindling resources, persistent regional conflict, empowered 

non-state actors, the continuing proliferation of weapons of 

mass destruction and failed states. We anticipate a myriad of 

hybrid threats that incorporate regular and irregular warfare, 

terrorism and criminality. We also face cyber-threats to an 

increasingly critical and vulnerable information technology 

infrastructure and the destabilizing effect of global economic 

downturns. Together, these trends create a complex and unpredictable environment in all of the Army’s operational domains: land, sea, air, space and cyberspace. 

“ The Joint Force will be prepared to confront 

and defeat aggression anywhere in the world. It 

will have the ability to surge and regenerate forces 

and capabilities, ensuring that we can meet any 

future threats, by investing in our people and a 

strong industrial base. It will remain the world’s 

finest military.” 

~Secretary of Defense Leon E. Panetta 

 Sustaining U.S. Global Leadership: 

 Priorities for 21st Century Defense

Implications for America’s Army

Role of the Army: Prevent, Shape, Win

In the uncertain environment our country faces, the Army 

remains central to our Nation’s defense as part of the Joint Force. 

No major conflict has been won without boots on the ground. 

Listed below are the three essential roles the Army must play.

First, our Army must prevent conflict just as we did during the Cold War. Prevention is most effective when adversaries are convinced that conflict with your force would be 

imprudent. The Army’s ability to win any fight across the 

full range of operations as part of a Joint Force must never 

be open to challenge. It must be clear that we will fight and 
Prevent, Shape, Win

6

win, which requires a force with sufficient capacity, readiness

and modernization. That means quality Soldiers; agile, adaptive leaders; versatile units; realistic training and modern 

equipment. Prevention is achieved through credible readiness, sometimes requiring decisive action. Our Army must 

continue to be a credible force around the globe to prevent 

miscalculations by those who would test us.

Second, our Army must help shape the international environment to enable our Combatant Commanders to assure 

our friends and contain our enemies. We do that by engaging 

with our partners, fostering mutual understanding through 

military-to-military contacts and helping them build the capacity to defend themselves. These actions are an investment 

in the future that the Nation cannot afford to forego. We 

must cultivate positive relationships before they are needed 

and be a reliable, consistent and respectful partner to others. 

Finally, the Army must be ready to win decisively and 

dominantly. Nothing else approaches what is achieved by 

winning, and the consequences of losing at war are usually 

catastrophic. With so much at stake, the American people 

will expect what they have always expected of us—decisive 

victory. The Army must never enter into a terrible endeavor 

such as war unprepared. Although we may still win, it will 

be more expensive, cost more lives and require more time.

In addition to being trained, sized and equipped to win 

decisively in the more traditional operational domains, 

the Army also will require robust capability in cyberspace. 

As demonstrated over the past decade of conflict, the 

information environment has changed the way we fight. 

Military and cyberspace operations have converged, and 

protecting information in cyberspace is more essential than 

ever to how our Army fights. The advantage will go to those 

able to maintain the freedom to operate and able to gain, 

protect and exploit information in the contested cyberspace 

domain. This requires the Army to be dominant in both the 

land and cyberspace domains.
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

7

Smaller but Reversible

As our new national defense priorities drives us to a smaller 

Army, we must avoid the historical pattern of drawing down 

too fast or risk losing leadership and capabilities, making 

it much harder to expand again when needed. It is critical 

that the Army be able to rapidly expand to meet large 

unexpected contingencies, and four components are key to 

that ability. First, the Army must maintain a strong cadre 

of noncommissioned and mid-grade officers to form the 

core of new formations when needed. Second, we will make 

significant investments in Army Special Operations Forces 

to increase their capabilities and provide the President with 

more options. Third, it will require ready and accessible 

Army National Guard and Army Reserve forces. The Army’s 

reserve component has proven essential in contingency 

operations around the world. From Kosovo, the Sinai and 

Horn of Africa to Afghanistan and Iraq, homeland defense 

along America’s southwest border, humanitarian assistance 

and disaster relief at home and abroad, the Army National 

Guard and Army Reserve have evolved into indispensible 

parts of our operational force, and we will continue to rely 

on them to provide depth and versatility to meet the complex 

demands of the future. The fourth critical component of 

the Army’s ability to expand is the Nation’s industrial base. 

We rely on the industrial base to perform research and 

development and to design, produce and maintain our 

weapons systems, components and parts. It must be capable 

of rapidly expanding to meet a large demand. Reversibility is 

the sine qua non to ensuring that the Army can rapidly grow 

when our Nation calls.

II. The Army’s Focus Areas

Support to Operations in Afghanistan 

Our immediate focus remains on providing the best trained 

and most ready land forces in the world to win the current fight while maintaining responsiveness for unforeseen 

contingencies. The support of the American people is paramount to our success. We must fulfill our responsibilities to 

them without draining their goodwill and treasure.

Despite continued challenges and tough conditions, our 

forces are making measureable progress against an adaptive 

enemy. Army Security Force Assistance Teams continue to 

train both Afghan National Army forces (now almost 180,000 

strong) and Afghan National Police forces (made up of 

nearly 144,000 men and women in uniform). The increased 

capability of Afghan Security Forces is allowing security 

of the region to be turned back over to the government of 

Afghanistan district by district. During the coming year we 

must continue to provide trained and ready forces equipped to 

support operations. We remain focused on doing everything we 

can to ensure that we meet our national objectives and provide 

what our brave men and women in the field need to succeed.

★ Reversibility: Structuring and pacing reductions 

in the Nation’s ground forces in a way that preserves the ability to make a course change to surge, 

regenerate and mobilize the capabilities needed 

for any contingency.

★ Expansibility: Managing the force in ways that 

protect the Army’s ability to regenerate capabilities 

that might be needed to meet future, unforeseen 

demands, maintaining intellectual capital, rank 

structure and other assets that could be called 

upon to expand key elements of the force.

 This involves reexamining the mix of elements in

the active and reserve components, maintaining a 

strong National Guard and Army Reserve, retaining 

a healthy cadre of experienced noncommissioned 

and midgrade officers, and preserving the health 

and viability of the Nation’s defense industrial base.
Prevent, Shape, Win

8

In Afghanistan, the commitment and performance of our 

Soldiers and Civilians continues to be nothing short of 

extraordinary. Not only have they taken the fight to our 

enemies, but they have proven equally effective as emissaries. 

Our investment in leader development prepared them to 

operate in this demanding environment.

In the coming year we will continue to increase the Afghan 

lead of security responsibilities, target key insurgent leaders, 

retain and expand secure areas and help Afghan National 

Security Forces earn the support of the people through 

improved security capacity and capability. Because of its 

geography, distance, infrastructure and harsh environment, 

the difficulty and complexity of the drawdown in Afghanistan 

will exceed that in Iraq. The United States Army is the only 

organization in the world with the capability to plan and 

execute a logistical operation this complex and difficult.

The Army places great emphasis on properly maintaining 

its equipment to restore readiness to the force and ensure it 

is prepared to meet Combatant Commander requirements. 

The Army reset program reverses the effects of combat stress 

and restores equipment to a high level of combat capability 

to conduct future operations. Reset is a lengthy process, 

and even after the drawdown from Afghanistan is complete, 

the Army will require funding for 2 to 3 years to reset our 

equipment from the harsh demands of war.

Responsible Stewardship

Institutional Army Transformation

The drive to reform the Institutional Army is about doing 

things better, smarter and faster while taking advantage 

of available technology, knowledge and experience. Our 

Institutional Army—the part of the Army that trains, 

educates and supports Army forces worldwide—will 

become more flexible by improving our ability to quickly 

adapt to changing environments, missions and priorities. 

The Institutional Army is also working to rapidly address 

the demands placed on the organization by the current and 

future operational environments. It performed magnificently 

to produce trained and ready forces, even while seeking to 

adapt institutional business processes.

Further, the Army is working to provide “readiness at best 

value” to help us live within the constraints imposed by the 

national and global economic situation. In short, the need 

to reform the Army’s institutional management processes 

and develop an integrated management system has never been 

more urgent. To enhance organizational adaptive capacity while 

shepherding our resources, the Army initiated a number of 

efforts, such as the Army Financial Improvement Plan, which 

will enable the Army to achieve full auditability by FY 17. 

Acquisition Reform

As a result of uncertain funding, insufficient contract 

oversight, and an ineffective requirement determination 

process, the Army has initiated a significant reform of the 

way we develop and acquire our products and weapons. 

As part of this initiative, we have taken steps towards 

improvement through a series of capability portfolio reviews. 

These platforms serve to revalidate, modify or terminate 

programs based on the Army’s need and the affordability 

of the program. We have also started to fix an inefficient 

procurement system that too often wastes precious resources 

and fails to provide needed systems in a timely manner. For 

example, the Army commissioned a comprehensive review 

of our acquisition system that, based on the findings and 

recommendations, produced a blueprint for acquisition 

reform. These changes fall into four broad areas:

	 • realignment of acquisition requirements combined

with a sharper focus on the needed competencies 

of acquisition professionals; ★ Reset is the repair, recapitalization or replacement of equipment.
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

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“...the world’s largest consumer of energy -- the 

Department of Defense --is making one of the 

largest commitments to clean energy in history. 

That will grow this market, it will strengthen 

our energy security.”

~President Barack Obama

 Remarks on American Energy, January 26, 2012 

 Buckley Air Force Base, Aurora, Colorado

• 	expansion of stakeholder (acquisition professional

and Soldier end-user) participation in developing 

requirements, planning and acquisition solicitation;

	 •	 reappraisal and streamlining of acquisition strategies

and the attendant risk in such streamlining; and

	 • 	improvement in the selection, development and

accountability of the people involved in the acquisition process.

We are implementing these recommendations as part of our 

broader effort to reform the Institutional Army.

Army Energy Security

Supplying energy to our Army around the world is increasingly 

challenging, expensive and dangerous. The Army must 

consider energy in all activities to reduce demand, increase 

efficiency, obtain alternative sources and create a culture of 

energy accountability. Energy security is an imperative that 

can be described in two categories, operational and garrison.

Operational energy is the energy and associated systems, 

information and processes required to train, move and 

sustain forces and systems for military operations. The Army 

is developing new doctrine, policies, plans and technologies 

that will improve the management and use of operational 

energy to better support Soldiers’ needs. Less energy efficient 

systems in an operational environment require more fuel, 

increasing the number of fuel convoys, and thus risking 

more lives and limiting our flexibility.

Garrison energy is the energy required to power Army bases 

and conduct Soldier training. Dependence on fossil fuels 

and a vulnerable electric power grid jeopardize the security 

of Army operating bases and mission capabilities. The impact of increasing energy prices is a decrease in the quantity 

and quality of training the Army can conduct.

Initiatives such as cool roofs, solar power, stormwater 

management and water efficiency are positive steps toward 

addressing the challenges of energy security in the operational 

and garrison environments. Innovative and adaptive leaders, 

seeking ways to increase energy efficiency and implement 

renewable and alternate sources of energy, are key to saving 

lives and increasing the Army’s flexibility by reducing costs.
Prevent, Shape, Win

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A Leaner Army

The Army is committed to providing Combatant 

Commanders with the capabilities, capacity and diversity 

needed to be successful across a wide range of operations. 

With a leaner Army, we have to prioritize and also remain 

capable of meeting a wide range of security requirements. 

We will reduce in a manner that preserves our readiness 

and avoids any hollowing of the force. To satisfy this 

enduring requirement, we have three rheostats that must 

be continuously assessed and adjusted: end strength/force 

structure, readiness and modernization. We will balance 

these three foundational imperatives throughout the next 

several years to provide Combatant Commanders trained 

and ready forces in support of Joint Force 2020.

Force Structure and Force Design

The Army will maintain a versatile mix of tailorable and 

networked organizations, operating on a rotational cycle, 

to continue providing a sustained flow of trained and ready 

forces for the full range of military operations. This will 

give Combatant Commanders a hedge against unexpected 

contingencies and enable a sustainable tempo for our allvolunteer force. Over the next five years, the Army will 

decrease its end-strength from a peak authorized strength of 

about 570,000 to 490,000 Active Army, 358,000 to 353,500 

Army National Guard and 206,000 to 205,000 Army 

Reserve Soldiers as directed. Reducing our end strength over 

a deliberate ramp through the end of fiscal year 2017 allows 

the Army to take care of Soldiers, Families and Civilians; to 

continue meeting our commitments in Afghanistan; and to 

facilitate reversibility in an uncertain strategic environment.

An unpredictable and dynamic global security environment 

requires the Army, as a force in transition, to adjust and 

reduce its size while remaining flexible, capable and ready to 

meet the Nation’s requirements and maintaining an ability 

to reverse course to readily expand if necessary. In accordance 

with the new defense priorities, the Army of 2020 must have a 

versatile mix of capabilities, formations and equipment that is 

lethal, agile, adaptable and responsive. As the Army transitions 

from the current force to a leaner force, it will do so while 

remaining engaged in the current conflicts. The Army will 

prioritize force structure and committed assets in the Pacific 

Region and the Middle East, and will shape the future force 

to support the Army’s requirements as part of the Joint Force 

to fulfill the Nation’s strategic and operational commitments. 

The Army will optimize force structure to maintain reversibility, 

and achieve maximum operational strategic flexibility. Today we 

plan on reducing at least 8 active component Brigade Combat 

Teams (BCT); however, we continue to assess the design and mix 

of these modular formations based upon the lessons from the last 

ten years of combat while looking to the future. This analysis may 

lead to a decision to reorganize BCTs into more capable and robust 

formations, requiring further BCT reductions in order to increase 

overall versatility and agility for tomorrow’s security challenges.

As the Army’s active component reduces in size, the composition of combat support and combat service support 

enablers in the active and reserve components will be adjusted 

to give the Army the ability to conduct sustained operations, 

and to mitigate risk. The Army will continue to rely on the 

reserve components to provide key enablers and operational 

depth. An operational reserve comprised of a discrete set of 

capabilities combined with an enhanced level of readiness 

will be essential. This force will consist of three elements: 

select combat formations prepared to respond to crisis; combat support and combat service support enablers employed 

Above all, our freedom endures because 

of the men and women in uniform who 

defend it. As they come home, we must 

serve them as well as they’ve served us.” 

~President Barack Obama

 State of the Union Address, January 2012
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early in support of operational plans; and forces aligned to 

support steady-state Combatant Commander requirements. 

Ensured access to the reserve component is essential to 

providing the operational depth and flexibility Combatant 

Commanders require. During the transition, we must 

manage our people carefully to neither compromise readiness 

nor break faith with those who have served the Nation so well.

Readiness

Army unit readiness is measured by the level of its manning, 

training and equipping. The current Army force generation 

model, known as ARFORGEN, has served us well in meeting 

the requirements for Iraq and Afghanistan; however, we will 

adapt it to ensure we meet future Combatant Commander 

requirements in the uncertain, complex strategic 

environment. We envision a progressive readiness model 

for most active and reserve component early deploying 

units which will align forces for Combatant Commanders. 

Because of their unique capabilities, our low density, high 

demand units do not lend themselves to a rotational pool like 

ARFORGEN. These units must be sustained in a constant 

readiness model.

The Strength of Our Army is Our Soldiers 

Soldiers and Families form the foundation of unit readiness. 

People are the Army, and our enduring priority is to 

preserve the high-quality, all-volunteer force —the essential 

element of our strength. The Army has gained the trust of 

the American public more than at any other time in recent 

history while developing a force that is very different from 

what it was a few short years ago. Our Army must maintain 

the public’s trust while our Nation fulfills its responsibilities 

toward Soldiers and their Families. The United States Army 

is unique from other professions because our core attributes 

are derived from American values, the Constitution and law. 

Today’s Army is building on a successful foundation with 

the trust, respect and support of the American people. This 

foundation, and our enduring commitment to strengthening 

our Army Profession, will improve our force as it adapts to 

meet the Nation’s evolving needs.

The Army is the Nation’s preeminent leadership experience. 

The all-volunteer force is our greatest strategic asset, 

providing depth, versatility and unmatched experience to the 

Joint Force. We must continue to train, develop and retain 

adaptive leaders and maintain this combat-seasoned, allvolunteer force of professionals. We will continue to adjust in 

order to prepare our leaders for more dynamic and complex 

future environments. Our leader development model is 

an adaptive, continuous and progressive process grounded 

in Army values. We grow Soldiers and Army Civilians into 

competent and confident leaders capable of decisive action. We 

must give our leaders broadening opportunities to better prepare 

them for the myriad challenges they will encounter. In addition, 

we must reinvigorate unit training, training management skills 

and leader development to build versatile units. By providing 

our leaders with the professional challenges they expect, we will 

retain them and nurture their adaptive spirit.

Our challenge in the coming years is not just about 

attracting and selecting the best available candidates to 

be Army professionals. We must also engage and develop 

our quality, combat experienced leaders so that we keep 

them, and they in turn, train the next generation of Army 

professionals. During the last decade of war, we have given 

our young leaders unprecedented flexibility and authority 

to operate effectively on the battlefield. We will prepare for 

tomorrow by building on that investment and ensuring that 

opportunities for creativity, leadership and advancement 

exist throughout the Army.

We must draw down wisely to avoid stifling the health of 

the force or breaking faith with our Soldiers, Civilians and 

Families. Excessive cuts would create high risk in our ability 

to sustain readiness. We must avoid our historical pattern 

of drawing down too much or too fast and risk losing the 

leadership, technical skills and combat experience that cannot be 

easily reclaimed. We must identify and safeguard key programs 

in education, leader development, health care, quality of life and 

retirement—programs critical to retaining our Soldiers.

The Strength of Our Soldiers is Our Families 

In order to ensure a relevant and ready all-volunteer force, 

the Army will continue to invest heavily in our Soldier and 

Family programs. The Army Family Covenant expresses 

the Army’s commitment to care for Soldiers and their 

Families by providing a strong, supportive environment 

that enhances their strength and resilience and helps them 

to thrive. The Covenant focuses on programs, services and 

initiatives essential to preserving an all-volunteer force and 

institutionalizes the Army’s commitment to provide Soldiers 

and their Families a quality of life commensurate with their 

service to the Nation. Through the Covenant, the Army is 

improving the delivery of Soldier and Family programs and 
Prevent, Shape, Win

12

services, sustaining accessibility to quality health care, and 

promoting education and employment opportunities for 

Family members. We are sustaining high-quality housing; 

ensuring excellence in school support, youth services and 

child care; and maintaining quality recreation services for 

Soldiers and Family members as they serve on the Nation’s 

behalf around the world. We will not walk away from our 

commitment to our Families; however, a different fiscal reality 

requires us to review our investments and eliminate redundant 

and poor performing programs while sustaining those that are 

high performing and most beneficial to our Families.

Honoring Service

We must fulfill our moral obligation to the health, welfare 

and care of our Soldiers, Civilians and Families. The effects 

of more than 10 years of war and inadequate dwell time 

at home has resulted in a cumulative stress on Soldiers, 

Families and communities that has significant implications 

for the Army and our Nation. We have implemented an 

unprecedented number of personnel-focused programs, 

including Comprehensive Soldier Fitness; Wounded Warrior 

Program and Health Promotion, Risk Reduction and Suicide 

Prevention, to ensure the continued care, support and services 

that sustain the high quality of our force. 

Sexual harassment and sexual assault are inconsistent with the 

Army’s values and our profession. It is imperative that we foster a 

climate where such misconduct is not tolerated and the dignity 

of our Soldiers, Civilians and Family members is respected and 

protected. Army Leaders are focused on the urgency of this issue 

and the level of commitment required to affect cultural change 

and combat this crime. We are aggressively implementing and 

expanding the Army’s comprehensive Sexual Harassment/

Assault Response and Prevention (SHARP) Program. The 

SHARP program is aimed at command prevention efforts at 

all levels, educating all members of our Army family, training 

our first responder professionals and supporting victims while 

reducing the stigma of reporting. One incident of this type of 

unwarranted and abusive behavior is one too many. The Army 

is committed to ensuring leadership at all levels is engaged in 

preventing sexual assault and harassment, and to appropriately 

holding offenders accountable.
2012 Army Posture Statement

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The Army continues to invest heavily in better understanding 

traumatic brain injury and post-traumatic stress, the invisible 

signature wounds of our recent wars. We have developed and 

implemented new prevention and treatment protocols, and we 

are in the third year of our 5-year partnership with the National 

Institute of Mental Health to identify the factors that help 

protect a Soldier’s mental health and those that put it at risk.

We have also started to reduce the length of deployments 

to 9 months for many of our units at the division level and 

below, which we believe will alleviate significant pressure 

on our Soldiers and their Families. We are doubling our 

efforts to ensure that each of our more than 18,000 Soldiers 

currently enrolled in the Integrated Disability Evaluation 

System is carefully examined to determine whether he or 

she should return to civilian life or continue military service. 

A recent initiative between the Department of Defense and 

U.S. Department of Veterans Affairs—the Integrated 

Disability Evaluation System—integrates formerly separate 

programs, resulting in a streamlined, more efficient process 

for servicemembers, which will reduce the backlog of Soldiers 

awaiting benefits.

As we draw down the Army, we must honor our veterans with 

the very best support, care and services they deserve as they 

make the transition from military service to civilian life. We 

are committed to our Soldiers and their Families, who are the 

strength of the Army. At the same time, the Army is focused 

on wisely managing our resources in the health care arena. 

The Army supports Defense Department proposals to further 

reduce the rate of growth in health care costs – proposals that are 

aligned with our priorities. TRICARE is a superb health benefit 

– one of the best in the country and appropriately so. Just as 

in all areas of the defense budget, we need to make decisions 

that preserve a strong benefit yet reflect the fiscal realities of the 

times. The proposals take care to exempt populations who have 

made the greatest sacrifices – those who are medically retired 

and those Families who have lost their loved one while serving 

on active duty. The changes proposed are also adjusted to reflect 

lower adjustments for those retirees with lower retirement pay. 

And, most importantly, the Department continues to provide 

resources that improve the overall health system for our Soldiers 

and their Families.

The Army is using the Health Promotion and Risk Reduction 

FY 11 Campaign Plan to holistically promote health and 

reduce risk. The Campaign Plan incorporates findings and 

recommendations from Department of Defense and Army 

reports regarding health promotion, risk reduction and 

suicide prevention. Health promotion and risk reduction 

activities are essential to sustain the force under the current 

operating tempo and reset our Army.

Modernization

The Army has global responsibilities requiring large technological advantages to prevail decisively in combat. Just as 

pilots and sailors seek supremacy in the air and on the seas, 

Soldiers must dominate their enemies on land. Modernizing, especially as end-strength is reduced, is the key to 

ensuring that our dominance continues.

The Army is setting priorities and making prudent choices to provide the best possible force for the Nation within the resources available. We are developing and fielding a versatile and affordable mix of equipment to enable 

us to succeed in the full range of missions and maintain 

a decisive advantage over our enemies. To meet the challenges of an evolving strategic and fiscal environment, 

our strategy is based on three tenets: integrated capability 

portfolios, incremental modernization and leveraging the 

Army Force Generation cycle.

• 	Integratedcapabilityportfoliosalignstakeholderstoidentify

capability gaps and eliminate unnecessary redundancies.

	 • 	Incremental modernization enables us to deliver new

and improved capabilities by leveraging mature technologies, shortening development times, planning growth 

potential and acquiring in quantities that give us the 

greatest advantage while hedging against uncertainty.
Prevent, Shape, Win

14

• 	Army Force Generation processes synchronize the

distribution of equipment to units providing increased 

readiness over time and delivering a steady and 

predictable supply of trained and ready modular forces. 

The Army has consolidated its materiel management 

process under a single command and designated U.S. 

Army Materiel Command as the Army’s Lead Materiel 

Integrator. Additionally, we consolidated all of our 

materiel data into a single authoritative repository 

called the Logistics Information Warehouse.

These emerging systems and processes represent a powerful new approach for implementing the Army’s equipping 

priorities, policies and programs to the meet new security 

demands of the 21st century. The equipment requested in 

the FY 13 President’s Budget strikes a balance between current and future needs, provides the basis for an affordable 

equipping strategy over time, and takes into account Army 

requirements and priorities. In developing this request, the 

Army made difficult decisions to shift funds previously programmed for future capabilities to current needs. The decisions came at the expense of promising and needed technologies with capabilities that did not fit within resource 

limitations. The Army’s top four modernization priorities are 

the Network, Ground Combat Vehicle, Joint Light Tactical 

Vehicle and Soldier Systems.

Network

Also known as LandWarNet, the Network remains the 

Army’s top investment priority. With expectations of tighter 

budgets and a still very active threat environment, the Army 

will have to produce a force that is smaller yet more capable. 

The Network is the core of that smaller, capable Army.

The Army is conducting a series of semiannual field exercises 

known as the Network Integration Evaluation to evaluate, 

integrate and mature the Army’s tactical network. The 

exercises will assess network and non-network capabilities to 

determine implications across doctrine, organization, training, 

materiel, leadership and education, personnel and facilities. 

The process aligns several key Army network programs and 

advances the fusion of radio waveforms to form an integrated 

network baseline to which industry can build.

The foundation of the modernized Network is a Joint, secure 

and common architecture that will provide information 

from the cloud to enable leaders, units and the Institutional 

Army to function more effectively. The Army will extend 

this critical capability to its installations around the world. 

This capability will increase force effectiveness, facilitate 

transition for units and individuals from one phase of the 

Army Force Generation cycle to another and greatly improve 

network security.

The major programs that form the backbone of the 

tactical network are:

• 	 the Warfighter Information Network-Tactical, which

provides a real-time common operating picture 

down to the company level by extending satellite and 

line-of-sight communications, including telephone, 

data and video;

• 	 the Joint Tactical Radio System, an advanced software-defined family of radios that will carry data 

and voice for dismounted troops and airborne and 

maritime platforms;
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risk reduction within the program by requiring industry to 

identify potential cost, schedule and performance tradeoffs; 

provide cost targets throughout the GCV’s life cycle; 

and maximize competition to support innovation, cost 

containment and schedule requirements.

Joint Light Tactical Vehicle (JLTV)

As a Joint Service program between the Army and Marine 

Corps, the JLTV will replace approximately one-third of 

the Army’s oldest unarmored High Mobility Multipurpose 

Wheeled Vehicles (HMMWV). The JLTV incorporates 

the strengths of the Mine-Resistant, Ambush-Protected 

(MRAP) vehicles that the HMMWV family of vehicles does 

not provide. The HMMWV was not designed to be used as 

an armored combat vehicle, but it was often employed as 

one during the wars in Afghanistan and Iraq. In contrast, the 

JLTV will be designed for this role from the outset. It will be 

capable of operating across the range of military operations 

and physical environments providing improved mobility 

and protection for Soldiers. The JLTV balances protection, 

payload, performance and improved fuel efficiency in 

one affordable and sustainable vehicle. It will also be fully 

integrated into the Network to enhance the effectiveness 

of ground forces.

Soldier Systems

The squad is the foundation of the decisive force; it is the 

cornerstone of all units. To ensure the success of combat 

operations in the future, the Army will invest in systems 

that consider the squad as a team rather than a collection 

of individuals. This approach will guarantee that the squad 

will not be in a fair fight but will have overmatch. The Army 

will continue to invest in Soldier systems that enable the 

lethality, protection, situational awareness and mobility of 

the individual Soldier in his or her squad. These systems 

include small arms, night vision, Soldier sensors, body armor 

and individual clothing and equipment.

III. Summary and Conclusion

The Army has been, and will continue to be, a critical part 

of the Joint Force because land power remains the politically 

decisive form of warfare and is essential to America’s national 

security strategy. No major conflict has ever been won without 

“boots on the ground.” By being tasked to seize, occupy and 

defend land areas, as well as to defeat enemy land forces, the 

Army is unique because it must not only deploy and defeat 

	 • 	 the Distributed Common Ground System - Army,

which provides intelligence, surveillance and 

reconnaissance data, as well as access to the entire 

Defense Intelligence Information Enterprise, to 

commanders from the company to Army service 

component command level; 

	 • 	 the Joint Battle Command Platform, which provides

situational awareness data enhancing mission command to Army and Marine Corps tactical operations 

centers and combat vehicles; and

	 •	 the Nett Warrior, which gives dismounted leaders

integrated situational awareness and information sharing, helping them to avoid fratricide and 

increase combat effectiveness.

The Army Network must be dynamic to give Soldiers, 

Civilians and partners information and services when and 

where needed. Investment must be steady and wisely applied, 

while maintaining a strong partnership with industry.

Ground Combat Vehicle (GCV)

The Infantry Fighting Vehicle is reaching the limit of its 

capacity to receive technology upgrades proven critical for 

Soldiers in combat operations. The GCV is the Army’s 

replacement program for the Infantry Fighting Vehicle 

and the centerpiece of the Army’s overall combat vehicle 

investment strategy. It will be designed to deliver a full 

nine-man squad with improved survivability protection, 

mobility and network integration, considered crucial to 

our ability to conduct fire and maneuver in close quarters 

fighting in complex terrain. The vehicle will also provide 

the growth potential necessary to accommodate advances in 

protection, networking and space, weight, power and cooling 

technologies while reducing sustainment demands. No 

current vehicle can sufficiently meet all these requirements.

The GCV acquisition strategy implements affordability 

measures designed to ensure the long-term success of the 

program as the Army faces constrained resources in the future. 

To develop this acquisition strategy, the Army and the Office 

of the Secretary of Defense conducted a comprehensive 

review to make sure the program is both achievable and 

affordable within a 7-year timeframe. The model adopted 

for the GCV program incentivizes industry to use the best of 

mature technologies that are both affordable and support the 

7-year timeframe. The Army has also paid close attention to 
Prevent, Shape, Win

16

an adversary, but must be prepared to remain in the region 

until the Nation’s long-term strategic objectives are secured. 

Indeed, the insertion of ground troops is the most tangible 

and durable measure of America’s commitment to defend our 

interests, protect our friends and defeat our enemies.

With global trends pointing to further instability, our Army 

remains a key guardian of our national security. In the wake 

of the Cold War, it was said that we had reached the “end of 

history,” and that liberal democracy had won the ideological 

competition. However, events since then make it clear that 

potential adversaries with competing ideologies still exist 

and are extremely dangerous.

As a result, we find ourselves in an increasingly uncertain 

world, with threats ranging from terrorist and cyberattacks 

to regional instability to the proliferation of weapons of mass 

destruction. For our Army that means we will likely have to 

deal with near peer competitors in niche areas and hybrid 

threats that mix regular, irregular and criminal activity—

all while still facing the possibility of a conventional forceon-force conflict.

The danger extends from the homeland to the theater where 

combat operations might occur. Conflict is the norm; a stable 

peace the exception. In such a world, our adversaries will adapt 

to gain advantage, especially in the land domain. And it is on 

land, that our challenges will be the most complex because of 

dynamic human relationships and terrain variables.

While the Army’s new end-strength numbers allow it to 

support current defense priorities, it is imperative that 

the Army draw down end-strength levels in a smart and 

responsible manner. We believe that our new end-strength 

does that, and it provides us with the flexibility to retain 

the hard‐won expertise it has gained over the last decade. To 

be sure, the Army has faced similar challenges before. After 

every major conflict since the Revolutionary War, the Army 

has faced pressure to decrease its end-strength. As recently as 

2001 (pre-9/11), many believed a strategic shift was needed 

and that the future of modern warfare would be about 

missile defense, satellites and high-tech weaponry because 

no adversary would dare challenge America’s conventional 

forces. But whenever we have rushed to radically diminish the 

position of the Army, the result has always been the same: an 

excessive decline in effectiveness at a cost of blood and treasure.

Decreases after World War I directly contributed to failures at 

Kasserine Pass. Decreases after World War II led to Task Force 

Smith’s failure in Korea. More recently, the end of the Cold 

War demonstrated our Nation’s need for agile, adaptable and 

decisive ground forces to conduct a wide range of operations. 

These numerous missions include Operation Provide Comfort 

in Iraq, Joint Task Force Andrew in Florida, Operation 
2012 Army Posture Statement

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Third, we will fight to incorporate principles and processes 

that preserve readiness and capability while reducing the size 

of the Army. We are adjusting our formations to build the 

right number of units with the right capability to meet the 

needs of the Joint Force. The past 10 years have taught us 

that an operational reserve force is essential to accomplish 

our missions and expand rapidly when required. We will 

invest deliberately and wisely in our Soldiers, Civilians and 

Families to make sure they are prepared and supported. We 

will treat those who have served in our ranks with respect 

and honor. Our wounded Soldiers will receive the very best 

care the Nation can provide, and our Soldiers who return to 

civilian life will be well prepared to do so.

Future threats will demand enhanced capabilities for our 

Soldiers, so we will modernize our equipment. The Army 

has identified four programs to highlight. The Network 

gives sight, sound and awareness to our Soldiers, Civilians 

and leaders to defeat our adversaries. The Ground Combat 

Vehicle and Joint Light Tactical Vehicle will incorporate hard 

won lessons in Iraq and Afghanistan to provide the mobility 

and protection our Soldiers require. Investments in Soldier 

Systems improve our Soldiers’ ability to move, fight and survive on the battlefield.

The Army has chosen its focus areas carefully and 

deliberately because they will enable us to provide what 

the Nation needs. We owe it to America and to the 

American Soldier, the Nation’s servant and warrior—

the Strength of the Nation!

Restore Hope in Somalia, Operation Uphold Democracy 

in Haiti, Operation Joint Endeavor in Bosnia-Herzegovina, 

and Operation Joint Guardian in Kosovo. What they have in 

common is that they were unforeseen, thus emphasizing our 

need to avoid the historical pattern of drawing down too fast.

America’s leaders face difficult choices as they chart the 

way ahead for our Nation. Familiar external threats persist 

and complex new challenges will emerge. Concurrently, 

fiscal limitations create internal challenges for our leaders. 

America’s Army is prepared to fulfill its role in keeping the 

Nation secure. The Army will prevent conflict by remaining 

a credible force with sufficient capacity to dissuade adversaries from challenging American interests. The Army will 

shape the environment, building positive relationships and 

capabilities that enable nations to effectively protect and 

govern their citizenry. Finally, when called, the Army will 

fight for the Nation and win decisively. We understand these 

responsibilities and resolve not to reduce the size of the Army 

in a manner that does not permit us to reverse the process 

should demand for forces increase dramatically.

As we look ahead, the Army is focusing on three areas. Our 

first priority remains supporting operations in Afghanistan. 

We will guard against becoming distracted by the future at 

the risk of our men and women who remain in harm’s way.

Second, we will be the very best stewards we can, because 

America’s resources are too precious to waste. Transforming 

the Institutional Army, reforming our acquisition process 

and ensuring energy security are essential for us to protect the 

resources provided by Congress and the American people.
Prevent, Shape, Win

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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 Continuing Education System (ACES) 

Army Corrections Systems

Army Culture and Foreign Language Strategy 

(ACFLS)

Army Cyber Command/2nd Army

Army Data Center Consolidation Plan (ADCCP)

Army Data Strategy

Army Deployment Support Services for Children 

and Youth

Army Diversity Roadmap 

Army Energy Enterprise

Army Energy Initiatives Task Force 

Army Enterprise Equipping and Reuse Conference 

(AEERC) 

Army Environmental Programs

Army Environmental Quality Technology (EQT) 

Program

Army Equipping Strategy, Equipping an 

ARFORGEN based Army 

Army Facility Strategy 2020

Army Family Action Plan (AFAP)

Army Family Covenant

Army Financial Liability Investigation of Property 

Loss Tracker (AFT) 

Army Force Generation (ARFORGEN) 

Synchronization Tool (AST)

ADDENDUM A - List of Online Information Papers

100% Occupational Series Mapping to Career 

Program Designation

21st Century Training

5.56mm M855A1 Enhanced Performance Round 

(EPR)

Accelerated Precision Mortar Initiative (APMI)

Acquisition Cross Servicing Agreement

Acquisition Milestone Agreement (AMA)

Active Component/Reserve Component Mix 

Active First Program Phase 3

Adaptability Through Mission Command (MC)

Aerial Delivery

Affirmative Employment Program 

Afghanistan Equipment Retrograde

Ammunition Readiness Program

AntiAccess/Area Denial (A2/AD) and the 

Expeditionary Army 

Antiterrorism (AT) Program 

Apps for the Army

Armed Forces Recreation Centers

Army 09L Interpreter - Translator Military 

Occupational Specialty 

Army Acquisition Workforce Growth Initiatives and 

Capabilities

Army Asymmetric Warfare Group (AWG)

Army Baseline Information Technology Services 

(ABITS)

Army Capstone Concept (ACC)

Army Career and Alumni Program (ACAP)

Army Career Tracker (ACT)

Army Civilian Career Intern Program

Army Community Covenant
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ADDENDUM A - List of Online Information Papers

Army Geospatial Enterprise (AGE)

Army Hiring Reform

Army Leader Development Strategy for a 21st 

Century (ALDS)

Army Learning Model (ALM) for 2015

Army Materiel Command (AMC) Support to 

Operation New Dawn

Army Materiel Command (AMC) G2X Cyber and 

Counterintelligence (CI) Collaboration (AMC G2X)

Army Materiel Command (AMC) Support to 

Operation Enduring Freedom (OEF) Surge 

Recovery

Army National Guard (ARNG) Community Based 

Warrior Transition Units (WTU)

Army National Guard (ARNG) Crisis Action Team 

(CAT)

Army National Guard (ARNG) Distributed Learning 

Program

Army National Guard (ARNG) Employer Support to 

Guard and Reserve (ESGR)

Army National Guard (ARNG) Energy Conservation 

Initiatives

Army National Guard (ARNG) Energy Lab

Army National Guard (ARNG) Enterprise Data 

Warehousing

Army National Guard (ARNG) Environmental 

Program

Army National Guard (ARNG) eXportable Combat 

Training Capability (XCTC)

Army National Guard (ARNG) Family Assistance 

Centers

Army National Guard (ARNG) Freedom Salute 

Campaign

Army National Guard (ARNG) G-1 Personnel 

Gateway

Army National Guard (ARNG) General Educational 

Development (GED) Plus Program

Army National Guard (ARNG) Implementation 

of the Army Community of Excellence (ACOE) 

Program

Army National Guard (ARNG) Job Connection 

Education Program (JCEP)

Army National Guard (ARNG) Occupational Health 

and Industrial Hygiene (OH/IH)

Army National Guard (ARNG) Patriot Academy

Army National Guard (ARNG) Periodic Health 

Assessment (PHA)

Army National Guard (ARNG) Personnel Blast or 

Contaminant Tracker (PBCT) 

Army National Guard (ARNG) Post Deployment 

Health Reassessment (PDHRA)

Army National Guard (ARNG) Recruit Sustainment 

Program

Army National Guard (ARNG) Recruiting 

Assistance Program (GRAP)

Army National Guard (ARNG) Resilience Programs

Army National Guard (ARNG) Resilience, Risk 

Reduction, and Suicide Prevention (R3SP) Task Force

Army National Guard (ARNG) Special Operations

Army National Guard (ARNG) Strong Bonds 

Program

Army National Guard (ARNG) Support Center 

(GSC)

Army National Guard (ARNG) Survivor Services

Army National Guard (ARNG) The Army School 

System (TASS) Training Institutions

Army National Guard (ARNG) Yellow Ribbon 

Reintegration Program

Army National Guard (ARNG)Agribusiness 

Development Team

Army National Guard (ARNG)Aviation Training Sites 

(AATS)
Prevent, Shape, Win

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ADDENDUM A - List of Online Information Papers

Capabilities Development for Rapid Transition (CDRT)

Capability Packages (CP) 

Center for the Army Profession and Ethic (CAPE)

Changes to the Army Officer Evaluation Reporting 

System

Chemical Demilitarization Program (CDP)

Chemical, Biological, Radiological and Nuclear 

(CBRN) Response Enterprise 

Child Development Program

Child, Youth & School (CYS) Services 

Civilian Education System (CES) at the Army 

Management Staff College (AMSC) 

Civilian Functional Training

Civilian Manpower Budget Forecasting and Armys 

Civilian Forecasting System (CIVFORS)

Civilian Wellness Program 

Civilian Workforce Transformation (CWT) 

College of the American Soldier (CAS)

Combat Aviation Brigades (CABs) within the Army 

National Guard 

Combat Casualty Care

Combat Training Center (CTC) Program 

Combating Weapons of Mass Destruction (CWMD) 

Common Ground - Joint Capability Demonstration 

Technology

Common Logistics Operating Environment / 

Threshold Capability Implementation (CLOE/TCI)

Common Operating Environment (COE) 

Architecture

Competency-based Management System (CMS)

Condition Based Maintenance Plus (CBM+)

Condition Based Maintenance Plus (CBM+) 

Enterprise Capability

Army Net Zero Installation Initiative 

Army of 2020

Army One Source (AOS)

Army Patient Centered Medical Home

Army Prepositioned Stock (APS) Afloat

Army Request for Information Technology (ARFIT)

Army Safety and Occupational Health Training 

Army Safety Center Online Tools and Initiatives

Army Security Cooperation Support to Building 

Partner Capacity

Army Software Depot Maintenance

Army Spouse and Retiree Smartcard Pilot

Army Strategic Guidance for Leader Development 

(ASGLD) 

Army Substance Abuse Program (ASAP Post War)

Army Sustainability

Army Training Concept (ATC) 2012-2020

Army Training Network (ATN)

Army Warfighting Challenges (AWFCs) and 

Campaign of Learning (CoL)

Army Warrior Care and Transition Program

Aviation Center Logistics Command (ACLC)

Aviation Ground Power Unit (AGPU) 

Base Realignment and Closure (BRAC) Program

Behavioral Health

Better Opportunity for Single Soldiers (BOSS)

Biometrics

Brigade Modernization Command (BMC)

Building Partner Capacity Concept (BPC)

Capabilities Determination (CD)
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

21

Condition Based Maintenance Plus (CBM+) US 

Army Tank and Automotive Command (TACOM) AtPlatform Tool Suite (TAPTS)

Condition-Based Maintenance Plus (CBM)

Condition-Based Maintenance+ (CBM+) Integrated 

Architecture

Contingency Basing

Continuous Process Improvement (CPI) Program

Continuum of Service

Contract Closeouts

Cost Management

Counter-Rocket, Artillery and Mortar (C-RAM)

Cyber Information Assurance and Security Team

Cyberspace Operations

Defense Coordinating Officer (DCO) Defense 

Coordinating Element (DCE) 

Defense Support To Civil Authorities (DSCA)

Deployment / Redeployment Excellence Campaign 

Plan (DRECP) 

Deployment Cycle Support (DCS)

Depot Maintenance Initiatives

Depot Maintenance of the Future (DMOF)

Directors of Logistics (DOL) Enterprise 

Transformation

Distributed Common Ground System-Army (DCGS-A)

Doctrine 2015

Document and Media Exploitation (DOMEX)

Domestic All-Hazards Response Team (DART)

Dont Ask, Dont Tell (DADT)

Energy and Sustainability Planning

Energy Sustainability Initiatives at Letterkenny Army 

Depot (LEAD)

Enhanced Army Global Logistics Enterprise 

(EAGLE) Program

Enterprise Collaboration Services (ECS)

Enterprise Exchange Email

Environmental Attributes of Nanomaterials

Equal Opportunity Program

Equipping the Reserve Component

Exceptional Family Member Program (EFMP) 

Respite Care

Exercise EAGLE OWL

Expeditionary Contracting (EC)

Expeditionary Forensic Laboratory (EFL)

Family Advocacy Program (FAP)

Field Training Exercise Vibrant Response

Fielding of AH-64D Apache Longbow Helicopter to 

the Army National Guard (ARNG)

Fielding of CH-47F Improved Cargo Helicopter to 

the Army National Guard (ARNG)

Fielding of Lakota LUH Helicopter (UH-72A) to the 

Army National Guard (ARNG)

Fielding of Tactical Unmanned Aircraft System to 

the Army National Guard (ARNG)

Fielding of UHHH-60M Blackhawk Helicopters to 

the Army National Guard (ARNG)

Fleet Management Expanded (FMX)

Force Protection - Protective Systems

Force Provider Program 

Foreign Military Sales (FMS)

Forensics

Full Spectrum Training Concept

Full Time Support for the Operational Reserve

General Fund Enterprise Business System (GFEBS) 

ADDENDUM A - List of Online Information Papers
Prevent, Shape, Win

22

Letterkenny Army Depot (LEAD) Designated as 

the Source of Supply for Secondaries for Aviation 

Ground Power Unit (AGPU) Hydraulic Pump

Logistics Civil Augmentation Program (LOGCAP) 

Energy Savings Initiatives

Logistics Information Warehouse (LIW)

Logistics Modernization Program (LMP)

Medical Communications for Combat Casualty Care 

(MC4)

Medical Readiness

Military Accessions Vital to the National Interest 

(MAVNI) Program 

Military Construction (MILCON) Business Process

Military Family Life Consultant (MFLC) Program

Military Intelligence Rebalancing

Military Spouse Employment Partnership (MSEP) 

Program

Mine Resistant Ambush Protected Vehicles (MRAP)

Mission Contracting Centers (MCC)

Mission Training Complex, Leavenworth 

Mobile Access for Logistics

Mobile Computing and Mobile Device Management 

Capabilities

Mobile Parts Hospital (MPH)

Mobile Power Generation Equipment 

Modular Force Conversion

Morale, Welfare, and Recreation (MWR)

Muscatatuck Army Urban Training Center 

National Football League (NFL) High School Player 

Development Program

National Guard Chemical, Biological, Radiological, 

Nuclear and High Yield Explosive (CBRNE) Enhanced 

Response Force Packages (CERFP) Teams 

General Fund Enterprise Business System for the 

Army National Guard (ARNG)

Global Combat Support System-Army (GCSS-Army)

Global Posture

Ground Combat Vehicle

Growing Army Human Intelligence (HUMINT) 

Capabilities

Guaranteed Access to Flatcar Capacity for Force 

Deployments

Guard Apprenticiship Program Initiative (GAPI)

Guard Earth Geographic Mapping Analysis Tool

Human Capital Management Reform – HR2020

Human Terrain System (HTS)

Identity Management

Industrial Base IT Modernization

Information Technology Asset Management

Initial Military Training (IMT) Improvements

Insensitive Munitions (IM) Explosive

Integrated Personnel and Pay System-Army (IPPS-A)

Integrated Training Environment (ITE)

Intellingence Training

Irregular Warfare (IW) Capabilities 

Item Unique Identification (IUID) Program

Joint Battle Command-Platform (JBC-P) 

Joint Light Tactical Vehicle (JLTV)

Joint National Maintenance Facility (JNMF) 

Afghanistan

Joint Tactical Radio System (JTRS)

LandWarNet/Battle Command Test, Integration and 

Certification

Lead Materiel Integrator (LMI)

ADDENDUM A - List of Online Information Papers
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

23

National Guard Counter-Drug (CD) Program

National Guard Financial Management Awareness 

Program (FMAP)

National Guard Homeland Response Force (HRF)

National Guard State Partnership Program: Global 

Engagements

National Guard Support to the Southwest Border

National Guard Virtual Diversity Conference

National Guard Weapons of Mass Destruction 

(WMD) Civil Support Teams (CST)

National Guard Youth ChalleNGe Program

Network Capability Set Management (CSM)

Network Integration Evaluation

Next Generation Wireless Communications 

(NGWC) for Logistics Applications

Non-Commissioned Officer Education System 

(NCOES)

Non-Deployable Campaign

Officer Education System (OES)

Operational Access to Army Reserve Units

Operational Contract Support (OCS)

Operational Energy

Operational Environment (OE)

Operational Mentorship and Liaison Teams (OMLTs)

Operational Support Airlift Agency

Optimization of Army Services Acquisition

Organizational Clothing and Individual Equipment 

(OCIE) and Central Issue Facility (CIF) 

Modernization and Management Improvements

Paperless Initiative, Tobyhanna Army Depot (TYAD)

Persistent Air and Ground Surveillance to Counter 

Improvised Explosive Devices (IEDs)

Post Deployment Health Reassessment (PDHRA)

Privatization of Army Lodging (PAL)

Property Accountability Campaign

Rapid Adaptation Initative (RAI)

Rapid Equipping Force (REF)

Real Estate Disposal

Rehabilitative Medicine

Reserve Components (RC) as Part of the 

Operational Force 

Residential Communities Initiative (RCI)

Responsible Reset Task Force (R2TF) 

Restructuring Army Aviation

Retirement Services

Risk Reduction Initiatives (Commanders 

Dashboard)

Robotic Systems Joint Project Office Overview

Rotary Wing Aircraft and Unmanned Aircraft within 

the Army National Guard (ARNG)

Satellite Enabled Tracking and Intrusion Detection 

(SETID) to improve In-Transit Visibility (ITV)

Second Destination Transportation Program

Security Cooperation and the Army National Guard 

(ARNG)

Self Protection Adaptive Roller Kit II (SPARK II)

Sexual Harassment/Assault Response and 

Prevention (SHARP) Program

Single Army Logistics Enterprise 

Small Arms Modernization

Soldier Access to Training Lands

Soldier and Family Assistance Centers & Warrior-inTransition Units (WTU)

Soldier Plate Carrier System (SPCS)

ADDENDUM A - List of Online Information Papers
Prevent, Shape, Win

24

Traumatic Brain Injury (TBI)

Tunnel Detection Activity System (TDAS)

U.S. Army Information Systems Engineering 

Command (USAISEC)

U.S. Army Public Health Command Transition

Unexploded Ordnance (UXO)

United States Africa Command (USAFRICOM) 

United States Army Civilian Police and Guard 

Academy

United States Army South (ARSOUTH) 

US Army Space and Missile Defense Command/

Army Forces Strategic Command (USASMDC/

ARSTRAT)

Utilities Privatization (UP) 

Vets4Warriors National Peer Support Line

Virtual End User Environment (VEUE)

Virtual Forward Operating Base

Visibility of Integrated Tactical Logistics (VITaL)

War Reserves Secondary Items (WRSI)

Warfighter Information Network-Tactical (WIN-T)

Warfighter Information Network-Tactical Increment 

Two (WIN-T Inc 2)

Warrior Ethos

Water Security

Western Hemisphere Institute for Security 

Cooperation (WHINSEC)

Women in the Army (WITA) Assignment Policy

Youth Programs

Soldiers Creed

State Partnership Program for Excess NonStandard Equipment (NSE) in Iraq

Strategic Energy Initiatives, Tobyhanna Army Depot 

(TYAD)

Strong Bonds

Structured Self Development

Stryker Double-V Hull

Substance Abuse Training Initiatives

Supporting Soldier Access to Training Lands – 

Noise Management

Survivor Outreach Services

Sustainable Range Program (SRP) 

Sustainment Execution Transfer Integrated Project 

Team (SET-IPT)

Synthetic Stimulant Use in the Army

Temporary End Strength Increase (TESI) 

Drawdown Plan 

The Army Civil Works Program, Caring for 

Americas Water Resources

The Army Operating Concept (AOC)

The Employer Partnership of the Armed Forces

The Full Spectrum Combat Aviation Brigade 

(FSCAB)

The Industrial Base (IB)

The Office of Business Transformation 

The Squad: Foundation of the Decisive Force 

(SFDF)

Theater Readiness Monitoring Facility’s, Certified 

Round Assembly Facility 

Theater Support and Aviation Reset 

Training Brain Operations Center (TBOC)

Training Land Management

ADDENDUM A - List of Online Information Papers
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

25

ADDENDUM B - Websites

Headquarters, Department of the Army 

and Other Commands

This site provides links to the Army Headquarters 

and many of its units.

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

The Army Webpage

This site provides news, features, imagery, 

and references. 

http://www.army.mil/ 

The Army Modernization Strategy

https://www.g8.army.mil/pdf/AMP2012_hq.pdf

The Army Posture Statement

This site provides access to archived Army Posture 

Statements from 1997 to 2011. 

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/

Information: CIO / G06

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

Programs: G-8

This site provides information on material 

integration and management. 

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

Installation Management 

This site provides information about a variety of 

services and programs related to installation support 

to Soldiers, their Families, and Army Civilians. 

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

Army Commands (ACOMs)

Army Forces Command (FORSCOM)

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

Army Materiel Command (AMC)

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

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. 

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

The Army’s STAND-TO

STAND-TO! has a mission focus to provide a broad, 

objective view of the U.S. Army and its operations, 

doctrine and programs. 

http://www.army.mil/standto
Prevent, Shape, Win

26

ADDENDUM C - Abbreviations

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

CEF Contingency Expeditionary Force

CES Civilian Education System

CMO Chief Management Officer

CMTC Combat Maneuver 

Training Center

COCOM Combatant Command

AC Active Component

ACOM Army Command

ACP Army Campaign Plan

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
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

27

ADDENDUM C - Abbreviations

COE Center of Excellence; Common 

Operating Environment; Contemporary Operating Environment

COIN Counterinsurgency

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

EOD Explosive Ordnance Disposal

FORSCOM Forces Command

FY Fiscal Year

GCSS-A Global Combat Service 

Support-Army

GFEBS General Fund Enterprise 

Business System

HBCT Heavy Brigade Combat Team

HMMWV High Mobility Multipurpose 

Wheeled Vehicle

HP&RR Health Promotion and 

Risk Reduction

HQDA Headquarters, Department 

of the Army

IBCT Infantry Brigade Combat Team

IED Improvised Explosive Device

IPPS-A Integrated Personnel and 

Pay System - Army

ISR Intelligence, Surveillance, and 

Reconnaissance

IT Information Technology

JIEDDO Joint Improvised Explosive Device 

Defeat Organization
Prevent, Shape, Win

28

ADDENDUM C - Abbreviations

NDAA National Defense Authorization Act

NDS National Defense 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 Operation Plan

OPTEMPO Operating Tempo

O&M Operations and Maintenance

POM Program Objective Memorandum

PTDO Prepare to Deploy Orders

PTSD Post-Traumatic Stress Disorder

QDR Quadrennial Defense Review

QOL Quality of Life

RC Reserve Component

RCI Residential Communities Initiative 

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

MRAP Mine-Resistant, Ambush-Protected

MRE Mission Readiness Exercise

MRT Mission Readiness Training

MRX Mission Rehearsal Exercise

MTOE Modified Table of Organization 

and Equipment

MTT Mobile Training Teams

NBC Nuclear, Biological, Chemical

NET New Equipment Training

NCO Non Commissioned Officer
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

29

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 Signals 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

UAV Unmanned Aerial Vehicle

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

ADDENDUM C - Abbreviations
Prevent, Shape, Win

30

ADDENDUM D - Definitions of Mission and Operational Terms

Disaster Control — Measures taken before, during, 

or after hostile action or natural or manmade disasters to reduce the probability of damage, minimize its 

effects, and initiate recovery. See also area damage 

control. (Joint Pub 1-02)

Humanitarian Assistance — Programs conducted 

to relieve or reduce the results of natural or manmade disasters or other endemic conditions such as 

human pain, disease, hunger, or privation that might 

present a serious threat to life or that can result in 

great damage to or loss of property. Humanitarian 

assistance provided by US forces is limited in scope 

and duration. The assistance provided is designed 

to supplement or complement the efforts of the host 

nation civil authorities or agencies that may have the 

primary responsibility for providing humanitarian assistance. Also called HA. (Joint Pub 1-02) (JP 3-57)

Stability Operations — An overarching term encompassing various military missions, tasks, and 

activities conducted outside the United States in coordination with other instruments of national power 

to maintain or reestablish a safe and secure environment, provide essential governmental services, 

emergency infrastructure reconstruction, and humanitarian relief. (Joint Pub 1-02) (JP 3-0)

Capacity Building — The process of creating an 

environment that fosters host-nation institutional 

development, community participation, human resources development, and strengthening managerial systems. (Army Doctrinal Publication 3-07)

Counterdrug Operations — Civil or military actions taken to reduce or eliminate illicit drug trafficking. See also counterdrug; counterdrug nonoperational support; counterdrug operational support. 

(Joint Pub 1-02) (JP 3-07.4)

Counterinsurgency — Comprehensive civilian and 

military efforts taken to defeat an insurgency and 

to address any core grievances. Also called COIN. 

(Joint Pub 1-02) (JP 3-24)

Counterterrorism — Counterterrorism is primarily 

a Special Operations core task and consists of actions taken directly against terrorist networks and 

indirectly to influence and render global and regional environments inhospitable to terrorist networks. 

(Joint Pub 3-0)

Cyberspace Operations — The employment of cyberspace capabilities where the primary purpose is 

to achieve military objectives or effects in or through 

cyberspace. (Joint Pub 1-02) (JP 3-0)

Defense Support of Civil Authorities — Support 

provided by US Federal military forces, Department 

of Defense civilians, Department of Defense contract 

personnel, Department of Defense component assets, and National Guard forces (when the Secretary of Defense, in coordination with the governors of 

the affected states, elects and requests to use those 

forces in Title 32, United States Code, status) in response to requests for assistance from civil authorities 

for domestic emergencies, law enforcement support, 

and other domestic activities, or from qualifying entities 

for special events. Also called DSCA. Also known as 

civil support. (Joint Pub 1-02) (DODD 3025.18)
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

31

ADDENDUM E - FY 13 President’s Budget

The Fiscal Year (FY) 13 President’s Budget requests $184.6 billion for the Army: $134.6 billion in the base and 

$50 billion for ongoing Overseas Contingency Operations (OCO).

 FY 13 Base Budget Request FY 13 OCO Budget Request

 $134.6B $150.0B

Appropriation Category Base ($M) OCO ($M) Totals ($)

Military Personnel

Operation and Maintenance

Procurement/RDTE/AWFC*

Military Construction/Familiy

Housing/BRAC

Pass-Through Accounts**

 56,415.2

 47,215.1

 25,713.5

 3,563.8

 1,680.2

 10,112.1

 29,128.4

 2,987.1

 

 7,824.6

 66,527.3

 76,343.5

 28,700.6

 3,563.8

 9,504.8

Totals 134,587.8 50,052.2 184,640.0

*Army Working Capital Fund

** Pass through accounts include: Joint IED Defeat Fund, Afghanistan Security Forces Fund, Afghanistan Infrastructure Fund

Military Personnel

The FY 13 base budget requests $56.4 billion, a $3.7 billion decrease from FY 12. This amount funds military 

pay, benefits, and associated personnel costs for 1.1 million Soldiers: 502,400 Soldiers in the active component – 

consisting of the 490,000 enduring force and 12,400 Soldiers associated with Temporary End Strength Army Medical 

(TEAM), 358,200 Army National Guard, and 205,000 Army Reserve. TEAM mitigates any risk to Army readiness by 

providing temporary end strength allowances for Soldiers in the Integrated Disability Evaluation System.
Prevent, Shape, Win

32

ADDENDUM E - FY 13 President’s Budget

The FY 13 OCO budget requests $10.1 billion, a $2.3 billion increase from FY 12. This amount funds the pay 

and allowances for an average mobilization level of 38,584 reserve component personnel and special pays 

for all deployed Soldiers. This also includes $0.3 billion for final drawdown of the Temporary End Strength 

Increase (TEST) and $4.3 billion for 49,700 active component Soldiers above the enduring force level. The 

reserve component OCO request primarily funds additional days of training for individuals and units in advance 

of mobilization or call to active duty. In addition, resources for critical post deployment activities, post deployment 

health reassessments, and the Yellow Ribbon programs are included in the request.

Highlights:

• Supports the Army’s enduring end strength and TEAM in the base budget.

• Continues care for Soldiers and Families by providing a 1.7 percent military pay increase, a 3.9 percent 

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

• Recruits and retains the all–volunteer force of 1.1 million Soldiers.

• Sustains programs in support of wounded, ill, and injured Soldiers and their Families as they transition back 

to duty or to civilian life. 

• Funds non-enduring active component end strength, mobilization of reserve component personnel, and 

special deployment pays for all Soldiers in OCO.

Operation and Maintenance

The FY 13 base budget requests $47.2 billion, a $6.3 billion increase from FY 12. Within this growth, $2.6 billion 

restores funding realigned from Title II (Base) to Title IX (OCO) in FY 12 to comply with P.L. 112-74, Consolidated 

Appropriations Act, 2012. Operation and Maintenance (O&M) funds Soldier and unit training, ground vehicle and air 

vehicle operating costs, depot maintenance, base operations, and sustainment, restoration, and modernization programs.

The active component O&M base budget provides funding for a training strategy that produces Soldiers and 

units that are decisive in a wide range of missions including regular and irregular warfare against conventional 

and hybrid threats; providing humanitarian assistance, both home and abroad; and engaging with our allies while 

building partner capacity. Funding supports readiness, strategic mobilization, recruitment, and sustainment of the 

Force through adaptive unit, individual and leader training, and Family programs intended to mitigate stress and 

build resilience in the force. With fewer forces deployed, the base budget provides for increased home station 

training and depot maintenance.

The Operation and Maintenance, Army National Guard (OMNG) base budget of $7.1 billion provides funding for 

operating and maintaining Army National Guard (ARNG) units in the 50 states, three territories, and the District of 

Columbia. To sustain readiness levels achieved after more than a decade of conflict, this budget is the first base 

investment toward the goal of an Operational Reserve. Increases in ground operating tempo funding for units in 

the ready phase of the Army Force Generation (ARFORGEN) cycle ensure the successful continuation of the 

ARNG’s ability to achieve all assigned missions domestically and in support of Title X missions overseas. The 

FY 13 OMNG budget also sustains the ARNG’s role as a leader in domestic security for Chemical, Biological, 

Radiological and Nuclear threats as they provide 55 percent of the total defense forces.

The FY 13 Operation and Maintenance, Army Reserve (OMAR) base budget request of $3.2 billion supports 

training, operations, logistics, engineering, and administration and management support capabilities for the Army 

Reserve. Additionally, OMAR supports installation management, maintenance of real property, and personnel 

support to retirees, veterans and their families.
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

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ADDENDUM E - FY 13 President’s Budget

The FY 13 OCO budget requests $29.1 billion, a decrease of $13.7 billion from FY 12. This funds the operations 

and sustainment of forces deployed in support of Operation Enduring Freedom and provides resources required 

for pre-deployment training, force protection, in-theater operations and support, redeployment of forces, and 

reset of redeployed Army prepositioned stocks and equipment. The reserve component O&M requests fund 

additional training and pre-mobilization support for units and individuals supporting OCO.

Highlights:

• Sustains readiness through Soldier and unit training, including realistic, full spectrum training; that provides 

the Joint Force with decisive and sustainable land power.

• Resources installation services worldwide and support for the Army Family Covenant to provide Soldiers 

and their Families the quality of life they deserve and to enhance the health of the force. 

• Funds the full range of operations and support for forces deployed in support of operations in Afghanistan.

• Funds the Energy Initiatives Task Force to develop programs which leverage private sector investments and 

tap renewable and alternative energy sources.

• Provides funding to achieve Army Installation Energy Security Program efficiency goals.

• Funds the reset of redeployed brigades, enabling units, and equipment.

Procurement

The FY 13 base budget requests $16.7 billion, a $2.0 billion decrease from FY 12. This funds network modernization 

and expansion along with combat vehicle modernization and the procurement of key aviation systems.

The FY 13 OCO budget requests $2.9 billion, a $0.1 billion increase from FY 12. OCO funds the replacement 

of battle losses and washed out equipment, replenishment of ammunition, and procurement of Intelligence, 

Surveillance and Reconnaissance (ISR) and other systems that provide force protection. With respect to 

operational energy savings, the Army is investing in Force Provider kits that are more energy efficient, Latrines 

and Showers that use less water, and Advanced Medium-Sized Mobile Power Source (AMMPS) and Micro-Grids 

that provide electricity in tandem, thereby reducing the need for redundant energy sources.

Highlights:

• Deploys mobile communications to provide advanced joint tactical end-to-end networking data and voice 

communications to aircraft, watercraft, and ground vehicle platforms.

• Increases the broadband backbone communications to extend the network and provide integrated ISR 

data from airborne and ground sensor platforms to the tactical level and to the Army Service Component 

Command (ASCC), with access to the Defense Intelligence Information Enterprise.

• Enhances the Infantry Fighting Vehicles (IFVs) in the Heavy Brigade Combat Teams (HBCTs) with improved 

protection, mobility and sustainment, mitigation of existing shortfalls, and network integration.

• Enhances the responsiveness, force protection, survivability, and operational readiness of the selfpropelled howitzer fleet.
Prevent, Shape, Win

34

ADDENDUM E - FY 13 President’s Budget

• Upgrades Kiowa Warriors to the F Model through enhanced cockpit sensor upgrades, addressing armament 

obsolescence, aircrew survivability, and reducing the overall aircraft weight.

• Improves operational energy efficiency in support of deployed forces.

Research, Development, Test and Evaluation (RDT&E)

The FY 13 base budget requests $8.9 billion, a $0.2 billion increase from FY 12. This request supports the 

current force while investing in future forces. Significant Army investments include Network Programs, New 

Vehicle Development and Combat Vehicle Modernization.

Two key network programs are Warfighter Information Network-Tactical (WIN T) and Distributed Common Ground 

System-Army (DCGS A). WIN-T funding ($278.0M) will design, develop, produce, and field the Future Modular 

Force transport network, while leveraging mature technologies that enable the current modular force to operate 

in an emerging noncontiguous environment. DCGS A ($40.9M) is an ISR System of Systems (SoS) for Joint, 

Interagency, Allied, Coalition, and National data analysis, sharing, and collaboration.

The Army continues development efforts of the Ground Combat Vehicle (GCV), the Joint Light Tactical Vehicle 

(JLTV) and network integration solutions. These developments will be fielded as part of future capability packages. 

The JLTV represents a $72.3M investment in a Joint Army and Marine Corps program. These investments 

support the development of network ready vehicles with greater mobility and survivability capable of performing 

multiple mission roles across the full range of military operations.

In FY 13 the Army will invest $2.2 billion in Science and Technology. The focus of this investment is to foster 

invention and innovation in technologies that enable future force capabilities and support the transition of current 

technology into current or future force capabilities. Additionally, we are writing Analysis of Alternatives (AOAs) for 

our future ground vehicles and airframes which meet higher fuel efficiency and power output goals.

Construction, Army Family Housing, and Base Realignment and Closure (BRAC) 

The FY 13 base budget requests $3.6 billion, a $1.5 billion decrease from FY 12. The Military Construction 

budget continues to support facility improvements across the Army. It supports readiness through recapitalization 

of aging military facilities, new facilities for training, revitalization of existing infrastructure, and construction of 

new reserve component readiness facilities. The FY 13 request supports the fielding of the MQ-1 Gray Eagle 

Unmanned Aerial System and the final projects required to support unit stationing actions associated with the 

Global Defense Posture Realignment (2008-2013).

This budget request begins implementation of the Army Facility Strategy 2020—a strategic framework for new 

investments and preservation of existing facilities that is integrated with Army systems and force structure decisions.

The FY 13 Army Family Housing request supports operations, maintenance, utilities, and leases. It does not 

provide for new construction. The Army completed its scheduled transfer of Army-owned assets as part of the 

Residential Communities Initiative (RCI) at 44 Army locations, representing a transfer of 98 percent of the Armyowned inventory in the United States. The end-state privatization inventory is expected to reach over 85,000 

homes, which includes additional housing constructed by the RCI partners.

The Army’s BRAC FY 13 request funds caretaking and environmental restoration functions at remaining excess 

properties closed under BRAC. Environmental actions are required prior to transfer of properties. Caretaking will 

maintain real property assets at levels to protect against degradation during transition.
2012 Army Posture Statement

America’s Army: The Strength of the Nation

WWW.ARMY.MIL/APS/12

35

ADDENDUM E - FY 13 President’s Budget

Highlights: 

• Funds construction for new facilities.

• Supports permanent party and training barracks renewal.

• Supports final construction projects required for stationing actions associated with Global Defense Posture 

Realignment (2008-2013).

Other Accounts

The Army is the financial management executive agent for a variety of critical programs. These funds “passthrough” the Army for execution by the responsible command or agency. The base budget includes the Chemical 

Agents and Munitions Destruction Program and administrative support for the Joint Improvised Explosive Device 

Defeat Organization (JIEDDO). These programs are funded at $1.5 billion and $0.2 billion respectively.

The OCO request includes the Afghanistan Security Forces Fund ($5.7 billion), the Joint Improvised Explosive 

Device Defeat Fund ($1.7 billion) and the Afghanistan Infrastructure Fund ($0.4 billion).

Highlights:

• Continues closure activities at the Tooele Chemical Agent Disposal Facility (TOCDF) in Utah, Anniston 

Chemical Agent Disposal Facility (ANCDF) in Alabama, Umatilla Chemical Disposal Facility (UMCDF) in 

Oregon, and Pine Bluff Chemical Disposal Facility (PBDF) in Arkansas.

• Completes construction and continues systemization activities at Pueblo Chemical Depot in Colorado, and 

continues construction activities at Blue Grass Army Depot in Kentucky.

• Funds the Afghanistan Security Forces Fund which builds essential security capacity within the 

Afghanistan National Security Forces.

• Supports JIEDDO initiatives to combat the most dangerous threat to U.S. and coalition forces.
Depth and Versatility: The Army provides depth to the Nation by a trained and ready land 

force that includes a viable operational reserve. Reversibility and expansibility of the force also 

contribute to strategic depth. The Army’s diverse mix of rapidly deployable capabilities, formations 

and equipment ensures versatility for the Joint Force. It is imperative that the Army provide the 

National Command Authority with scalable options to meet the Nation’s security needs in a 

complex, dynamic and uncertain global environment.

Adaptive and Innovative: Army leaders accept that there are no predetermined solutions 

to problems. Army leaders adapt their thinking, formations and employment techniques to the 

specific situation they face. This requires an adaptable and innovative mind, a willingness to 

accept prudent risk in unfamiliar or rapidly changing situations, and an ability to adjust based 

on continuous assessment. Accordingly, thorough understanding and wise application of 

cultural knowledge and language skills are tantamount to our success. So too are training, leader 

development and personnel policies aimed at fostering creativity at every level.

Flexible and Agile: To achieve strategic, operational, and tactical success, we must be flexible in 

the face of adversity and agile in our responsiveness, able to dominate any operational environment 

against conventional and hybrid threats. Flexibility is achieved by preserving responsiveness to a 

broad range of missions including regular and irregular warfare; humanitarian assistance; security 

cooperation; and support to civil authorities. Effective mission command, collaborative planning 

and decentralized execution foster agility.

Integrated and Synchronized: Army forces do not operate independently but as a part 

of a larger joint, interagency and frequently multinational effort. Army leaders integrate and 

synchronize Army operations within this larger effort. The arrangement of military actions in time, 

space and purpose produces maximum relative combat power at a decisive place and time.

Lethal and Discriminate: The capacity for physical destruction is fundamental to all other 

military capabilities and is the most basic building block for military operations. Army leaders 

organize, equip, train and employ their formations for unmatched lethality under a wide range of 

conditions. The capability for the lawful, discriminate, and expert application of lethal force builds 

the foundation for effective operations.

characteristics

of THE FUTURE FORCE
Loyalty | Duty | Respect | Selfless Service | Honor | Integrity | Personal Courage 

• Trust between Soldiers

• Trust between Soldiers and Leaders

• Trust between Soldiers, their Families and the Army

• Trust between the Army and the American People

The Strength of our Nation is our Army,

The Strength of our Army is our Soldiers,

The Strength of our Soldiers is our Families,

This is what makes us Army Strong!

The Strength of our Nation is our Army,

The Strength of our Army is our Soldiers,

The Strength of our Soldiers is our Families,

This is what makes us Army Strong!

TRUST 

the Bedrock of our Profession

www.army.mil/aps/12 TM America’s Army: the strength of the nation the strength of the nation